Management Control Systems, Transfer Pricing, and Multinational Considerations 22
Management Control Systems, Transfer Pricing, and Multinational Considerations 22
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Overview
What is a Management Control System?
Centralized vs. decentralized control structure
Transfer pricing:
Function
Setting TPs
Dual TPs
Negotiated TPs (Calculating Min. & Max. range)
International tax issues
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Evaluating Management
Control Systems
Motivation
Effort
Goal congruence
Lead to rewards
Monetary
Nonmonetary
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Total centralization
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Benefits of Decentralization
Creates greater responsiveness to local needs
Leads to gains from quicker decision making
Increases motivation of subunit managers
Assists management development and learning
Sharpens the focus of subunit managers
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Limitations of Decentralization
Suboptimal decision making may occur
Focuses the managers attention on the subunit
rather than the organization as a whole
Increases the costs of gathering information
Results in duplication of activities
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Decentralization in
Multinational Companies
Decentralization enables country managers to
make decisions that exploit their knowledge
of local business and political conditions.
Multinational corporations often rotate
managers between foreign locations
and corporate headquarters.
Control Problem: Barings Bank (200 yrs old)1995 Nick Leeson caused
over 1 B loss.
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Responsibility Centers
Cost
center
Revenue
center
Profit
center
Investment
center
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Transfer Pricing
A transfer price is the price one subunit charges
for a product or service supplied to another
subunit of the same organization.
Intermediate products are the products
transferred between subunits of an
organization.
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Transfer Pricing
Transfer pricing should: (1) help achieve
a companys strategies and goals.
(2) fit the organizations structure
(3) promote goal congruence
(4) promote a sustained high level
of management effort
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Transfer-Pricing Methods
Market-based transfer prices
Cost-based transfer prices
Negotiated transfer prices
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Slowcar Company
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SF Manufacturing
The SF Manufacturing Co. has two divisions in Iowa, the Supply Division and
the BUY Division. Currently, the BUY Division buys a part (3,000 units)
from Supply for $12.00 per unit. Supply wants to increase the price to BUY to
$15.00. The controller of BUY claims that she cannot afford to go that high,
as it will decrease the divisions profit to near zero. BUY can purchase the
part from an outside supplier for $14.00. The cost figures for Supply are:
Direct Materials
$3.25
Direct Labor
4.75
Variable Overhead
0.60
Fixed Overhead
1.20
A. If Supply ceases to produce the parts for BUY, it will be able to avoid onethird of the fixed MOH. Supply has no alternative uses for its facilities.
Should BUY continue to get the units from Supply or start to purchase the
units from the outside supplier? (From the standpoint of SF as a whole).
(What is the min. & max. transfer price if BUY and SUPPLY negotiate?)
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SF Mfg.continued
Now, assume that Supply could use the facilities currently used to produce the
3,000 units for BUY to make 5,000 units of a different product. The new
product will sell for $16.00 and has the following costs:
Direct Materials
$3.00
Direct Labor
4.30
Variable Overhead
5.40
B. What is the min. & max. transfer price if BUY and SUPPLY negotiate?
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Comparison of Methods
Achieves Goal Congruence
Market Price: Yes, if markets competitive
Cost-Based:
Negotiated:
Yes
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Comparison of Methods
Useful for Evaluating Subunit Performance
Market Price: Yes, if markets competitive
Cost-Based:
Negotiated:
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Comparison of Methods
Motivates Management Effort
Market Price: Yes
Cost-Based:
Negotiated:
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Comparison of Methods
Preserves Subunit Autonomy
Market Price: Yes, if markets competitive
Cost-Based:
Negotiated:
Yes
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Comparison of Methods
Other Factors
Market Price: No market may exist
Cost-Based:
Negotiated:
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