高顿名师讲解ACCA考试F5业绩管理知识点
F5 Performance management–业绩管理
F5 Performance management–业绩管理分享到：在系统学习F5的时候，学员们一定要注意Specialist cost and management techniques, Decision-making techniques, Budgeting, Standard costing and variance和Performance measurement and control这5个方面，因为网校的课程就是按照这五大大的模块进行教学的。
为了方便学员们的学习，网校也会针对这五大块进行总结，指导学员的学习和复习。
现在就让网校带领同学们一起来总结第一大块Specialist cost and management techniques中的知识。
在这一部分中，同学们已经接触到了有关Costing, Activity based costing (ABC), Target costing, Life cycle costing, Throughput costing和Environmental costing这6个小部分的内容，其中7中会计核算方法就奠定了以后学习和考试的基调，因为不管在做计算、预测或者是业绩评估的时候，都会用到其中的几种方法，所以，核心的一些计算步骤和方法就显得尤为重要。
一. Absorption costing1. Absorption costing is a traditional approach to dealing with overheads, involving three stages: allocation, apportionment and sorption.2. Absorption costing is a method of product costing which aims to include in the total cost of a product (unit, job and so on) an appropriate share of an organization’s total overhead, which is generally taken to mean an amount which reflects the amount of time and effort that has gone into producing the product.二. Marginal costing1. In marginal costing, inventories are valued at variable production cost whereas in absorption costing they are valued at their full production cost.2. Marginal costing is an alternative to absorption costing. Only variable costs (marginal costs) are charged as a cost of sales. Fixed costs are treated as period costs and are charged in full against the profit of the period in which they are incurred.三. Activity based costing (ABC)1. Activity based costing (ABC) involves the identification of the factors which causes the costs of an organization’s major activities. Support overheads are charged to products on the basis of their usage of the factor causing the overheads.2. Step 1 Identify an organization’s major activities.Step 2 Identify the factors which determine the size of the costs of an activity (Cost driver).Step 3 Collect the costs associated with each cost driver into what are known as cost pools.Step 4 Charge costs to products on the basis of their usage of the activity.四. Target costing1. Target costing involves setting a target cost by subtracting a desired profit margin froma competitive market price.五. Life cycle costing1. Life cycle costing tracks and accumulates costs and revenues attributable to each product over the entire product life cycle.2. The product life cycle includes development, introduction, growth, maturity and decline stage.六. Throughput accounting1. Throughput accounting is a product management system which aims to maximize throughput, and therefore cash generation from sales, rather than profit. A just in time (JIT) environment is operated, with buffer inventory kept only when there is a bottleneck resource.七. Environmental accounting1. Environmental accounting (EMA) is the generation and analysis of both financial andnon-financial information in order to support internal environmental management processes.。
ACCA考试辅导F5业绩管理重点讲义
【ACCA考试辅导】F5业绩管理重点讲义6本文由高顿ACCA整理发布，转载请注明出处Comparing costs per driver and per unit using traditional methods and ABCTraditional absorption costing charges overhead costs to products (or services) in an arbitrary way.The assumption that overhead expenditure is related to direct labour hours or machine hours in the production departments is no longer realistic for the vast majority of companies.This will lead to very different values of overheads absorbed per unit.Advantages and disadvantages of ABCABC has a number of advantages:§ It provides much better insight into what drives overhead costs.§ ABC recognises that overhead costs are not all related to production and sales volume.§ In many businesses, overhead costs are a significant proportion of total costs, and management needs to understand the drivers of overhead costs in order to manage the business properly. Overhead costs can be controlled by managing cost drivers.§ It can be applied to derive realistic costs in a complex business environment.§ ABC can be applied to all overhead costs, not just production overheads.§ ABC can be used just as easily in service costing as in product costing.§ Criticisms of ABC:§ It is impossible to allocate all overhead costs to specific activities.ABC costs are based on assumptions and simplifications. The choice of both activities and costs drivers might be inappropriate.§ ABC can be more complex to explain to the stakeholders of the costing exercise.§ The benefits obtained from ABC might not justify the costs.更多ACCA资讯请关注高顿ACCA官网：。
【ACCA考试辅导】F5业绩管理重点讲义1
【ACCA考试辅导】F5业绩管理重点讲义1本文由高顿ACCA整理发布，转载请注明出处Chapter 1Advanced costing methodChapter learning objectivesUpon completion of this chapter you will be able to:§ explain what is meant by the term cost driver§ identify appropriate cost drivers under activity-based costing (ABC)§ calculate costs per driver and per unit using (ABC)§ compare ABC and traditional methods of overhead absorption based on production units, labour hours or machine hours.§ explain the implications of switching to ABC on pricing, performance management and decision making.§ explain what is meant by the term ‘target cost’ in both manufacturing and service industries.§ derive a target cost in both manufacturing and service industries.§ explain the difficulties of using target costing in service industries§ explain the implications of using target costing on pricing, cost control and performance management.§ describe the target cost gap.§ suggest how a target cost gap might be closed.§ explain w hat is meant by the term ‘life-cycle costing’ in a manufacturing industry § identify the costs involved at different stages of the life-cycle.§ explain the implications of life-cycle costing on pricing, performance management and decision making.§ describe the process of back-flush accounting and contrast with traditional process accounting.§ explain, for a manufacturing business, the implications of back-flush accounting on performance management§ evaluate the decision to switch to back-flush accounting from traditional process control for a manufacturing business.§ explain throughput accounting and the throughput accounting ratio (TPAR), and calculate and interpret, a TPAR.§ suggest how a TPAR could be improved.§ apply throughput accounting to a given multi-production decision making problem.。
2015ACCA F5业绩管理精选讲义(3)
2015ACCA F5业绩管理精选讲义(3)本文由高顿ACCA整理发布，转载请注明出处3 Life-cycle costing3.1 Definition of life-cycle costingMany goods now have very short life-cycle, e.g. personal computers. In addition many products have very high costs which are incurred before the good is launched, e.g. development of new cars.Traditional costing techniques based around annual periods may give a misleading impression of the costs and profitability of a good.The commitment of a high proportion of a product’s life-cycle costs at the very early stages of the cycle has led to the need for accounting systems that compare the revenues from a product with all the costs incurred over the entire product life cycle.Life-cycle costing:§ is the profiling of cost over a product’s life, including the preproduction stage§ tracks and accumulates the actual costs and revenues attributable to each product from inception to abandonment§ enables a product’s true profitability to be determined at the end of its economic life.3.2 The costs involved at different stages in the product life-cycleMost products have a distinct product life-cycle:Specific costs may be associated with each stage.1 Development and launch stage- A high level of setup costs will already have been incurred by this stage (preproduction costs), including research and development (R&D), product design and building of production facilities.- Success depends upon awareness and trial of the product by consumers, so this stage is likely to be accompanied by extensive marketing and promotion costs.2 Growth stage- Marketing and promotion will continue through this stage.- In this stage sales volume increases dramatically, and unit costs fall as fixed costs are recovered over greater volumes.3 Maturity stage- Initially profits will continue to increase, as initial setup and fixed costs are recovered.- Marketing and distribution economies are achieved.- However, price competition and product differentiation will start to erode profitability as firms compete for the limited new customers remaining.4 Decline stage- Eventually, the product will move towards obsolescence as it is replaced by new and better alternatives.- The product will be abandoned when profits fall to an unacceptable level, or when further capital commitment is required.- Meanwhile, a replacement product will need to have been developed, incurring new levels of R&D and other product setup costs.- Alternatively additional development costs may be incurred to refine the model to extend the life-cycle (this is typical with cars where ‘product evolution’ is the norm rather than ‘product revolution’).3.3 The implications of life-cycle costingPricing§ Pricing decisions can be based on total life-cycle costs rather than simply the costs for the current period.Illustration 6 – Targeting costsA major bank and provider of credit cards wished to reduce the time taken to process credit card application forms and issue a credit card. The staff responsible for processing applications and issuing new cards were asked suggest how the period (of 14 days) could be reduced.The staff were unable to identify any significant time savings. The senior executive responsible for the area decided to pursue a version of target costing and instructed his staff that new cards were to be issued within 24 hours of an application being received and it was their responsibility to identify how this could be achieved.The imposition of this target forced a new approach to the problem and radical new ways of processing and approving applications were identified and implemented with the result that the 24-hour target was met.Decision making§ In deciding to produce or purchase a product or service, a timetable of life-cycle costs helps show what costs need to be allocated to a product so that an organization can recover its costs.§ If all costs cannot be recovered, it would not be wise to produce the product or service.§ Life-cycle costing allows an analysis of business function interrelationships, e.g. a decision towards lower R&D costs may lead to higher customer service costs in the future.Performance management – control§ Many companies find that 90% of the product’s life-cycle costs are determined by decisions made in the development and launch stages. Focusing on costs after the product has entered production results in only a small proportion of life-cycle costs being manageable.§ Target costs should be set throughout the life-cycle and revised/changed as needed.Performance management – reporting§ R&D, design, production setup, marketing and customer service costs are traditionally reported on an aggregated basis for all products and recorded as a period expense.§ Life-cycle costing traces these costs to individual products over their entire life cycles, to aid comparison with product revenues generated in later periods.更多ACCA资讯请关注高顿ACCA官网：。
ACCA考试《P5高级业绩管理》知识辅导5
ACCA考试《P5高级业绩管理》知识辅导5本文由高顿ACCA整理发布，转载请注明出处PERFORMANCE MEASURES TO SUPPORT COMPETITIVE ADVANTAGEby Graham Morgan 01 Aug 2005The emergence in the 1990s of low-cost airlines and the expansion of the European travel market has shown how competition can significantly affect the structure of an industry.Ryanair and easyJet are now well-established and their on-going success will depend upon a continuing ability to attract customers and maintain operational efficiency. This must be done in the context of increased competition from schedule and charter airlines that now recognise the effectiveness of the business model adopted by the low-cost carriers. This article examines how the balanced scorecard might be used to maintain the low-cost carriers' competitive edge.The business model adopted by low-cost carriers can be viewed as having three broad elements on which success is based:· route network development· brand development and marketing effectiveness· low-cost operations.These aspects can be seen to be structural as they reflect major decisions and developments which set the context for operational performance and day-to-day management.The route network is the product dimension of first importance to customers. Before European air travel was deregulated in the mid-1990s, the market was neatly divided. Schedule carriers focused primarily on business travellers with 75% of the market, the other 25% being provided by charter airlines as part of the package holiday industry. Low-cost carriers use aircraft which for European routes are generally larger than thoseused by schedule airlines and routes the balanced scorecardmust be selected to provide high load factors, ie percentage of available seats sold.Routes chosen should be new routes or those served by high-cost carriers, and have appeal to leisure and private travellers. This approach allows low-cost carriers to use secondary airports at major European cities or regional airports which provide overseas homeowners greater access to properties with minimum travel in the destination country. Another major aspect of the route network decision is the departure airport. Low-cost carriers' use of secondary airports in the UK provides convenience to travellers, and important cost savings for the company.Another important factor in the development of the route network is to avoid direct competition from other low-cost carriers. In 2002, of 128 low-cost routes, only 17 involved the same departure and destination airports - and Ryanair and easyJetadopted distinct positions in the market. While Ryanair has become the 'least-cost provider', easyJet has positioned itself to have a significant appeal to the businesstraveller by flying three times a day to major cities such as Amsterdam, Madrid, Paris, and Zurich from London's Luton and Gatwick airports, which are generally viewed asmore accessible from London than Stansted （Ryanair's base airport）。
ACCAF5知识要点汇总（精简版）
ACCAF5知识要点汇总（精简版）Task 1‐1. Absorption costingOAR= Estimated Production Overhead / Estimated Activity Level，都是budget值*Activity level可以是production units,可以是labor hours，也可是machine hours取决于劳动密集，还是机械生产密集intensive.实际计算Cost of sale (COS) 时，Overhead absorbed = OAR x actual activity levelAdvantage ★考点Disadvantage Recognize selling prices cover all costs 通过改变生产规模Manipulate profitComplies with IAS 2 – accounting for inventory Based on the assumption that overheads are volume relatedOAR由Estimates计算得，主观偏差Task 1‐2. Marginal costingAdvantage Disadvantage适合decision making as it highlights contribution Danger that products sold on marginal contribution – fail to cover fixed costsFixed cost are treated as period costs Doesn’t comply with IAS 2,需要调整报表Profit depends on sales and efficiency Necessitates analysis of mixed costs betweenFC and VC☆技巧 AC = MC + (Closing Inventory – Opening Inventory) x OAR*The absorption costing requires subjective judgments.预算估计主观判断太多*There is often more than one way to allocate the overheads.制造成本分摊可操纵Task 2. Activity‐based costing★考点Traditional absorption costing适用于★考点Activity‐based costing适用于 One or a few simple and similar products Production has become more complex Overhead costs 占很小比例proportion Assess product profitability realistically 资源consumption not driven by volumeLarger organizations & the service sector成本驱动drive：不同单位，不同OAR◆解题步骤：Cost Pool → Cost Drive → OAR → Absorbed → Full Cost★考点Adv antage ★考点DisadvantageMore accurate cost/unit.适用绩效appraisal.Time consuming & expensiveControl OC by managing cost drivers Limited benefit当成本和volume related Profitability analysis to customers或生产线Multiple cost drivers情况复杂，导致不精确Better understandingof what drives OC Arbitrary apportionment 任意分配★考点‐计算题(10.Dec.Q4) Problems when implementing ABC：‐ 耗时‐ 需要上层支持，因为缺乏信息‐ Project team运作，成员来自各个部门‐ IT部门支持‐ 了解成本结构‐ Cost‐benefit analysis★成本效益分析Target 3. Target costingCost plus pricing 传统成本法 Target costingFocus on internal Focus on external Steps of target costing 如何减少Cost gapProduct specifications ? Selling price ? Target profit: margin/ ROI ? Target cost ? Close the cost gap1) 购买便宜的材料（bulk buying 采购折扣或新供应商）2) 降低人工成本3) 提高生产能力，生产效率4) 以自动化替代人工automation 5) 减少无用环节eliminate non value added activities6) 尽量减少部件数量，或尽可能使用多的标准件注：不能在质量上妥协compromise ，不得影响质量★考点Implications of target costing‐ Cost control: 目标成本体系中，价格是首要考量consideration ！开发development过程中就要考虑成本，而不是后来产生时再考虑。
ACCA考试辅导：F5业绩管理重点讲义5
ACCA考试辅导：F5业绩管理重点讲义52 Targeting costs2.1 Definition of target costingTarget costA target cost is a cost estimate derived by subtracting desired profit margin from a competitive market price.In effect it the opposite of conventional ‘cost plus pricing’ and is sometimes referred to as ‘price minus costing’.It may be used in both manufacturing and service industries.The main theme behind target costing is thus not finding what a new product does cost but what it should or needs to cost. The firm can then focus on which costs can be reduced and which can not to see whether such a target cost is achievable. Obviously cost reductions must be seen in the context of quality concerns as well. This will involve product comparisons with the competitors used to set the competitive market price in the first place.Illustrative 4 targeting costs§ Sony§ Toyota§ Swiss watchmakers – Swatch.Test your understanding 6Briefly identify the implications for a profit-orientated organisation if it chooses to use cost plus pricing.2.2 Deriving a target costSteps1 Estimate a selling price for a new product that will enable a firm to capture a required share of the market.2 Reduce this figure by the firm’s required level of profit. This could take into account the return required on any new investment and on working capital requirements or could involve a target margin on sales.3 Produce a target cost figure for product designers to meet.4 Reduce costs to provide a product that meets that target cost.Illustration 5 – Targeting costsKaty Inc, a toy manufacturer, is about to launch a new type of bicycle on which it requires a Return on Investment of 30%.Buildings and equipment needed for production are to cost $5,000,000.Expected sales levels are $40,000 toys pa at a selling price of $67.50 per item costs are currently estimated to be $32 per unit.Required:What is the target cost for annual production?SolutionWorking$Revenue(67.50×40,000)2,700,00Target costs(balancing figure)(1,200,000)Target return(30%×5,000,000)1,500,000参与ACCA考试的考生可按照复习计划有效进行，另外高顿网校官网ACCA考试辅导高清课程已经开通，还可索取ACCA考试通关宝典，针对性地讲解、训练、答疑、模考，对学习过程进行全程跟踪、分析、指导，可以帮助考生全面提升复习备考效果。
ACCA《F5业绩管理》复习指导
ACCA《F5业绩管理》复习指导本文由高顿ACCA整理发布，转载请注明出处Syllabus area DStandard costing and variances are then built on.所有出现在F2教材中的差异都会作为很有用的背景知识用在F5中，并且在业绩管理中还引入了新的差异，那就是混合差异、产量差异、计划差异和操作差异。
当然这些差异也全都是和业绩评估相关的。
对于一位会计人员来说，将自己计算出来的数字阐述清楚，且将其与绩效方面的管理工作结合是一种能力。
所以，在ACCA F5的考题中，经常会出现这样的问法。
例如，一道综合题会出现3个小问，前两问都是需要学员们进行计算，但是最后一问会要求考生基于自己的计算结果，且结合题干中给出的实际案例，按照要求解释自己计算出来的结果的合理性或者题中公司/个人是否需要根据算出来的数据进行调整或是该怎样调整。
学员们还要有这样的心理准备，对于每新给出来一组数据，都需要有必要的说明，不论是文字还是计算说明，需要让判卷子的老师明白，您所用的数据是有据可查的，但是由于时间紧迫，所以，学员们在学习的过程中还要不断地提高自己的时间管理方面的技能，以便在考试中可以游刃有余。
但是如果学员们在考试的过程中，感到非常的紧张，甚至不知道该如何下笔的时候，可以先缓和一下自己的情绪，因为ACCA的考题并不是在文中不会出现暗示的。
往往在题目中，出题者会给考生一下数字上面的暗示，学员们需要在最后的复习阶段，从历年考题的书写中慢慢培养这样的能力。
Syllabus area E(第五部分)The syllabus concludes with management information systems and performance measurement and control (please note that management information systems are additions for exams from June 2013).The point is that this is a performance management paper and not a pure management accounting paper. Students must understand this and prepare accordingly.第五部分是整个大纲的核心部分。
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名师讲解xx年ACCA考试F5业绩管理知识点
Qualitative factors of Make –or-buy decision
- Relevant to paper F5
Make or buy decision is one of the most critical decision an organisation are often facing with in modern business environment. Hence, having a sound understanding of make or buy decision from F5 is crucial. Make-or-Buy decision (also called the outsourcing decision) is a judgment made by management whether to make a component internally or buy it from the market.
Make-or-buy decisions usually arise when a firm that has developed a product or part—or significantly modified a product or part—is having trouble with current suppliers, or has diminishing capacity or changing demand.
While making the decision, both qualitative and quantitative factors must be considered.
2. Make-or-buy analysis is conducted at the operational level
At the operational level the factors in favor of making a part
in-house.
· Cost considerations (less expensive to make the part)
· Desire to integrate plant operations
· Productive use of excess plant capacity to help absorb fixed overhead (using existing idle capacity)
· Need to exert direct control over production and/or quality
· Better quality control
· Design secrecy is required to protect proprietary technology · Unreliable suppliers
· No competent suppliers
· Desire to maintain a stable workforce (in periods of declining sales)
· Quantity too small to interest a supplier
· Control of lead time, transportation, and warehousing costs · Greater assurance of continual supply
· Provision of a second source
· Political, social or environmental reasons (union pressure) · Emotion (e.g., pride)
Factors that may influence firms to buy a part externally include:
· Lack of expertise
· Suppliers' research and specialized know-how exceeds that of the buyer
· cost considerations (less expensive to buy the item)
· Small-volume requirements
· Limited production facilities or insufficient capacity
· Desire to maintain a multiple-source policy
· Indirect managerial control considerations
· Procurement and inventory considerations
· Brand preference
· Item not essential to the firm's strategy
This article has discussed the qualitative factors at the both strategic and operational level while making the decision of
make-or-buy. The quantitative factors will be discussed later.。