Compaq Computer Corporation and Subsidiaries - Page 15




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               Compaq Asia sales to Compaq U.S. during 1991 and 1992 were             
          101.5 and 88.1 percent of Compaq U.S. standard cost to produce              
          the PCA's, respectively.  On an aggregate basis, Compaq Asia sold           
          PCA's to Compaq U.S. at an average transfer price that was equal            
          to 93.9 percent of Compaq U.S. standard costs for 1991 and 1992.            
          The following table breaks down the PCA's into separate                     
          categories and compares Compaq Asia prices to Compaq U.S.                   
          standard cost during 1991 and 1992:                                         

                        Power               Memory           Backplane/               
                       Supplies  Processors Boards Video BoardsOther     Total        
       Compaq Asia PCA  2,359,106   896,440  30,191    269,841 1,752,507 5,308,085    
       shipments (units)                                                              
       Compaq Asia PCA$238,117,676$354,286,957$5,570,843$35,892,421$85,405,509$719,273,406   
       shipments ($)                                                                  
       Compaq US std. cost$283,325,817$350,280,911$5,456,326$36,505,921$90,134,571$765,703,546   
       Compaq Asia price   84.0%    101.1%   102.1%     98.3%    94.8%      93.9%     
       as % of Compaq US                                                              
       std. cost                                                                      
          Unrelated Subcontractors                                                    
               In addition to making purchases from Compaq Asia, Compaq               
          U.S. also purchased PCA's from unrelated subcontractors during              
          1990 to 1993 and had used unrelated subcontractors as a source of           
          PCA's since 1983.  Compaq U.S. maintained this ongoing                      
          relationship with its unrelated subcontractors so it would be               
          able to respond to market demands when necessary, bringing                  
          products to market as quickly as possible.  Compaq U.S. also used           
          the prices that were paid to the unrelated subcontractors as a              
          benchmark for its standard manufacturing costs.                             






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