(Solved by Humans)-Problem 13-28 Comprehensive problem including special order, outsourcing, and segment elimination...

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Problem 13-28       Comprehensive problem including special order, outsourcing, and segment elimination decisions Huffman Inc. makes and sells state-of-the-art electronics products. One of its segments produces The Math Machine, an inexpensive calculator. The company’s chief accountant recently pre- pared the following income statement showing annual revenues and expenses associated with the segment’s operating activities. The relevant range for the production and sale of the calculators is between 30,000 and 60,000 units per year.     Revenue (40,000 units 3 $8) Unit-level variable costs Materials cost (40,000 3 $2) $ 320,000   (80,000) Labor cost (40,000 3 $1) (40,000) Manufacturing overhead (40,000 3 $0.50) (20,000) Shipping and handling (40,000 3 $0.25) (10,000) Sales commissions (40,000 3 $1)    (40,000) Contribution margin 130,000 Fixed expenses Advertising costs   (20,000) Salary of production supervisor (60,000) Allocated  companywide  facility-level expenses    (80,000) Net loss $ (30,000)   Required (Consider each of the requirements  independently.) a.     A large discount store has approached the owner of Huffman about buying 5,000 calcula- tors. It would replace The Math Machine’s label with its own logo to avoid affecting Huffman’s existing customers. Because the offer was made directly to the owner, no sales commissions on the transaction would be involved, but the discount store is willing to pay only $4.50 per calculator. Based on quantitative factors alone, should Huffman accept the special order? Support your answer with appropriate computations. Specifically, by what amount would the special order increase or decrease profitability? b.     Huffman has an opportunity to buy the 40,000 calculators it currently makes from a reliable competing manufacturer for $4.90 each. The product meets Huffman’s quality standards. Huffman could continue to use its own logo, advertising program, and sales force to distrib- ute the products. Should Huffman buy the calculators or continue to make them? Support your answer with appropriate computations. Specifically, how much more or less would it cost to buy the calculators than to make them? Would your answer change if the volume of sales were increased to 60,000 units? c.     Because the calculator division is currently operating at a loss, should it be eliminated from the company’s operations? Support your answer with appropriate computations. Specifically, by what amount would the segment’s elimination increase or decrease profitability?