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11-1
International International Issues in Cost Issues in Cost ManagementManagement
Prepared by Douglas Cloud
Pepperdine University
Prepared by Douglas Cloud
Pepperdine University
11-2
1. Explain the role of the accountant in the international environment.
2. Discuss the varying levels of involvement that firms can take in international trade.
3. List the ways accountants can manage foreign currency risk.
4. Tell why multinational firms choose to decentralize.
ObjectivesObjectivesObjectivesObjectives
After studying this After studying this chapter, you should chapter, you should
be able to:be able to:
After studying this After studying this chapter, you should chapter, you should
be able to:be able to:
ContinuedContinuedContinuedContinued
11-3
5. Explain how environmental factors can affect performance evaluation in the multinational firm.
6. Describe the role of transfer pricing in the multinational firm.
7. Discuss ethical issues that affect firms operating in the international environment.
ObjectivesObjectivesObjectivesObjectives
11-4
Where does the management accountant
fit into the global business environment?
Where does the management accountant
fit into the global business environment?
Business looks to the management accountant
for international financial and business expertise.
Business looks to the management accountant
for international financial and business expertise.
11-5
Management Accounting in the International Environment
Skills needed by cost accountantsSkills needed by cost accountants
Politics Economics Marketing Management Information systems
technology
11-6
Multinational Corporation (MNC)
A multinational corporation (MNC)
is one that “does business in more
than one country in such a volume that its well-being and
growth rest in more than one country.”
11-7
Importing and ExportingImporting and ExportingImporting and ExportingImporting and Exporting
Importing is the process of bringing product in from a foreign country.
Exporting is the process of shipping product to a foreign country.
11-8
Foreign trade zones are areas near a customs port of entry that are
physically on U.S. soil but considered to be
outside U.S. commerce.
Foreign Trade ZonesForeign Trade ZonesForeign Trade ZonesForeign Trade Zones
Example:
San Antonio
Example:
New Orleans
11-9
Example of the Advantages of Operating a Plant in a Foreign Trade Zone
Roadrunner, Inc., operates a petrochemical plant in a
foreign trade zone. Wilycoyote, Inc., operates
an identical plant just outside the foreign trade
zone. Both plants purchase $400,000 of crude oil from
Venezuela.
11-10
Roadrunner Wilycoyote
Duty paid at purchase $ 0 $24,000Carrying costs of duty 0 1,920
Wilycoyote Wilycoyote pays duty at pays duty at the point of the point of
purchase (6% purchase (6% of $400,000).of $400,000).
Total duty-Total duty-related related
carrying costs carrying costs (0.12 x 8/12 x (0.12 x 8/12 x
$24,000)$24,000)
Duty paid at sale 16,800 0
Roadrunner pays Roadrunner pays duty at point of sale duty at point of sale
because it is in a because it is in a foreign trade zone.foreign trade zone.
Example (continued)
11-11
Roadrunner Wilycoyote
Duty paid at purchase $ 0 $24,000Carrying costs of duty 0 1,920Duty paid at sale 16,800 0
Example (continued)
Total duty and duty- related costs $16,800 $25,920
Clearly the Clearly the advantage advantage approachapproach
11-12
A company may choose to purchase an existing foreign company, making
the purchased company a wholly owned subsidiary.
A company may choose to purchase an existing foreign company, making
the purchased company a wholly owned subsidiary.
If the laws of the country permit, a multinational corporation can simply set up a wholly owned subsidiary or
branch office in the country.
If the laws of the country permit, a multinational corporation can simply set up a wholly owned subsidiary or
branch office in the country.
11-13
Outsourcing of technical and professional jobs is becoming
an important issue for resource-conscious U.S. firms.
Outsourcing of technical and professional jobs is becoming
an important issue for resource-conscious U.S. firms.
Outsourcing is the payment by a company for a business
function formerly done in-house, such as payment for legal needs to outside firms.
Outsourcing is the payment by a company for a business
function formerly done in-house, such as payment for legal needs to outside firms.
11-14
A joint venture is a type of partnership in which investors co-own the
enterprise. A special case of joint venture
cooperation is the maquiladora—a
manufacturing plant located in Mexico that
processes imported materials and reexports them, tariff-free, to the
United States.
11-15
Foreign Currency ExchangeForeign Currency Exchange
Currency risk management
Transaction risk
Economic risk
Translation (accounting ) risk
Kinds of risks:
11-16
A Transaction Risk ExampleA Transaction Risk Example
SuperTubs, Inc., a U.S. firm, sells its line of whirlpool tubs to Bonbain, a French distributor. On January 15, Bonbain orders 100 tubs at $1,000 per tub to be paid with francs on March 15. The exchange rate on January 15 is six francs per dollar or 600,000 francs. Suppose that on March 15 the exchange rate is 6.1 francs per dollar. A $1,639 loss is experienced by SuperTubs, Inc.
Receivable in dollars on Jan. 15
$100,000
Received in dollars on March 15 (600,000/6.1)
98,361
Exchange loss
$ 1,639
11-17
A Transaction Risk ExampleA Transaction Risk Example
If the franc had strengthened against the dollar to a rate of 5.9 francs per dollar, a $1,695 gain would occur:
Receivable in dollars on Jan. 15
$100,000
Received in dollars on March 15 (600,000/5.9)
101,695
Exchange gain
$ 1,695
11-18
HedgingHedging
One way of ensuring against gains and losses on foreign currency exchanges is hedging.
11-19
On March 15, Bonbain pays SuperTubs 600,000 francs. SuperTub pays the exchange dealer
600,000 francs, and the exchange dealer pays SuperTub $99,668 (600,000/6.02).
$100,000 – $99,668 = $332
Premium expense
$100,000 – $99,668 = $332
Premium expense
HedgingHedging
11-20
Economic risk is the impact of exchange rate fluctuations on the present
value of a firm’s future cash flows.
Managing Economic RiskManaging Economic RiskManaging Economic RiskManaging Economic Risk
Example
A U.S. consumer can choose to purchase heavy equipment from either Caterpillar (U.S.) or Komatsu (Japan). A piece of equipment is $80,000 from either maker. At an exchange rate of $1 equals 130 yens, the
price is set. Assume the dollar strengthens so the exchange rate becomes $1 equals 140 yens. This
lowers Katmatsu’s price to $74,286.
11-21
Managing Transaction RiskManaging Transaction RiskManaging Transaction RiskManaging Transaction Risk
Example
Multinational, Inc., has a foreign division, FD, which has been experiencing eroding sales. Multinational directs FD
managers to increase research and development expenditures over the following four quarters:
Quarter Expenditures in Local Currency
1 LC 100,0002 LC 110,0003 LC 121,0004 LC 133,100
A 10% increase
each quarter
11-22
Managing Transaction RiskManaging Transaction RiskManaging Transaction RiskManaging Transaction Risk
Example (continued)
Suppose that the dollar has strengthened against the local currency and the quarterly exchange rates of $1 for units of local currency are 1.00,
1.2, 1.35, and 1.50, respectively.
Quarter Expenditures in Dollars
1 $100,0002 91,6673 89,6304 88,733
It looks like FD has decreased expenditures.
11-23
Advantages of DecentralizationAdvantages of Decentralizationin the MNCin the MNC
Advantages of DecentralizationAdvantages of Decentralizationin the MNCin the MNC
The quality of information is better at the local level.
Local managers in the MNC are capable of a more timely response in decision making.
Social, legal, and language barriers are minimized.
Valuable training grounds for foreign subsidiary managers.
11-24
Measuring Performance in Measuring Performance in the Multinational Firmthe Multinational Firm
Measuring Performance in Measuring Performance in the Multinational Firmthe Multinational Firm
It is particularly difficult to compare the
performance of a manager of a division in
one country with the performance of a
manager of a division in another country.
11-25
Environmental Variables Facing Environmental Variables Facing Local Managers of DivisionsLocal Managers of Divisions
Environmental Variables Facing Environmental Variables Facing Local Managers of DivisionsLocal Managers of Divisions
Economic
Inflation Foreign currency
exchange rates Income taxes Transfer prices
11-26
Environmental Variables Facing Environmental Variables Facing Local Managers of DivisionsLocal Managers of Divisions
Environmental Variables Facing Environmental Variables Facing Local Managers of DivisionsLocal Managers of Divisions
Legal and Political
Country may not allow cash outflows
Country may forbid the import of certain items
11-27
Environmental Variables Facing Environmental Variables Facing Local Managers of DivisionsLocal Managers of Divisions
Environmental Variables Facing Environmental Variables Facing Local Managers of DivisionsLocal Managers of Divisions
Social and Educational Certain systems, like JIT,
may not work in all cultures Roads and communication
may be inadequate Training centers may need to
be established
11-28
An example of misleading results:
Assets Revenues Net Income Margin Turnover ROI
Brazil $10 $ 6 $ 3 0.50 0.600.30
Canada 18 13 10 0.77 0.720.56
Spain 15 10 6 0.60 0.670.40Analysis: On the basis of ROI, it appears that the manager
of the Canadian subsidiary did the best job while the manager of the Brazilian subsidiary did the worst job.
Comparison of Divisional ROIComparison of Divisional ROIComparison of Divisional ROIComparison of Divisional ROI
However, the inflation rate in Brazil was 100% for the year. After adjusting the asset base for inflation, the ROI would be 60% for the Brazilian manager.
11-29
Other Factors Affecting Other Factors Affecting Performance EvaluationPerformance EvaluationOther Factors Affecting Other Factors Affecting Performance EvaluationPerformance Evaluation
Economic Factors:
Organization of central banking system
Economic stability
Existence of capital markets
Currency restrictions
Adapted from Wagdy M. Abdallah, “Change the Environment or Change the System,” Management Accounting (October 1986): pp. 33-36.
11-30
Political and Legal Factors:Quality, efficiency, and effectiveness of legal
structure
Effect of defense policy
Impact of foreign policy
Level of political unrest
Degree of governmental control of business
Other Factors Affecting Other Factors Affecting Performance EvaluationPerformance EvaluationOther Factors Affecting Other Factors Affecting Performance EvaluationPerformance Evaluation
Adapted from Wagdy M. Abdallah, “Change the Environment or Change the System,” Management Accounting (October 1986): pp. 33-36.
11-31
Educational Factors:Literacy rate
Extent and degree of formal education and training systems
Extent and degree of technical training
Extent and quality of management development programs
Other Factors Affecting Other Factors Affecting Performance EvaluationPerformance EvaluationOther Factors Affecting Other Factors Affecting Performance EvaluationPerformance Evaluation
Adapted from Wagdy M. Abdallah, “Change the Environment or Change the System,” Management Accounting (October 1986): pp. 33-36.
11-32
Sociological Factors:
Social attitude toward industry and business
Cultural attitude toward authority and persons in subordinate positions
Cultural attitude toward productivity and achievement (work ethic)
Social attitude toward material gain
Cultural and racial diversity
Adapted from Wagdy M. Abdallah, “Change the Environment or Change the System,” Management Accounting (October 1986): pp. 33-36.
Other Factors Affecting Other Factors Affecting Performance EvaluationPerformance EvaluationOther Factors Affecting Other Factors Affecting Performance EvaluationPerformance Evaluation
11-33
Action Tax Impact Action Tax Impact
Belgian subsidiary of Parent 42% tax rateCompany produces a component $100 revenue – $100 at a cost of $100 per unit. Title to cost = $0the component is transferred to a Taxes paid = $0reinvoicing center in Puerto Ricoat a transfer price of $100 per unit.
Transfer Pricing and the Transfer Pricing and the Multinational FirmMultinational Firm
Transfer Pricing and the Transfer Pricing and the Multinational FirmMultinational Firm
Income Taxes and Transfer PricingIncome Taxes and Transfer Pricing
11-34
Action Tax Impact Action Tax Impact
Reinvoicing center in Puerto Rico, 0% tax ratealso a subsidiary of Parent Company, $200 revenue – $100 transfers title of component to U.S. cost = $100subsidiary of Parent Company at a Taxes paid = $0transfer price of $200 per unit.
Transfer Pricing and the Transfer Pricing and the Multinational FirmMultinational Firm
Transfer Pricing and the Transfer Pricing and the Multinational FirmMultinational Firm
Income Taxes and Transfer PricingIncome Taxes and Transfer Pricing
11-35
Action Tax Impact Action Tax Impact
U.S. subsidiary sells component 35% tax rateto external company at $200 each. $200 revenue – $200
cost = $0Taxes paid = $0
Transfer Pricing and the Transfer Pricing and the Multinational FirmMultinational Firm
Transfer Pricing and the Transfer Pricing and the Multinational FirmMultinational Firm
Income Taxes and Transfer PricingIncome Taxes and Transfer Pricing
11-36
Transfer Pricing and the Transfer Pricing and the Multinational FirmMultinational Firm
Transfer Pricing and the Transfer Pricing and the Multinational FirmMultinational Firm
Income Taxes and Transfer PricingIncome Taxes and Transfer Pricing
Division B (in the United States) of ABC, Inc., purchases a component from Division C (in Canada). The component can be purchased eternally for $38. The freight and insurance on the item amount to $5; however, commissions of $3.80 need not be paid.
Market price $38.00Plus: Freight and insurance 5.00Less: Commissions -3.80 Transfer price $39.20
11-37
Transfer Pricing and the Transfer Pricing and the Multinational FirmMultinational Firm
Transfer Pricing and the Transfer Pricing and the Multinational FirmMultinational Firm
Income Taxes and Transfer PricingIncome Taxes and Transfer Pricing
If there is no outside market for the component that Division C transfers to Division B, the resale price method
is used. If Division B sells the component for $42 and normally receives a 40 percent markup on cost of goods
sold, then the transfer price is calculated as follows:
Resale price = Transfer price + .40 Transfer price $42 = 1.40 x Transfer price Transfer price = $42/1.40
= $30
11-38
Questions to Ask Concerning Ethics in the International Environment
Questions to Ask Concerning Ethics in the International Environment
Is the action right legally?
Is the action right morally?
11-39
ChapteChapterr
End ofEnd of
11-40