Suchergebnisse

This paper examines a life-cycle cost concept that applies to both manufacturing and service industries in which upfront capacity investments are essential. Borrowing from the energy literature, we refer to this cost measure as the levelized product cost (LC). Per unit of output, the levelized cost aggregates a share of the initial capacity expenditure with periodic fixed and variable operating costs. The resulting cost figure exceeds the full cost of a product, as commonly calculated in managerial accounting. Our analysis shows that the LC can be interpreted as the long-run marginal product cost. In particular, this cost measure is shown to be the relevant unit cost that firms should impute for investments in productive capacity.

Abstract
The internal organization of large firms as well as procurement and regulation contexts frequently involve a hierarchical nexus of contracts, with substantial delegation of decision making across layers. Such hierarchical delegation of decision making creates problems of aligning incentives of vertically related agents, and coordinating the actions of different branches of the hierarchy. In a principal-agent setting with private information, it is shown that under certain assumptions (top-down contracting, observability of subcontracting outcomes, absence of limited liability constraints) the hierarchy can implement second-best allocations. Incentive problems are overcome via compensations that are linear in a measure of performance of the concerned department, defined as the difference between a measure of imputed revenues and procurement costs. The coordination problem is overcome by conditioning output targets and payments on cost reports submitted by other branches; despite this, agents' strategies are dominant with respect to the behavior of members of other branches. The result provides conditions for the lack of a `control loss' from hierarchical decentralization of decision making, owing to incentive or coordination problems.