acca f5 2002_dec_q
acca f5公式,值得收藏!!!
ACCA F5公式大全，值得收藏！！！ACCA小编给大家总结了整个ACCA F5所需要的公式，希望对大家ACCA考试有所帮助。
Part A Costing Techniques1、O.A.R CalculationO.A.R=Estimated production overheads/Estimated activities levels2、Difference between margin and mark-up calculationMargin:Cost(80%)+targeted profit(20%)=Selling price(100%)Mark-up:Cost(100%)+profit(20%)=selling price(120%)3、Cost GapEstimated cost–Target cost4、Throughput calculationThroughput=Sales revenue-Direct material costs5、Throughput accounting ratioThroughput per factory hour(usually in unit)=(Sales-direct material costs)/bottleneck hour(factory hour)per unitFactory cost per factory hour(usually in total)=Total factory cost/total bottleneck(factory)hourThroughput accounting ratio(TPAR)=Throughput per bottleneck hour/factory cost per bottleneck hourPart B Decision-making techniques1、Break-even analysis and CVPBreak-even point=Fixed cost/contribution per unitContribution/sales ratio=contribution per unit/selling price per unit,also called C/S ratioBreak-even revenue=Fixed cost/c/s ratio or Break-even point*selling price per unitMargin of safety=Budgeted sales-breakeven salesMargin of safety(%)=(Budgeted sales-Breakeven sales)/Budgeted salesSales volume to earn a required profit=(Required profit+Fixed costs)/contribution per unit2、Multi-product break-even analysisWeighted average C/S ratio=Total contribution/Total revenueBreakeven point=Fixed cost/weighted average unit contributionSales revenue to earn a required profit=(Required profit+Fixed cost)/Weighted average c/s ratio Margin of safety(%)=(Budgeted sales-breakeven sales)/Budgeted sales3、Price elasticity of demandPrice elasticity of demand=changes in quantity,as a%of demand/changes in price,as a%of price If the%change in demand>the%change in price,then price elasticity>1If the%change in demand<the%change in price,then price elasticity<14、Marginal revenueMR=a-2bQMarginal cost=Marginal revenue to achieve the profit maximizationQ=a/2b,then the revenue will be maximized.5、Expected valueEV=∑pxA useful method for risk neutral decision maker6、Value of information(VOI)Part C Budgeting and control1、High-low methodVariable cost/unit=(Cost at high level of activity-cost at low level activity)/(High-level activity-Low-level activity)2、Learning curveY=aX^ba is the time taken to produce the first unitX is the cumulative number of unitsB is the index of learning(log LR/log2)LR=the learning rate as a decimal3、Advanced variance analysisPart D Performance1、Measuring profitabilityROCE=Net profit/Capital employed*100%ROCE=Net profit margin*asset turnoverNet profit margin=Net profit/Turnover*100%Gross profit margin=Gross profit/Turnover*100% Asset turnover=Turnover/capital employed2、Measuring liquidityCurrent ratio=current assets/current liabilityQuick ratio=(current assets-inventory)/current liabilities Inventory holding period=Inventory/cost of sales*365 Receivable collection period=Receivables/turnover*365 Payables period=Payables/purchases*3653、Measuring riskFinancial gearing=Debt/Equity or Debt/(Debt+equity) Interest covering ratio=PBIT/Financial costDividend covering ratio=Net profit/Dividend4、Return on investmentROI=controllable profit/capital employed5、Residual incomeRI=Controllable profit-notional interest on capital。
acca f5公式,值得收藏!!!
ACCA F5公式大全，值得收藏！！！ACCA小编给大家总结了整个ACCA F5所需要的公式，希望对大家ACCA考试有所帮助。
Part A Costing Techniques1、O.A.R CalculationO.A.R=Estimated production overheads/Estimated activities levels2、Difference between margin and mark-up calculationMargin:Cost(80%)+targeted profit(20%)=Selling price(100%)Mark-up:Cost(100%)+profit(20%)=selling price(120%)3、Cost GapEstimated cost–Target cost4、Throughput calculationThroughput=Sales revenue-Direct material costs5、Throughput accounting ratioThroughput per factory hour(usually in unit)=(Sales-direct material costs)/bottleneck hour(factory hour)per unitFactory cost per factory hour(usually in total)=Total factory cost/total bottleneck(factory)hourThroughput accounting ratio(TPAR)=Throughput per bottleneck hour/factory cost per bottleneck hourPart B Decision-making techniques1、Break-even analysis and CVPBreak-even point=Fixed cost/contribution per unitContribution/sales ratio=contribution per unit/selling price per unit,also called C/S ratioBreak-even revenue=Fixed cost/c/s ratio or Break-even point*selling price per unitMargin of safety=Budgeted sales-breakeven salesMargin of safety(%)=(Budgeted sales-Breakeven sales)/Budgeted salesSales volume to earn a required profit=(Required profit+Fixed costs)/contribution per unit2、Multi-product break-even analysisWeighted average C/S ratio=Total contribution/Total revenueBreakeven point=Fixed cost/weighted average unit contributionSales revenue to earn a required profit=(Required profit+Fixed cost)/Weighted average c/s ratio Margin of safety(%)=(Budgeted sales-breakeven sales)/Budgeted sales3、Price elasticity of demandPrice elasticity of demand=changes in quantity,as a%of demand/changes in price,as a%of price If the%change in demand>the%change in price,then price elasticity>1If the%change in demand<the%change in price,then price elasticity<14、Marginal revenueMR=a-2bQMarginal cost=Marginal revenue to achieve the profit maximizationQ=a/2b,then the revenue will be maximized.5、Expected valueEV=∑pxA useful method for risk neutral decision maker6、Value of information(VOI)Part C Budgeting and control1、High-low methodVariable cost/unit=(Cost at high level of activity-cost at low level activity)/(High-level activity-Low-level activity)2、Learning curveY=aX^ba is the time taken to produce the first unitX is the cumulative number of unitsB is the index of learning(log LR/log2)LR=the learning rate as a decimal3、Advanced variance analysisPart D Performance1、Measuring profitabilityROCE=Net profit/Capital employed*100%ROCE=Net profit margin*asset turnoverNet profit margin=Net profit/Turnover*100%Gross profit margin=Gross profit/Turnover*100% Asset turnover=Turnover/capital employed2、Measuring liquidityCurrent ratio=current assets/current liabilityQuick ratio=(current assets-inventory)/current liabilities Inventory holding period=Inventory/cost of sales*365 Receivable collection period=Receivables/turnover*365 Payables period=Payables/purchases*3653、Measuring riskFinancial gearing=Debt/Equity or Debt/(Debt+equity) Interest covering ratio=PBIT/Financial costDividend covering ratio=Net profit/Dividend4、Return on investmentROI=controllable profit/capital employed5、Residual incomeRI=Controllable profit-notional interest on capital。
最新最全ACCA中F5大纲考试科目介绍
最新最全ACCA中F5大纲考试科目介绍本文由高顿ACCA整理发布，转载请注明出处Performance Management (F5)科目介绍：F5《业绩管理》是F2《管理会计》的后续课程，它也帮助考生建立了P5《高级业绩管理》的学习基础。
大纲首先介绍了更多的与业管理会计的内容，这些内容是F2（管理会计）已经涉及的，主要是关于成本费用的处理。
这里复习的目的是使得考生在学习F5 这门课程时对管理会计技能上有着更深的了解。
大纲然后涉及决策问题。
学员需要解决资源短缺、定价和自制或外部购买等问题，还需要了解这些和业绩评估有何关联。
风险和不确定性是真实生活中的一个因素，考生必须了解风险并且能够运用一些基础的方法来解决存在二决策内部的固有风险。
预算是很多会计师职业生涯中很重要的一部分。
大纲阐述了不同的预算方法以及它们存在的问题。
对会计师来说预算的行为方面的理解是很重要的。
大纲包括个人对预算做出反应的方式。
接下来是标准成本法和差异。
在F2 中涉及的所有差异计算是学习F5 的基础是必须掌握的。
除此之外，新增加了混合差异和收益差异不计划差异和经营差异两大类。
对二会计师来说要理解这些计算出来的数字并且明白在绩效背景下有着什么意义。
大纲还包括业绩评估和控制。
这是大纲主要的一个部分。
会计师需要理解一项业务应该如何管理和控制。
会计师应该对管理上的财务和非财务业绩评估的重要性做出正确的评价。
会计师也应该鉴别在评估事业部制公司的业绩中存在的困难和因为未能考虑外部环境对业绩的影响而导致的问题。
这些内容直接和P5（高级业绩管理）相关。
近几年考试通过率趋势图：知识结构：科目关联性：F5 课程是F2（管理会计）的延续课程，是在F2 课程的基础上增加了一些商业决策和预算内容，同时F5 和P5（高级业绩管理）有着直接的联系，是P5（高级业绩管理）的基础内容，同时是P3（商业分析）提供基础知识。
考试形式：F5 的考试题型由原来的3 小时5 道简答题改成3 小时20 个单选5 道长题。
ACCA考试经验分享：F5阶段的考试你需要知道以下几点
对于许多小伙伴来说，F5阶段的考试可能是第一次。
为了不在下一次的考试中在遇到F5，中公财经小编在这里就给大家详细介绍一下有关ACCA F5阶段的ACCA考试经验技巧。
具体情况如下所示;ACCA F5(业绩管理)的内容主要有：专业成本和管理会计，决策技巧，预算，标准成本法和差异分析，业绩衡量和控制。
考生通过F5会学习到如何运用管理会计技巧，为管理层提供用作计划、决策、业绩衡量和控制的数据和文字信息。
中公财经网小编(zgacca)给大家整理了一些ACCA F5考试指南：1、F5是对F2部分的延伸，前面的基础打得好，这部分学起来也会轻松不少。
重点在于掌握不同成本法、业绩评价方法的应用，巧用管理会计技巧。
2、现在的F5考核是非常全面的，再做猜题复习是最差的复习策略。
中公财经网小编(zgacca)建议大家，要做全面大纲复习。
F5的大纲范围是很广的，但我们仍然不能放弃任何的方面，否则很可能失分惨重。
要能够根据案例应用所学到的知识，在F5的考试中，所有的知识方面都是在案例题的背景下进行考核的。
3、一定要认真审题。
特别是针对客观题目，都是“all or nothing”的给分方法，要么得全部的2分，要不然一分没有。
图形题目依然很重要。
尽管我们不会动手画图，但图形分析题也是需要准备的。
所有考生要理解图形表格的意思。
主要的图形题目集中在CVP，linear programming 和decision tree方向。
最后，中公财经网小编(zgacca)再建议大家一点：考前一两天要调整心态，不要再做大量的题了，准备好考试用品。
放松心情，从容应考。
X。
ACCAF5考试重点
选择题choice questions 15 marks x 2 = 30
判断题true or false: 10 marks 2 = 20
简答题short-written questions: 4 marks x 5 = 20
情景题scenario questions: 2 x 15 = 30
- Decision tree (Prior/Posterior Probability)
Part three - Budgeting
Forecasting
- Correlation
- Linear Regression
- Time Series Analysis
- Learning Curve in Forecasting
Scenario questions:linear programming calculation formaximisingthe contribution;shadow price/slack definition/calculation.
The rest covering topics:material mix/yield variance, limiting factors, market skimming/penetration pricing, decision rule, prior probability, learning curve, budgets, normal loss, fixed overhead variance, transfer price, balanced scorecard, building blocks, reward
- Absorption/Marginal Costing
ACCA考试F5模拟测试题目答案
AnswersFundamentals Level – Skills Module, Paper F5Performance Management December 2010 Answers1 (a) (i) Sales price variance and sales volume varianceSales price variance = (actual price – standard price) x actual volumeActual Standard Difference Actual Salesprice price volume priceVariance$ $ $ $Plasma TVs 330 350 –20 750 15,000 ALCD TVs 290 300 –10 650 6,500 A–––––––21,500 A–––––––Sales volume contribution variance = (actual sales volume – budgeted sales volume) x standard margin Actual Budgeted Difference Standard Salessales sales margin volumevolume volume variance$ $Plasma TVs 750 590 160 190 30,400 FLCD TVs 650 590 60 180 10,800 F–––––––––––––––––––1,400 1,180 41,200 F–––––––––––––––––––(ii) Material price planning and purchasing operational variancesMaterial planning variance = (original target price – general market price at time of purchase) x quantity purchased($60 – $85) x 1,400 = $35,000 A.Material price operational variance = (general market price at time of purchase – actual price paid) x quantity purchased.($85 – $80) x 1,400 = $7,000 F.(iii) Labour rate and labour efficiency variancesLabour rate variance = (standard labour rate per hour – actual labour rate per hour) x actual hours worked.Actual hours worked by temporary workers:Total hours needed if staff were fully efficient = (750 x 2) + (650 x 1·5) = 2,475.Permanent staff provide 2,200 hours therefore excess = 2,475 – 2,200 = 275.However, temporary workers take twice as long, therefore hours worked = 275 x 2 = 550Labour rate variance relates solely to temporary workers, therefore ignore permanent staff in the calculation.Labour rate variance = ($14 – $18) x 550 = $2,200 A.Labour efficiency variance = (standard labour hours for actual production – actual labour hours worked) xstandard rate.(275 – 550) x $14 = $3,850 A.(b) Explanation of planning and operational variancesBefore the material price planning and operational variances were calculated, the only information available as regardsmaterial purchasing was that there was an adverse material price variance of $28,000. The purchasing department will beassessed on the basis of this variance, yet, on its own, it is not a reliable indicator of the purchasing department’s efficiency.The reason it is not a reliable indicator is because market conditions can change, leading to an increase in price, and thischange in market conditions is not within the control of the purchasing department.By analysing the materials price variance further and breaking it down into its two components – planning and operational –the variance actually becomes a more useful assessment tool. The planning variance represents the uncontrollable elementand the operational variance represents the controllable element.The planning variance is a really useful for providing feedback on just how skilled management are in estimating future prices.This can be very easy in some businesses and very difficult in others.The operational variance is more meaningful in that it mea sures the purchasing department’s efficiency given the marketconditions that prevailed at the time. It therefore ignores factors that the purchasing department cannot control, which in turn,stops staff from becoming demotivated.112 TurnoverTurnover has decreased from $72·025 million in 2009 to $66·028 million in 2010, a fall of 8·3%. However, this must beassessed by taking into account the change in market conditions, since there has been a 20% decline in demand for accountancytraining. Given this 20% decline in the market place, AT Co’s turnover would have been expected to fall to $57·62m if it had keptin line with market conditions. Comparing AT Co’s actual turnover to this, it’s actual turnover is 14·6% higher than expected. Assuch, AT Co has performed fairly well, given market conditions.It can also be seen from the non-financial performance indicators that 20% of students in 2010 are students who have transferredover from alternative training providers. It is likely that they have transferred over because they have heard about the improvedservice that AT Co is providing. Hence, they are most likely the reason for the increased market share that AT Co has managed tosecure in 2010.Cost of salesCost of sales has decreased by 19·2% in 2010. This must be considered in relation to the decrease in turnover as well. In 2009,cost of sales represented 72·3% of turnover and in 2010 this figure was 63·7%. This is quite a substantial decrease. The reasonsfor it can be ascertained by, firstly, looking at the freelance staff costs.In 2009, the freelance costs were $14·582m. Given that a minimum 10% reduction in fees had been requested to freelancelecturers and the number of courses run by them was the same year on year, the expected cost for freelance lecturers in 2010 was$13·124m. The actual costs were $12·394m. These show that a fee reduction of 15% was actually achieved. This can be seenas a successful reduction in costs.The expected cost of sales for 2010 before any cost cuts, was $47·738m assuming a consistent ratio of cost of sales to turnover.The actual cost of sales was only $42·056m, $5·682m lower. Since freelance lecturer costs fell by $2·188m, this means thatother costs of sale fell by the remaining $3·494m. Staff costs are a substantial amount of this balance but since there was a payfreeze and the average number of employees hardly changed from year to year, the decreased costs are unlikely to be related tostaff costs. The decrease is therefore most probably attributable to the introduction of online marking. AT Co expected the onlinemarking system to cut costs by $4m, but it is probable that the online marking did not save as much as possible, hence the$3·494m fall. Alternatively, the saved marking costs may have been partially counteracted by an increase in some other costincluded in cost of sales.Gross profitAs a result of the above, the gross profit margin has increased in 2010 from 27·7% to 36·3%. This is a big increase and reflectsvery well on management.Indirect expenses– Marketing costs: These have increased by 42·1% in 2010. Although this is quite significant, given all the improvements thatAT Co has made to the service it is providing, it is very important that potential students are made aware of exactly what thecompany now offers. The increase in marketing costs has been rewarded with higher student numbers relative to thecompetition in 2010 and these will hopefully continue increasing next year, since many of the benefits of marketing won’t befelt until the next year anyway. The increase should therefore be viewed as essential expenditure rather than a cost that needsto be reduced.– Property costs: These have largely stayed the same in both years.– Staff training: These costs have increased dramatically by over $2 million, a 163·9% increase. However, AT Co had identifiedthat it had a problem with staff retention, which was leading to a lower quality service being provided to students. Also, dueto the introduction of the interactive website, the electronic enrolment system and the online marking system, staff wouldhave needed training on these areas. If AT Co had not spent this money on essential training, the quality of service wouldhave deteriorated further and more staff would have left as they became increasingly dissatisfied with their jobs. Again,therefore, this should be seen as essential expenditure.Given that the number of student complaints has fallen dramatically in 2010 to 84 from 315, the staff training appears tohave improved the quality of service being provided to students.– Interactive website and the student helpline: These costs are all new this year and result from an attempt to improve thequality of service being provided and, presumably, improve pass rates. Therefore, given the increase in the pass rate for firsttime passes from 48% to 66% it can be said that these developments have probably contributed to this. Also, they haveprobably played a part in attracting new students, hence improving turnover.– Enrolment costs have fallen dramatically by 80·9%. This huge reduction is a result of the new electronic system beingintroduced. This system can certainly be seen as a success, as not only has it dramatically reduced costs but it has alsoreduced the number of late enrolments from 297 to 106.Net operating profitThis has fallen from $3·635m to $2·106m. On the face of it, this looks disappointing but it has to be remembered that AT Co hasbeen operating in a difficult market in 2010. It could easily have been looking at a large loss. Going forward, staff training costswill hopefully decrease. Also, market share may increase further as word of mouth spreads about improved results and service atAT Co. This may, in turn, lead to a need for less advertising and therefore lower marketing costs.12It is also apparent that AT Co has provided the student website free of charge when really, it should have been charging a fee forthis. The costs of running it are too high for the service to be provided free of charge and this has had a negative impact on netoperating profit.Note: Students would not have been expected to write all this in the time available.Workings (Note: All workings are in $'000)1. TurnoverDecrease in turnover = $72,025 – $66,028/$72,025 = 8·3%Expected 2010 turnover given 20% decline in market = $72,025 x 80% = $57,620Actual 2010 turnover CF expected = $66,028 – $57,620/$57,620 = 14·6% higher2. Cost of salesDecrease in cost of sales = $42,056 – $52,078/$52,078 = 19·2%Cost of sales as percentage of turnover: 2009 = $52,078/$72,025 = 72·3%2010 = $42,056/$66,028 = 63·7%Freelance staff costs: in 2009 = $41,663 x 35% = $14,582Expected cost for 2010 = $14,582 x 90% = $13,124Actual 2010 cost = $12,394$12,394 – $14,582 = $2,188 decrease$2,188/$14,582 = 15% decrease in freelancer costsExpected cost of sales for 2010, before costs cuts, = $66,028 x 72·3% = $47,738.Actual cost of sales = $42,056.Difference = $5,682, of which $2,188 relates to freelancer savings and $3,494 relates to other savings.3. Gross profit margin2009: $19,947/$72,025 = 27·7%2010: $23,972/$66,028 = 36·3%4. Increase in marketing costs = $4,678 – $3,291/$3,291 = 42·1%5. Increase in staff training costs = $3,396 – $1,287/$1,287 = 163·9%6. Decrease in enrolment costs = $960 – 5,032/5,032 = 80·9%7. Net operating profitDecreased from $3,635 to $2,106. This is fall of 1,529/3,635 = 42·1%3 (a) Optimum production planDefine the variablesLet x = no. of jars of face cream to be producedLet y = no. of bottles of body lotion to be producedLet C = contributionState the objective functionThe objective is to maximise contribution, CC = 9x + 8yState the constraintsSilk powder 3x + 2y δ 5,000Silk amino acids 1x + 0·5y δ 1,600Skilled labour 4x + 5y δ 9,600Non-negativity constraints:x, y ε 0Sales constraint:y δ 2,000Draw the graphSilk powder 3x + 2y = 5,000If x = 0, then 2y = 5,000, therefore y = 2,500If y = 0, then 3x = 5,000, therefore x = 1,666·7Silk amino acids 1x +0·5y = 1,600If x = 0, then 0·5y = 1,600, therefore y = 3,200If y = 0, then x = 1,600Skilled labour 4x + 5y = 9,600If x = 0, then 5y = 9,600, therefore y = 1,920If y = 0, then 4x = 9,600, therefore x = 2,40013Solve using iso-contribution lineIf y =800 and x = 0, then if C = 9x + 8yC = (8 x 800) = 6,400Therefore, if y = 0, 9x = 6,400Therefore x = 711·11Using the iso-contribution line, the furthest vertex from the origin is point c, the intersection of the constraints for skilled labourand silk powder.Solving the simultaneous equations for these constraints:4x + 5y = 9,600 x 33x + 2y = 5,000 x 412x + 15y = 28,80012x + 8y = 20,000Subtract the second one from the first one7y = 8,800, therefore y = 1,257·14.If y = 1,257·14 and:4x + 5y = 9,600Then 5 x 1,257·14 + 4x = 9,600Therefore x= 828·58If C = 9x + 8yC = $7,457·22 + $10,057·12 = $17,514·34143,5003,0002,5002,0001,5001,0005000 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500Jars of face creamBottles of body lotiony = 2,000bcda ec = 9x + 8y1x + 0·5y= 1,6003x + 2y= 5,000 4x + 5y = 9,600Silk powder Silk amino acids Skilled labourFeasible region Maximum sales of lotion Iso-contribution line(b) Shadow prices and slackThe shadow price for silk powder can be found by solving the two simultaneous equations intersecting at point c, whilstadding one more hour to the equation for silk powder.4x +5y = 9,600 x 33x + 2y = 5,001 x 412x + 15y = 28,80012x + 8y = 20,004Subtract the second one from the first one7y = 8,796, therefore y = 1,256·573x + (2 x 1,256·57) = 5,001.Therefore x = 829·29C = (9 x 829·29) + (8 x 1,256·57) = $17,516·17Original contribution = $17,514·34Therefore shadow price for silk powder is $1·83 per gram.The slack for amino acids can be calculated as follows:(828·58 x 1) + (0·5 x 1,257·14) = 1,457·15 grams used.Available = 1,600 grams.Therefore slack = 142·85 grams.4 (a) Cost per unit under full absorption costingTotal annual overhead costs: $Machine set up costs 26,550Machine running costs 66,400Procurement costs 48,000Delivery costs 54,320––––––––195,270––––––––Overhead absorption rate:A B C TotalProduction volumes 15,000 12,000 18,000Labour hours per unit 0·1 0·15 0·2Total labour hours 1,500 1,800 3,600 6,900Therefore, overhead absorption rate = $195,270/6,900 = $28·30 per hourCost per unit:A B C$ $ $Raw materials ($1·20 x 2/3/4kg) 2·4 3·6 4·8Direct labour ($14·80 x 0·1/0·15/0·2hrs) 1·48 2·22 2·96Overhead ($28·30 x 0·1/0·15/0·2 hrs) 2·83 4·25 5·66–––––––––––––––Full cost per unit 6·71 10·07 13·42–––––––––––––––(b) Cost per unit using full absorption costingCost drivers:Cost pools $ Cost driverMachine set up costs 26,550 36 production runs (16 + 12 + 8)Machine running costs 66,400 32,100 machine hours (7,500 + 8,400 + 16,200)Procurement costs 48,000 94 purchase orders (24 + 28 + 42)Delivery costs 54,320 140 deliveries (48 + 30 + 62)––––––––195,270––––––––Cost per machine set up $26,550/36 = $737·50Cost per machine hour $66,400/32,100 = $2·0685Cost per order $48,000/94 = $510·6383Cost per delivery $54,320/140 = $38815Allocation of overheads to each product:A B C Total$ $ $ $Machine set up costs 11,800 8,850 5,900 26,550Machine running costs 15,514 17,375 33,510 66,400Procurement costs 12,255 14,298 21,447 48,000Delivery costs 18,624 11,640 24,056 54,320–––––––––––––––––––––––––––––58,193 52,163 84,913 195,270–––––––––––––––––––––––––––––Number of units produced 15,000 12,000 18,000$ $ $Overhead cost per unit 3·88 4·35 4·72Total cost per unit A B C$ $ $Materials 2·4 3·6 4·8Labour 1·48 2·22 2·96Overheads 3·88 4·35 4·72–––––––––––––––––7·76 10·17 12·48–––––––––––––––––(c) Using activity-based costingWhen comparing the full unit costs for each of the products under absorption costing as compared to ABC, the followingobservations can be made:Product AThe unit cost for product A is 16% higher under ABC as opposed to traditional absorption costing. Under ABC, it is $7·76per unit compared to $6·71 under traditional costing. This is particularly significant given that the selling price for product Ais $7·50 per unit. This means that when the activities that give rise to the overhead costs for product A are taken into account,product A is actually making a loss. If the company wants to improve profitability it should look to either increase the sellingprice of product A or somehow reduce the costs. Delivery costs are also high, with 48 deliveries a year being made for productA. Maybe the company could seek further efficiencies here. Also, machine set up costs are higher for product A than for anyof the other products, due to the larger number of production runs. The reason for this needs to be identified and, if possible,the number of production runs needs to be reduced.Product BThe difference between the activity based cost for B as opposed to the traditional cost is quite small, being only $0·10. Sincethe selling price for B is $12, product B is clearly profitable whichever method of overhead allocation is used. ABC does notreally identify any areas for concern here.Product CThe unit cost for C is 7% lower under ABC when compared to traditional costing. More importantly, while C looks like it ismaking a loss under traditional costing, ABS tells a different story. The selling price for C is $13 per unit and, under ABC, itcosts $12·48 per unit. Under traditional absorption costing, C is making a loss of $0·42 per unit. Identifying the reason forthe differences in C, it is apparent that the number of production runs required to produce C is relatively low compared to thevolumes produced. This leads to a lower apportionment of the machine set up costs to C than would be given under traditionalabsorption costing. Similarly, the number of product tests carried out on C is low relative to its volume. ABC is therefore very useful in identifying that C is actually more profitable than A, because of the reasons identified above.The company needs to look at the efficiency that seems to be achieved with C (low number of production runs less testing)and see whether any changes can be made to A, to bring it more in line with C. Of course, this may not be possible, in whichcase the company may consider whether it wishes to continue to produce A and whether it could sell higher volumes of C.5 (a) Difficulties in the public sectorIn the public sector, the objectives of the organisation are more difficult to define in a quantifiable way than the objectives ofa private company. For example, a private company’s objectives may be to maximise profit. The meeting of this objective canthen be set out in the budget by aiming for a percentage increase in sales and perhaps the cutting of various costs. If, on theother hand, the public sector organisation is a hospital, for example, then the objectives may be largely qualitative, such asensuring that all outpatients are given an appointment within eight weeks of being referred to the hospital. This is difficult todefine in a quantifiable way, and how it is actually achieved is even more difficult to define.This leads onto the next reason why budgeting is so difficult in public sector organisations. Just as objectives are difficult todefine quantifiably, so too are the organisation’s outputs. In a private company the output can be measured in terms of salesrevenue. There is a direct relationship between the expenditure that needs to be incurred i.e. needs to be input in order toachieve the desired level of output. In a hospital, on the other hand, it is difficult to define a quantifiable relationship betweeninputs and outputs. What is more easy to compare is the relationship between how much cash is available for a particular16area and how much cash is actually needed. Therefore, budgeting naturally focuses on inputs alone, rather than therelationship between inputs and outputs.Finally, public sector organisations are always under pressure to show that they are offering good value for money, i.e.providing a service that is economical, efficient and effective. Therefore, they must achieve the desired results with theminimum use of resources. This, in itself, makes the budgeting process more difficult.(b) Incremental and zero-based budgeting‘Incremental budgeting’ is the term used to describe the process whereby a budget is prepared using a previous period’sbudget or actual performance as a base, with incremental amounts then being added for the new budget period.‘Zero-based budgeting’, on the other hand, refers to a budgeting process which starts from a base of zero, with no referencebeing made to the prior period’s budget or performance. Every department function is reviewed comprehensively, with allexpenditure requiring approval, rather than just the incremental expenditure requiring approval.(c) Stages in zero-based budgetingZero-based budgeting involves three main stages:1. Activities are identified by managers. These activities are then described in what is called a ‘decision package’. Thisdecision package is prepared at the base level, representing the minimum level of service or support needed to achievet he organisation’s objectives. Further incremental packages may then be prepared to reflect a higher level of service orsupport.2. Management will then rank all the packages in the order of decreasing benefits to the organisation. This will helpmanagement decide what to spend and where to spend it.3. The resources are then allocated based on order of priority up to the spending level.(d) No longer a place for incremental budgetingThe view that there is no longer a place for incremental budgeting in any organisation is a rather extreme view. It is knownfor encouraging slack and wasteful spending, hence the comment that it is particularly unsuitable for public sectororganisations, where cash cutbacks are being made. However, to say that there is no place for it at all is to ignore thedrawbacks of zero-based budgeting. These should not be ignored as they can make ZBB implausible in some organisationsor departments. They are as follows:– Departmental managers will not have the skills necessary to construct decision packages. They will need training forthis and training takes time and money.– In a large organisation, the number of activities will be so large that the amount of paperwork generated from ZBB willbe unmanageable.– Ranking the packages can be difficult, since many activities cannot be compared on the basis of purely quantitativemeasures. Qualitative factors need to be incorporated but this is difficult.– The process of identifying decision packages, determining their purpose, costs and benefits is massively time consumingand therefore costly.– Since decisions are made at budget time, managers may feel unable to react to changes that occur during the year. Thiscould have a detrimental effect on the business if it fails to react to emerging opportunities and threats. It could be argued that ZBB is more suitable for public sector than for private sector organisations. This is because, firstly, itis far easier to put activities into decision packages in organisations which undertake set definable activities. Localgovernment, for example, have set activities including the provision of housing, schools and local transport. Secondly, it is farmore suited to costs that are discretionary in nature or for support activities. Such costs can be found mostly in not for profitorganisations or the public sector, or in the service department of commercial operations.Since ZBB requires all costs to be justified, it would seem inappropriate to use it for the entire budgeting process in acommercial organisation. Why take so much time and resources justifying costs that must be incurred inorder to meet basicproduction needs? It makes no sense to use such a long-winded process for costs where no discretion can be exercisedanyway. Incremental budgeting is, by its nature, quick and easy to do and easily understood. These factors should not beignored.In conclusion, whilst ZBB is more suited to public sector organisations, and is more likely to make cost savings in hard timessuch as these, its drawbacks should not be overlooked.17Fundamentals Level – Skills Module, Paper F5Performance Management December 2010 Marking SchemeMarks1 (a) (i) Sales price variance 3Sales volume variance 3–––6–––(ii) Purchasing planning variance 1Purchasing efficiency variance 1–––2–––(iii) Actual hours worked 3Labour rate variance 2Labour efficiency variance 2–––7–––(b) Each valid reason 1–––5–––20–––19Marks2 Turnover8·3% decrease 0.5Actual t/o 14·6% higher 0.5Performed well CF market conditions 1Transfer of students 1–––Max. turnover 3Cost of sales19·2% decrease 0.563·7% of turnover 0.515% fee reduction from freelance staff 2Other costs of sale fell by $3·555m 2Online marking did not save as much as planned 1–––Max. COS 5–––Gross profit – numbers and comment 1Indirect expenses:Marketing costs42·1% increase 0.5Increase necessary to reap benefits of developments 1 Benefits may take more than one year to be felt 0.5 Property costs – stayed the same 0.5Staff training163·9% increase 0.5Necessary for staff retention 1Necessary to train staff on new website etc 1Without training, staff would have left 1Less student complaints 1Interactive website and student helplineAttracted new students 1Increase in pass rate 1Enrolment costsFall of 80·9% 0.5Result of electronic system being introduced 1 Reduced number of late enrolments 1–––Max. Indirect expenses 9–––Net operating profitFallen to $2·106 0.5Difficult market 1Staff training costs should decrease in future 1Future increase in market share 1Lower advertising cost in future 1Charge for website 1–––Max. net operating profit 3–––2020Marks3 (a) Optimum production plan Assigning letters for variables 0.5 Defining constraint for silk powder 0.5 Defining constraint for amino acids 0.5 Defining constraint for labour 0.5Non-negativity constraint 0.5Sales constraint: x 0.5Sales constraint: y 0.5Iso-contribution line worked out 1The graph:Labels 0.5Silk powder 0.5Amino acids 0.5Labour line 0.5Demand for x line 0.5Demand for y line 0.5Iso-contribution line 0.5Vertices a–e identified 0.5Feasible region shaded 0.5Optimum point identified 1Equations solved at optimum point 3 Total contribution 1–––14–––(b) Shadow prices and slackShadow price 4Slack 2–––6–––20–––4 (a) Contribution per unitOverhead absorption rate 2Cost for A 1Cost for B 1Cost for C 1–––5–––(b) Cost under ABCCorrect cost driver rates 5Correct overhead unit cost for A 1Correct overhead unit cost for B 1Correct overhead unit cost for C 1Correct cost per unit under ABC 1–––9–––(c) Using ABC to improve profitabilityOne mark per point about the Gadget Co 1–––6–––20–––21Marks5 (a) ExplanationDifficulty setting objectives quantifiably 2Difficulty in saying how to achieve them 1Outputs difficult to measure 2No relationship between inputs and outputs 2Value for money issue 2–––Maximum 5–––(b) Incremental and zero-based budgetingExplaining ‘incremental budgeting’ 2Explaining ‘zero-based budgeting’ 2–––4–––(c) Stages involved in zero-based budgetingEach stage 1–––3–––(d) DiscussionAny disadvantage of inc. that supports statement (max. 3) 1 Incremental budgeting is quick and easy 1Any disadvantage of ZBB that refutes statement (max. 3) 1 Easier to define decision packages in public sector 2more appropriate for discretionary costs 2。
acca f5科目包含哪些内容？如何学好acca f5科目？
acca f5科目包含哪些内容？如何学好acca f5科目？ACCA F5科目介绍：F5《业绩管理》是F2《管理会计》的后续课程，它也帮助考生建立了P5《高级业绩管理》的学习基础。
大纲首先介绍了更多的与业管理会计的内容，这些内容是F2（管理会计）已经涉及的，主要是关于成本费用的处理。
这里复习的目的是使得考生在学习F5 这门课程时对管理会计技能上有着更深的了解。
大纲然后涉及决策问题。
学员需要解决资源短缺、定价和自制或外部购买等问题，还需要了解这些和业绩评估有何关联。
风险和不确定性是真实生活中的一个因素，考生必须了解风险并且能够运用一些基础的方法来解决存在二决策内部的固有风险。
预算是很多会计师职业生涯中很重要的一部分。
大纲阐述了不同的预算方法以及它们存在的问题。
对会计师来说预算的行为方面的理解是很重要的。
大纲包括个人对预算做出反应的方式。
接下来是标准成本法和差异。
在F2 中涉及的所有差异计算是学习F5 的基础是必须掌握的。
除此之外，新增加了混合差异和收益差异不计划差异和经营差异两大类。
对二会计师来说要理解这些计算出来的数字并且明白在绩效背景下有着什么意义。
大纲还包括业绩评估和控制。
这是大纲主要的一个部分。
会计师需要理解一项业务应该如何管理和控制。
会计师应该对管理上的财务和非财务业绩评估的重要性做出正确的评价。
会计师也应该鉴别在评估事业部制公司的业绩中存在的困难和因为未能考虑外部环境对业绩的影响而导致的问题。
这些内容直接和P5（高级业绩管理）相关。
ACCAF5科目课程是F2（管理会计）的延续课程，是在F2 课程的基础上增加了一些商业决策和预算内容，同时F5 和P5（高级业绩管理）有着直接的联系，是P5（高级业绩管理）的基础内容，同时是P3（商业分析）提供基础知识。
考试形式：ACCAF5科目的考试题型由原来的3 小时5 道简答题改成3 小时20 个单选5 道长题。
3 道10 分的长题，两道15 分的长题，两道15 分的题主要考察预算和业绩管理。
【F5】关于如何通过ACCA F5考试几点建议—— Ms.Wu
【F5】关于如何通过ACCA F5考试几点建议——Ms.Wu如何通过ACCA F5考试ACCA Paper F5是很多参加ACCA考试的学生第一次接触到用全英文回答问题的科目，这对很多同学来说是新的挑战，毕竟用我们的第二语言计算，写文章并不是那么简单，提笔就来的。
所以，针对这门课程，高顿教育开设了知识模块，习题模块和冲刺模块的授课。
作为本考期ACCA F5的老师，我介绍一下各模块的授课内容同时结合授课进度说说课余时间大家如何复习这门课程，顺利的通过考试。
知识模块一共有40个课时，8次课。
在这8次课中，我将把全书15章所有大纲的内容详细的给大家讲解，讲解过程中，我们会完成COURSE NOTES上面的所有例题。
我建议学生回家之后先把我的讲义看一遍，然后完成REVISION KIT上相应章节的习题。
REVISION是一本总结历次考试题目的习题册，同时也会加上一些新的题目。
这本书上的习题对考试有很强的指导性，所有我们要求学生一定要买，同时一定要去做。
在做这些题目的过程中，请大家不要看完题目就直奔答案，一定要给自己思考和练习的过程。
试着在答题本上用考试的格式做一下计算部分，对于文字回答部分，虽然不可能穷尽答案，但是也要有练习这个步骤，否则考试的时候，大家会出现脑子里面很多东西，但是写不出来的情况，只有经过自己思考，并且按点列出的内容才会使大家印象最深刻。
鉴于这次REVISION上面的题目很多，大家可以先完成重点的题目，书本上有特别的标注。
习题模块一共有12个课时，4次课。
因为上课时间较短，不允许我们让学生在课堂完成习题。
所以老师会在习题课上课之前把习题发给大家回家完成。
习题课上讲的题目有一部分是老师专有的教案中补充的题目，4次TEST,2次阶段的考试。
对已学知识点的总结和如何完成同类题目的指导，还有一部分是完成COURSE NOTES上最后补充的7道题目，并且给予大家详细的讲解。
最后的冲刺模块一共有20个课时，4次课。
- 1、下载文档前请自行甄别文档内容的完整性，平台不提供额外的编辑、内容补充、找答案等附加服务。
- 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
- 3、如文档侵犯您的权益，请联系客服反馈,我们会尽快为您处理(人工客服工作时间：9:00-18:30)。
A C C A 博客：b l o g .52a c c a .c o m
A C C A 书店：s h o p .52a c c a .c o m
A C C A 博客：b l o g .52a c c a .c o m
A C C A 书店：s h o p .52a c c a .c o m
2
(a)Improved data capture (see Current Concerns ) is an important issue for the Institute. Required:
Describe an improved method for capturing examination marks. Your answer should (i)
Identify and describe the technology used;
(4 marks)(ii)Explain how that technology will be used in the examination handling system;(4 marks)(iii)Identify two advantages that your solution offers compared with the current system.
(4 marks)
(b)Managers within the Institute have suggested that any new system should have a Graphical User Interface to
make it easier to use than the current character-based system.Required:(i)
Briefly describe what is meant by a Graphical User Interface;
(2 marks)(ii)Briefly explain three ways in which such an interface makes a system ‘user-friendly’.
(6 marks)(20 marks)
3The Non-functional Requirement Checklist has a list of 12 issues. Required:
Explain the meaning of the following four issues extracted from the list and discuss the likely significance of each element to the IISA Feasibility Study.(i)
Audit trail (computerised);
(5 marks)(ii)Data creation and data conversion;(5 marks)(iii)Data Protection Legislation;(5 marks)(iv)Implementation method.
(5 marks)(20 marks)
A C C A 博客：b l o g .52a c c a .c o m
A C C A 书店：s h o p .52a c c a .c o m
Section B – TWO questions ONLY to be attempted 4
(Managing Information Systems)
(a)Explain the difference between a business strategy and an information systems strategy.(6 marks)
An information systems department will usually have policies for dealing with risk, disaster and recovery.(b)Describe the meaning and contents of a risk management process.(9 marks)(c)Describe the meaning and contents of a disaster recovery plan.
(5 marks)(20 marks)
5(Evaluating Information Systems)
On the 13 August 2001, the Information Systems (IS) department of a Public Authority was outsourced to a large computer services company. As part of the outsourcing deal, IS employees of the Public Authority were offered a two-year contract with the computer services company to remain in their posts and so help to ensure continuity of information systems services to the Public Authority. However, many employees were dissatisfied with this arrangement. They were unhappy with the length of the contract and they also began to dislike the formal autocratic management style of the computer services company. As a result staff morale is low and there is evidence that some disaffected employees are causing systems problems, which is affecting the service to customers. Three recent breaches have been noted:1.On 13 August 2002, a message was displayed on all systems in the Public Authority reminding IS employees that they now only had one year of their contract remaining.
2.The Financial Director of the Public Authority, Ralf Schneider, received a standard circular sent to his home with an abusive name substituted for his.
3.
The payroll records of Ralf Schneider and his deputy were tampered with. They both received a pay advice slip for £0.00 for the month ending 31 August 2002. Their salaries were not paid into their bank accounts for this month.
Required:(a)(i)
The display of the 13 August 2002 message is an example of what type of malicious program?
(2 marks)
(ii)Briefly describe three further types of malicious program that might be inserted by a disaffected
programmer into a computer system;(6 marks)(b)(i)
In tampering with the payroll record of Ralf Schneider, what offence were the programmers committing,under what type of legislation?(4 marks)
(ii)Briefly describe the legislation and explain why such legislation was introduced.
(4 marks)
(c)List sources of evidence that may be available to help identify the culprits responsible for the systems problems.(4 marks)
(20 marks)
A C C A 博客：b l o g .52a c c a .c o m
A C C A 书店：s h o p .52a c c a .c o m。