Impact of a direct channel on the choice of absorption versus direct costing using cost-based transfer price

This study analytically investigates the choice of a cost accounting system based on the cost-based transfer price by a divisionalized firm that has a direct channel through electronic commerce (EC). The findings show that the optimal choice between direct and absorption costing affects the increase of overhead allocation for the retail division through the cost-based transfer price. While traditional strategic transfer pricing literature shows that absorption costing is optimal in specific economic environments, this study demonstrates that direct costing is also optimal in a specific economic environment by considering dual channel competition. This research thus contributes to the extant strategic transfer pricing literature, which considers the choice of a cost accounting system in management accounting

Cost-based transfer pricing with the existence of a direct channel in an integrated supply chain

Purpose: This study analytically explores the economic role of transfer pricing in a vertically integrated supply chain with a direct channel, specifically when it uses cost-based transfer prices, as is frequently observed in management practices. We compare two representative transfer pricing methods: full-cost and variable-cost pricing. Although many firms open a direct channel, which affects the optimal decision on transfer prices, prior literature has not considered this case. Design/methodology/approach: We demonstrate our result using a non-cooperative game theoretical approach. Findings: Our results show that full-cost pricing is more profitable than variable-cost pricing when the fixed cost allocation to the marketing division is low, contrary to the established position in prior studies, from which we select our benchmark case. Moreover, we obtain a counterintuitive result, whereby, the firm-wide profit of a vertically integrated supply chain increases with fixed cost allocation. Originality: Our study considers the direct channel and internal transfer pricing in a vertically integrated supply chain, while prior research only considers one or the other. This model suggests an optimal choice of cost-based transfer pricing in managerial decisions. In addition, we demonstrate the positive effect of increasing fixed cost allocation, which prior management studies do not show. The findings of this study have implications for managerial practice by providing insights into supply chain design and showing that firms should consider the competition between channels when making decisions about transfer pricing methods

Impact of a direct channel on the choice of absorption versus direct costing using cost-based transfer price

This study analytically investigates the choice of a cost accounting system based on the cost-based transfer price by a divisionalized firm that has a direct channel through electronic commerce (EC). The findings show that the optimal choice between direct and absorption costing affects the increase of overhead allocation for the retail division through the cost-based transfer price. While traditional strategic transfer pricing literature shows that absorption costing is optimal in specific economic environments, this study demonstrates that direct costing is also optimal in a specific economic environment by considering dual channel competition. This research thus contributes to the extant strategic transfer pricing literature, which considers the choice of a cost accounting system in management accounting

Impact of a direct channel on the choice of absorption versus direct costing using cost-based transfer price

This study analytically investigates the choice of a cost accounting system based on the cost-based transfer price by a divisionalized firm that has a direct channel through electronic commerce (EC). The findings show that the optimal choice between direct and absorption costing affects the increase of overhead allocation for the retail division through the cost-based transfer price. While traditional strategic transfer pricing literature shows that absorption costing is optimal in specific economic environments, this study demonstrates that direct costing is also optimal in a specific economic environment by considering dual channel competition. This research thus contributes to the extant strategic transfer pricing literature, which considers the choice of a cost accounting system in management accounting

Intrafirm trade, arm's-length transfer pricing rule, and coordination failure

This paper demonstrates that uniform imposition of the arm's-length principle on transfer pricing leads to coordination failure among countries in terms of economic welfare if the countries trade products in the form of intrafirm transactions by multinational firms (MNFs). To highlight this implication, we first show that imposition of the arm's-length principle on an MNF induces it to transfer a product among subordinate divisions at marginal cost, i.e., the competitive price, which is consistent with the purpose of the principle. Nonetheless, if regulators in each country impose the principle on MNFs, all of the following economic welfare measures decrease compared with the situation where the principle is not imposed: (1) consumer welfare in each of the trading countries, (2) profit of each MNF, and thus (3) total world economic welfare. This result indicates that it is possible that enforcement of the principle has no positive effect at all in the world because economic welfare of all economic agents deteriorates when the principle is imposed. A numerical analysis demonstrates that this possibility arises in a broad range of circumstances, even including the situation where a giant economic world power and a small underdeveloped country mutually trade products. In these circumstances, an agreement among trading countries that no country imposes the arm's-length principle may encourage Pareto improvement of the world economy.Economics Transfer pricing Noncooperative game Multinational operation Global supply chain