Merton Truck Co
Case Analysis: Merton Truck Company Linear programming techniques can be used to not only determine the best production mix, but also to provide clues and data suggesting ways to improve profits. In 1988, Merton Truck Company was searching for ways to increase profits and ultimately its poor financial performance. Options being considered included changing their product mix by either removing or adding a product line, or renting capacity. In the following pages, the product mix and capacity options considered by Merton are evaluated, other factors and alternatives are discussed, and final recommendations are provided.
Product Mix Based on the financials in 1988, Merton’s president suspected that discontinuing their Model 101 would result in stronger financial performance. With unit costs of $40,205 (including fixed overhead) and a sales price of $39,000, each sale of Model 101 resulted in a $1,205 loss. However, the president did not consider that fixed overhead (OH) was being allocated across all units, and the discontinuation of Model 101 would increase the overhead applied to Model 102. In reality, the $8.6M in monthly fixed overhead exists regardless of the product mix and does not need to be allocated on a per unit basis to determine overall profit or financial performance. Therefore, fixed overhead was not considered until the end of each evaluation. In order to evaluate any alternative, we need to compare to current profit. Utilizing the data from Tables B and C to obtain production costs per unit as well as fixed overhead, Merton is currently making a profit of $1.9M (Exhibit 1A). Since it was the specific request of the president, the impact of discontinuing Model 101 was evaluated. The first step was to determine the capacity of producing only Model 102, which is as follows based on Table A: Engine Assembly 4,000 hours / 2 hours per unit = 2,000 units Metal Stamping 6,000 hours / 2 hours per unit = 3,000 units Model 102 Assembly
Product Mix Based on the financials in 1988, Merton’s president suspected that discontinuing their Model 101 would result in stronger financial performance. With unit costs of $40,205 (including fixed overhead) and a sales price of $39,000, each sale of Model 101 resulted in a $1,205 loss. However, the president did not consider that fixed overhead (OH) was being allocated across all units, and the discontinuation of Model 101 would increase the overhead applied to Model 102. In reality, the $8.6M in monthly fixed overhead exists regardless of the product mix and does not need to be allocated on a per unit basis to determine overall profit or financial performance. Therefore, fixed overhead was not considered until the end of each evaluation. In order to evaluate any alternative, we need to compare to current profit. Utilizing the data from Tables B and C to obtain production costs per unit as well as fixed overhead, Merton is currently making a profit of $1.9M (Exhibit 1A). Since it was the specific request of the president, the impact of discontinuing Model 101 was evaluated. The first step was to determine the capacity of producing only Model 102, which is as follows based on Table A: Engine Assembly 4,000 hours / 2 hours per unit = 2,000 units Metal Stamping 6,000 hours / 2 hours per unit = 3,000 units Model 102 Assembly