管理会计习题4

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管理会计试卷-(4)

管理会计试题（D）一、单选题1、下列哪些成本属于约束性固定成本？（）A 职工培训费B 固定资产折旧C 广告费D 新产品开发费2、对各项费用的预算数完全不受以往费用水平的影响，而是以零为起点的预算称之为（）。

A 固定预算B 零基预算C 弹性预算D 静态预算3、某企业只生产一种产品，2006年期初存货是20000元。

期末存货是0，在这种情况下，按完全成本法确定的营业净利润比按变动成本的营业净利润（）。

A 大B 小C 大或小D 相等4、传统式损益表的中间指标是营业毛利，贡献式损益表的中间指标是（）。

A 营业利润B 营业净利润C 营业成本D 贡献边际5、某企业生产A产品，其单位变动成本为100元，固定成本总额为3000元，安全边际率为20%，销售单价为200元，则其销售利润率为（）。

A 20%B 100%C 10%D 8%6、下列公司中不正确的是（）。

A 利润=边际贡献率×安全边际额B 安全边际率＋边际贡献率=1C 安全边际率＋保本点作业率=1D 边际贡献率=（固定成本＋利润）／销售收入7、当单价为100元，边际贡献率为40%，安全边际量为1000件时，企业可实现利润（）元。

A 2500B 100000C 60000D 400008、保本点作业率指标数值（）。

A 越大经营越安全B 越大盈利额越多C 越小经营越危险D 越小经营越安全9、在利润的敏感分析中，销售量的灵敏度指标大于单位变动成本的灵敏度指标的前提是（）。

A 变动成本＞销售单价／2B 变动成本＜销售单价／2C 变动成本＝销售单价／2D 变动成本率＋贡献毛益率=110、在利润敏感性分析中，最为敏感的因素是（）。

A 销售单价B 单位变动成本C 固定成本D 全部成本11、在零部件自制或外购的决策中，如果零部件的需用量尚不确定，应当采用的决策方法是（）。

A 相关损益分析法B 差别损益分析法C 相关成本分析法D 成本无差别点法12、就短期决策而言，（）属于非相关成本。

管理会计第四章本量利分析习题及答案东北财经大学

第四章本量利分析一、关键概念１.本量利分析 2.贡献边际３.保本点１.安全边际２.保本作业率３.保本点４.保利点１.本量利关系图２．传统式本量利关系图３．贡献式本量利关系图4.利润—业务量式本量利关系图二、分析思考1．本量利分析的基本假定是什么？2．贡献边际及其相关指标的计算公式？3．单一品种保本点的确定方法有哪些？１.经营安全程度的评价指标的内容及其计算？２.单一品种下有关因素变动对保本点和保利点，对安全边际以及对营业利润的影响是什么？1．本量利关系图的含义及其类型有哪些？2．因素变动对保本点等指标有哪些影响？三、单项选择题1．称为本量利分析的基础，也是本量利分析出发点的是（）。

A．成本性态分析假设 B．相关范围及线性假设 C．产销平衡假设 D．品种结构不变假设２．在本量利分析中，必须假定产品成本的计算基础是（）。

A．完全成本法B．变动成本法 C．吸收成本法D．制造成本法３．进行本量利分析，必须把企业全部成本区分为固定成本和( )。

A．税金成本B．材料成本 C．人工成本 D．变动成本４．按照本量利分析的假设，收入函数和成本函数的自变量均为同一个( )。

A．销售单价B．单位变动成本 C．固定成本D．产销量５．计算贡献边际率，可以用单位贡献边际去除以( )。

A．单位售价B．总成本C．销售收入D．变动成本１．下列指标中，可据以判定企业经营安全程度的指标是( )。

A．保本量 B．贡献边际 C．保本作业率 D．保本额２．当单价单独变动时，安全边际( )。

A．不会随之变动 B．不一定随之变动 C．将随之发生同方向变动 D．将随之发生反方向变动３．已知企业只生产一种产品，单位变动成本为每件45元，固定成本总额60，000元，产品单价为120元，为使安全边际率达到60%，该企业当期至少应销售的产品为( )。

A．2000件B．1333件 C．800件 D．1280件４．已知企业只生产一种产品，单价5元，单位变动成本3元，固定成本总额600元，则保本销售量为( )。

2019年10月全国自考《管理会计》习题4章

《管理会计》习题2019年8月第四章预测分析一、名词解释预测定量分析法定性分析法贡献毛益安全边际目标利润二、判断题1．定量分析法是根据人们的主观分析判断确定未来的估计值。

（）2．高低点法属于定性分析的方法。

（）3．资金需要量预测常采用销售百分比法。

（）4．在保本点不变的情况下，如果销售量未超过保本点，则销售量越大亏损越大。

（）5．采用趋势分析法对未来进行预测，对不同时期的资料采用不同的权数，越是远期，权数越大。

（）6．成本预测的方法有目标成本预测法、历史成本预测法和因素变动预测法。

（）三、单项选择题（每题只有一个正确答案）1、预测方法分为两大类：定量预测分析法和（）。

A、平均法B、定性分析法C、回归分析法D、指数平滑法2、已知上年利润为100 000元，下一年的经营杠杆系数为1.4，销售量变动率为15%，则下一年的利润预测额为（）元。

A、140 000B、150 000C、121 000D、125 0003、经营杠杆系数等于1，说明（）。

A、固定成本等于0B、固定成本大于0C、固定成本小于0D、与固定成本无关4、假设平滑指数为0.6，9月份的实际销售量为630千克，则预测10月份的销售量为（）千克。

A、618B、600C、612D、6305、已知上年利润为200 000元，下一年的经营杠杆系数为1.8，预计销售量变动率为20%，则下一年的利润预测额为（）元。

A、200 000B、240 000C、272 000D、360 0006、预测分析的内容不包括（）。

A、销售预测B、利润预测C、资金需要量预测D、所得税预测7、下列适用于销售量略有波动的产品的销售预测方法是（）。

A、加权平均法B、移动平均法C、趋势平均法D、平滑指数法8、某企业只生产一种产品，该产品的单位变动成本为6元，固定成本总额为5 000元，企业确定的目标利润为4 000元，产品售价为15元。

则要实现目标利润，该产品的销售量至少应达到（）件。

第四章练习题及答案管理会计

第四章练习题及答案一、单项选择题：1、预测方法分为两大类，是指定量分析法和（）。

A、平均法B、定性分析法C、回归分析法D、指数平滑法2、已知上年利润为100000元，下一年的经营杠杆系数为1.4，销售量变动率为15%，则下一年的利润预测额为（）。

A、140000元B、150000元C、121000元D、125000元3、经营杠杆系数等于1，说明（）。

A、固定成本等于0B、固定成本大于0C、固定成本小于0D、与固定成本无关4、假设平滑指数=0.6, 9月份实际销售量为600千克，原来预测9月份销售量为630千克，则预测10月份的销售量为（）。

A、618千克B、600千克C、612千克D、630千克5、已知上年利润为200000元，下一年的经营杠杆系数为1.8，预计销售量变动率为20%，则下一年利润预测额为（）。

A、200000元B、240000元C、272000元D、360000元6、预测分析的内容不包括（）。

A、销售预测B、利润预测C、资金预测D、所得税预测7、下列适用于销售业务略有波动的产品的预测方法是（）。

A、加权平均法B、移动平均法C、趋势平均法D、平滑指数法答案：1、B 2、C 3、A 4、C 5、C 6、D 7、B二、多项选择题：1、定量分析法包括（）。

A、判断分析法B、集合意见法C、非数量分析法D、趋势外推分析法E、因果预测分析法2、当预测销售量较为平稳的产品销量时，较好的预测方法为（）。

A、算术平均法B、移动平均法C、修正的时间序列回归法D、因果预测分析法E、判断分析法3、经营杠杆系数通过以下公式计算：（）。

A、利润变动率／业务量变动率B、业务量变动率／利润变动率C、基期贡献边际／基期利润D、基期利润／基期贡献边际E、销售量的利润灵敏度×1004、较大的平滑指数可用于（）情况的销量预测。

A、近期B、远期C、波动较大D、波动较小E、长期5、属于趋势外推分析法的是（）。

A、移动平均法B、平滑指数法C、回归分析法D、调查分析法E、移动平均法6、平滑指数法实质上属于（）。

管理会计第四章-本量利分析习题

第四章本量利分析一、单项选择题1．称为本量利分析的基础，也是本量利分析出发点的是（）。

A．成本性态分析假设 B．相关范围及线性假设 C．产销平衡假设 D．品种结构不变假设２．在本量利分析中，必须假定产品成本的计算基础是( ）。

A．完全成本法B．变动成本法 C．吸收成本法D．制造成本法３．进行本量利分析，必须把企业全部成本区分为固定成本和（ ).A．税金成本B．材料成本 C．人工成本 D．变动成本４．按照本量利分析的假设，收入函数和成本函数的自变量均为同一个( )。

A．销售单价B．单位变动成本 C．固定成本D．产销量５．计算贡献边际率，可以用单位贡献边际去除以（）.A．单位售价B．总成本C．销售收入D．变动成本6．下列指标中,可据以判定企业经营安全程度的指标是( )。

A．保本量 B．贡献边际 C．保本作业率 D．保本额7．当单价单独变动时，安全边际（ )。

A．不会随之变动 B．不一定随之变动 C．将随之发生同方向变动 D．将随之发生反方向变动8．已知企业只生产一种产品，单位变动成本为每件45元，固定成本总额60，000元，产品单价为120元，为使安全边际率达到60%,该企业当期至少应销售的产品为（ ).A．2000件B．1333件 C．800件 D．1280件9．已知企业只生产一种产品，单价5元，单位变动成本3元，固定成本总额600元，则保本销售量为( ）.A．200件 B．300件 C．120件D．400件10．某企业只生产一种产品,单位变动成本是36元，固定成本总额4 000元，产品单位销售价格56元,要使安全边际率达到50％，该企业的销售量应达到（ )。

A ．400件 B． 222件C． 143件 D． 500件11．根据本量利分析原理，只提高安全边际而不会降低保本点的措施是（）。

A．提高单价 B．增加产量 C．降低单位变动成本 D．降低固定成本12．某公司生产的产品，其保本量为20万件，单价2元，贡献边际率为40％，其固定成本为（ )。

管理会计(英文版)课后习题答案(高等教育出版社)chapter 4

管理会计（高等教育出版社）于增彪（清华大学）改编余绪缨（厦门大学）审校CHAPTER 4ACTIVITY-BASED COSTINGQUESTIONS FOR WRITING AND DISCUSSION1.Unit costs provide essential informationneeded for inventory valuation and prepara-tion of income statements. Knowing unit costs is also critical for many decisions such as bidding decisions and accept-or-reject special order decisions.2.Cost measurement is determining the dollaramounts associated with resources used in production. Cost assignment is associating the dollar amounts, once measured, with units produced.3.An actual overhead rate is rarely used be-cause of problems with accuracy and timeli-ness. Waiting until the end of the year to en-sure accuracy is rejected because of the need to have timely information. Timeliness of information based on actual overhead costs runs into difficulty (accuracy problems) because overhead is incurred nonuniformly and because production also may be non-uniform.4.For plantwide rates, overhead is first col-lected in a plantwide pool, using direct trac-ing. Next, an overhead rate is computed and used to assign overhead to products. 5.First stage: Overhead is assigned to produc-tion department pools using direct tracing, driver tracing, and allocation. Second stage: Individual departmental rates are used to assign overhead to products as they pass through the departments.6.Departmental rates would be chosen overplantwide rates whenever some depart-ments are more overhead intensive than others and if certain products spend more time in some departments than they do in others.7.Plantwide overhead rates assign overheadto products in proportion to the amount of the unit-level cost driver used. If the prod-ucts consume some overhead activities in different proportions than those assigned by the unit-level cost driver, then cost dis-tortions can occur (the product diversity factor). These distortions can be significant if the nonunit-level overhead costs represent a significant proportion of total overhead costs.8.Low-volume products may consume non-unit-level overhead activities in much greater proportions than indicated by a unit-levelcost driver and vice versa for high-volumeproducts. If so, then the low-volume prod-ucts will receive too little overhead and thehigh-volume products too much.9.If some products are undercosted and oth-ers are overcosted, a firm can make a num-ber of competitively bad decisions. For ex-ample, the firm might select the wrongproduct mix or submit distorted bids.10.Nonunit-level overhead activities are thoseoverhead activities that are not highly corre-lated with production volume measures. Ex-amples include setups, material handling,and inspection. Nonunit-level cost driversare causal factors—factors that explain theconsumption of nonunit-level overhead. Ex-amples include setup hours, number ofmoves, and hours of inspection.11.Product diversity is present whenever prod-ucts have different consumption ratios fordifferent overhead activities.12.An overhead consumption ratio measuresthe proportion of an overhead activity con-sumed by a product.13.Departmental rates typically use unit-levelcost drivers. If products consume nonunit-level overhead activities in different propor-tions than those of unit-level measures, thenit is possible for departmental rates to moveeven further away from the true consumptionratios, since the departmental unit-level ra-tios usually differ from the one used at theplant level.14.Agree. Prime costs can be assigned usingdirect tracing and so do not cause cost dis-tortions. Overhead costs, however, are notdirectly attributable and can cause distor-tions. For example, using unit-level activitydrivers to trace nonunit-level overhead costswould cause distortions.15.Activity-based product costing is an over-head costing approach that first assignscosts to activities and then to products. Theassignment is made possible through theidentification of activities, their costs, and theuse of cost drivers.16.An activity dictionary is a list of activitiesaccompanied by information that describeseach activity (called attributes)17. A primary activity is consumed by the finalcost objects such as products and custom-ers, whereas secondary activities are con-sumed by other activities (ultimately con-sumed by primary activities).18.Costs are assigned using direct tracing andresource drivers.19.Homogeneous sets of activities are pro-duced by associating activities that have thesame level and that can use the same driverto assign costs to products. Homogeneoussets of activities reduce the number of over-head rates to a reasonable level.20. A homogeneous cost pool is a collection ofoverhead costs that are logically related tothe tasks being performed and for whichcost variations can be explained by a singleactivity driver. Thus, a homogeneous pool ismade up of activities with the same process,the same activity level, and the same driver.21.Unit-level activities are those that occur eachtime a product is produced. Batch-level activi-ties are those that are performed each time abatch of products is produced. Product-levelor sustaining activities are those that areperformed as needed to support the variousproducts produced by a company. Facility-level activities are those that sustain a facto-ry’s general man ufacturing process.22.ABC improves costing accuracy wheneverthere is diversity of cost objects. There arevarious kinds of cost objects, with productsbeing only one type. Thus, ABC can be use-ful for improving cost assignments to costobjects like customers and suppliers. Cus-tomer and supplier diversity can occur for asingle product firm or for a JIT manufactur-ing firm.23.Activity-based customer costing can identifywhat it is costing to service different custom-ers. Once known, a firm can then devise astrategy to increase its profitability by focus-ing more on profitable customers, convertingunprofitable customers to profitable oneswhere possible, and “firing” customers thatcannot be made profitable.24.Activity-based supplier costing traces allsupplier-caused activity costs to suppliers.This new total cost may prove to be lowerthan what is signaled simply by purchaseprice.EXERCISES4–11.Quarter 1 Quarter 2 Q uarter 3 Quarter 4 Total Units produced 400,000 160,000 80,000 560,000 1,200,000 Prime costs $8,000,000 $3,200,000 $1,600,000 $11,200,000 $24,000,000 Overhead costs $3,200,000 $2,400,000 $3,600,000 $2,800,000 $12,000,000 Unit cost:Prime $20 $20 $20 $20 $20Overhead 8 15 45 5 10Total $28 $35 $65 $25 $30 2. Actual costing can produce wide swings in the overhead cost per unit. Thecause appears to be nonuniform incurrence of overhead and nonuniform production (seasonal production is a possibility).3. First, calculate a predetermined rate:OH rate = $11,640,000/1,200,000= $9.70 per unitThis rate is used to assign overhead to the product throughout the year.Since the driver is units produced, $9.70 would be assigned to each unit.Adding this to the actual prime costs produces a unit cost under normal cost-ing:Unit cost = $9.70 + $20.00 = $29.70This cost is close to the actual annual cost of $30.00.1. $13,500,000/3,600,000 = $3.75 per direct labor hour (DLH)2. $3.75 ⨯ 3,456,000 = $12,960,0003. Applied overhead $ 12,960,000A ctual overhead 13,600,000U nderapplied overhead $ 640,0004. Predetermined rates allow the calculation of unit costs and avoid the prob-lems of nonuniform overhead incurrence and nonuniform production asso-ciated with actual overhead rates. Unit cost information is needed throughout the year for a variety of managerial purposes.4–31. Predetermined overhead rate = $4,500,000/600,000 = $7.50 per DLH2. Applied overhead = $7.50 ⨯ 585,000 = $4,387,5003. Applied overhead $ 4,387,500Actual overhead 4,466,250Underapplied overhead $ (78,750)4. Unit cost:Prime costs $ 6,750,000Overhead costs 4,387,500Total $ 11,137,500Units ÷750,000Unit cost $ 14.851. Predetermined overhead rate = $4,500,000/187,500 = $24 per machine hour(MHr)2. Applied overhead = $24 187,875 = $4,509,0003. Applied overhead $ 4,509,000Actual overhead 4,466,250Overapplied overhead $ 42,7504. Unit cost:Prime costs $ 6,750,000Overhead costs 4,509,000Total $ 11,259,000Units ÷750,000Unit cost $ 15.01**Rounded5. Gandars needs to determine what causes its overhead. Is it primarily labordriven (e.g., composed predominantly of fringe benefits, indirect labor, and personnel costs), or is it machine oriented (e.g., composed of depreciation on machinery, utilities, and maintenance)? It is impossible for a decision to be made on the basis of the information given in this exercise.1. Predetermined rates:Drilling Department: Rate = $600,000/280,000 = $2.14* per MHrAssembly Department: Rate = $392,000/200,000= $1.96 per DLH*Rounded2. Applied overhead:Drilling Department: $2.14 ⨯ 288,000 = $616,320Assembly Department: $1.96 ⨯ 196,000 = $384,160Overhead variances:Drilling Assembly Total Actual overhead $602,000 $ 412,000 $ 1,014,000 Applied overhead 616,320 384,160 1,000,480 Overhead variance $ (14,320) over $ 27,840 under $ 13,520 3. Unit overhead cost = [($2.14 ⨯ 4,000) + ($1.96 ⨯ 1,600)]/8,000= $11,696/8,000= $1.46**Rounded1. Activity rates:Machining = $632,000/300,000= $2.11* per MHrInspection = $360,000/12,000= $30 per inspection hour*Rounded2. Unit overhead cost = [($2.11 ⨯ 8,000) + ($30 ⨯ 800)]/8,000= $40,880/8,000= $5.114–71. Yes. Since direct materials and direct labor are directly traceable to eachproduct, their cost assignment should be accurate.2. Elegant: (1.75 ⨯ $9,000)/3,000 = $5.25 per briefcaseFina: (1.75 ⨯ $3,000)/3,000 = $1.75 per briefcaseNote: Overhead rate = $21,000/$12,000 = $1.75 per direct labor dollar (or 175 percent of direct labor cost).There are more machine and setup costs assigned to Elegant than Fina. This is clearly a distortion because the production of Fina is automated and uses the machine resources much more than the handcrafted Elegant. In fact, the consumption ratio for machining is 0.10 and 0.90 (using machine hours as the measure of usage). Thus, Fina uses nine times the machining resources as Elegant. Setup costs are similarly distorted. The products use an equal number of setups hours. Yet, if direct labor dollars are used, then the Elegant briefcase receives three times more machining costs than the Fina briefcase.4–7 Concluded3. Overhead rate = $21,000/5,000= $4.20 per MHrElegant: ($4.20 ⨯ 500)/3,000 = $0.70 per briefcaseFina: ($4.20 ⨯ 4,500)/3,000 = $6.30 per briefcaseThis cost assignment appears more reasonable given the relative demands each product places on machine resources. However, once a firm moves to a multiproduct setting, using only one activity driver to assign costs will likely produce product cost distortions. Products tend to make different demands on overhead activities, and this should be reflected in overhead cost assign-ments. Usually, this means the use of both unit- and nonunit-level activity drivers. In this example, there is a unit-level activity (machining) and a non-unit-level activity (setting up equipment). The consumption ratios for each (using machine hours and setup hours as the activity drivers) are as follows:Elegant FinaMachining 0.10 0.90 (500/5,000 and 4,500/5,000)Setups 0.50 0.50 (100/200 and 100/200)Setup costs are not assigned accurately. Two activity rates are needed—one based on machine hours and the other on setup hours:Machine rate: $18,000/5,000 = $3.60 per MHrSetup rate: $3,000/200 = $15 per setup hourCosts assigned to each product:Machining: Elegant Fina$3.60 ⨯ 500 $ 1,800$3.60 ⨯ 4,500 $ 16,200Setups:$15 ⨯ 100 1,500 1,500Total $ 3,300 $ 17,700Units ÷3,000 ÷3,000Unit overhead cost $ 1.10 $ 5.90Activity dictionary:Activity Activity Primary/ ActivityName Description Secondary Driver Providing nursing Satisfying patient Primary Nursing hours care needsSupervising Coordinating Secondary Number of nurses nurses nursing activitiesFeeding patients Providing meals Primary Number of mealsto patientsLaundering Cleaning and Primary Pounds of laundry bedding and delivering clothesclothes and beddingProviding Therapy treatments Primary Hours of therapy physical directed bytherapy physicianMonitoring Using equipment to Primary Monitoring hours patients monitor patientconditions1. dCost of labor (0.75 ⨯ $40,000) $30,000Forklift (direct tracing) 6,000 Total cost of receiving $36,000 2. b3. a4. c5. dActivity rates (Questions 2–5):Receiving: $36,000/50,000 = $0.72 per partSetup: $60,000/300 = $200 per setupGrinding: $90,000/18,000 = $5 per MHrInspecting: $45,000/4,500 = $10 per inspection hour6. aOverhead rate = $231,000/20,000 = $11.55 per DLH Direct materials $ 850Direct labor 600Overhead ($11.55 ⨯ 50) 578*Total cost $ 2,028Units ÷100Unit cost $ 20.28*Rounded4–9 Concluded7. bDirect materials $ 850.00Direct labor 600.00Overhead:Setup 200.00 ($200 ⨯ 1)Inspecting 40.00 ($10 ⨯ 4)Grinding 100.00 ($5 ⨯ 20)Receiving 14.40 ($0.72 ⨯ 20) Total costs $ 1,804.40Units ÷100Unit cost $ 18.04**Rounded4–101. Unit-level: Testing products, inserting dies2. Batch-level: Setting up batches, handling wafer lots, purchasingmaterials, receiving materials3. Product-level: Developing test programs, making probe cards,engineering design, paying suppliers4. Facility-level: Providing utilities, providing space4–111. Unit-level activities: MachiningBatch-level activities: Setups and packing Product-level activities: ReceivingFacility-level activities: None2. Pools and drivers:Unit-levelPool 1:Machining $80,000Activity driver: Machine hoursBatch-levelPool 2:Setups $24,000Packing 30,000Total cost $54,000Product-levelPool 3:Receiving $18,000Activity driver: Receiving orders4–11 Concluded3. Pool rates:Pool 1: $80,000/40,000 = $2 per MHrPool 2: $54,000/300 = $180 per setupPool 3: $18,000/600 = $30 per receiving order 4. Overhead assignment:InfantryPool 1: $2 ⨯ 20,000 = $ 40,000Pool 2: $180 ⨯ 200 = 36,000Pool 3: $30 ⨯ 200 = 6,000Total $ 82,000Special forcesPool 1: $2 ⨯ 20,000 = $ 40,000Pool 2: $180 ⨯ 100 = 18,000Pool 3: $30 ⨯ 400 = 12,000Total $ 70,0004–121. Deluxe Percent Regular PercentPrice $900 100% $750 100% Cost 576 64 600 80 Unit gross profit $324 36% $150 20% Total gross profit:($324 ⨯ 100,000) $32,400,000($150 ⨯ 800,000) $120,000,0002. Calculation of unit overhead costs:Deluxe Regular Unit-level:Machining:$200 ⨯ 100,000 $20,000,000$200 ⨯ 300,000 $60,000,000 Batch-level:Setups:$3,000 ⨯ 300 900,000$3,000 ⨯ 200 600,000 Packing:$20 ⨯ 100,000 2,000,000$20 ⨯ 400,000 8,000,000 Product-level:Engineering:$40 ⨯ 50,000 2,000,000$40 ⨯ 100,000 4,000,000 Facility-level:Providing space:$1 ⨯ 200,000 200,000$1 ⨯ 800,000 800,000 Total overhead $ 25,100,000 $ 73,400,000 Units ÷100,000 ÷800,000 Overhead per unit $ 251 $ 91.75Deluxe Percent Regular Percent Price $900 100% $750.00 100%Cost 780* 87*** 574.50** 77***Unit gross profit $120 13%*** $175.50 23%***Total gross profit:($120 ⨯ 100,000) $12,000,000($175.50 ⨯ 800,000) $140,400,000*$529 + $251**$482.75 + $91.75***Rounded3. Using activity-based costing, a much different picture of the deluxe and regu-lar products emerges. The regular model appears to be more profitable. Per-haps it should be emphasized.4–131. JIT Non-JITSales a$12,500,000 $12,500,000Allocation b750,000 750,000a$125 ⨯ 100,000, where $125 = $100 + ($100 ⨯ 0.25), and 100,000 is the average order size times the number of ordersb0.50 ⨯ $1,500,0002. Activity rates:Ordering rate = $880,000/220 = $4,000 per sales orderSelling rate = $320,000/40 = $8,000 per sales callService rate = $300,000/150 = $2,000 per service callJIT Non-JITOrdering costs:$4,000 ⨯ 200 $ 800,000$4,000 ⨯ 20 $ 80,000Selling costs:$8,000 ⨯ 20 160,000$8,000 ⨯ 20 160,000Service costs:$2,000 ⨯ 100 200,000$2,000 ⨯ 50 100,000T otal $ 1,160,000 $ 340,000For the non-JIT customers, the customer costs amount to $750,000/20 = $37,500 per order under the original allocation. Using activity assignments, this drops to $340,000/20 = $17,000 per order, a difference of $20,500 per or-der. For an order of 5,000 units, the order price can be decreased by $4.10 per unit without affecting customer profitability. Overall profitability will decrease, however, unless the price for orders is increased to JIT customers.3. It sounds like the JIT buyers are switching their inventory carrying costs toEmery without any significant benefit to Emery. Emery needs to increase prices to reflect the additional demands on customer-support activities. Fur-thermore, additional price increases may be needed to reflect the increased number of setups, purchases, and so on, that are likely occurring inside the plant. Emery should also immediately initiate discussions with its JIT cus-tomers to begin negotiations for achieving some of the benefits that a JIT supplier should have, such as long-term contracts. The benefits of long-term contracting may offset most or all of the increased costs from the additional demands made on other activities.4–141. Supplier cost:First, calculate the activity rates for assigning costs to suppliers: Inspecting components: $240,000/2,000 = $120 per sampling hourReworking products: $760,500/1,500 = $507 per rework hourWarranty work: $4,800/8,000 = $600 per warranty hourNext, calculate the cost per component by supplier:Supplier cost:Vance Foy Purchase cost:$23.50 ⨯ 400,000 $ 9,400,000$21.50 ⨯ 1,600,000 $ 34,400,000 Inspecting components:$120 ⨯ 40 4,800$120 ⨯ 1,960 235,200 Reworking products:$507 ⨯ 90 45,630$507 ⨯ 1,410 714,870 Warranty work:$600 ⨯ 400 240,000$600 ⨯ 7,600 4,560,000 Total supplier cost $ 9,690,430 $ 39,910,070Units supplied ÷400,000 ÷1,600,000Unit cost $ 24.23* $ 24.94**RoundedThe difference is in favor of Vance; however, when the price concession is con sidered, the cost of Vance is $23.23, which is less than Foy’s component.Lumus should accept the contractual offer made by Vance.4–14 Concluded2. Warranty hours would act as the best driver of the three choices. Using thisdriver, the rate is $1,000,000/8,000 = $125 per warranty hour. The cost as-signed to each component would be:Vance Foy Lost sales:$125 ⨯ 400 $ 50,000$125 ⨯ 7,600 $ 950,000$ 50,000 $ 950,000 U nits supplied ÷ 400,000 ÷1,600,000I ncrease in unit cost $ 0.13* $ 0.59**RoundedPROBLEMS4–151. Product cost assignment:Overhead rates:Patterns: $30,000/15,000 = $2.00 per DLHFinishing: $90,000/30,000 = $3.00 per DLHUnit cost computation:Duffel BagsPatterns:$2.00 ⨯ 0.1 $0.20$2.00 ⨯ 0.2 $0.40Finishing:$3.00 ⨯ 0.2 0.60$3.00 ⨯ 0.4 1.20Total per unit $0.80 $1.602. Cost before addition of duffel bags:$60,000/100,000 = $0.60 per unitThe assignment is accurate because all costs belong to the one product.4–15 Concluded3. Activity-based cost assignment:Stage 1:Pool rate = $120,000/80,000 = $1.50 per transactionStage 2:Overhead applied:Backpacks: $1.50 ⨯ 40,000* = $60,000Duffel bags: $1.50 ⨯ 40,000 = $60,000*80,000 transactions/2 = 40,000 (number of transactions had doubled)Unit cost:Backpacks: $60,000/100,000 = $0.60 per unitDuffel bags: $60,000/25,000 = $2.40 per unit4. This problem allows the student to see what the accounting cost per unitshould be by providing the ability to calculate the cost with and without the duffel bags. With this perspective, it becomes easy to see the benefits of the activity-based approach over those of the functional-based approach. The activity-based approach provides the same cost per unit as the single-product setting. The functional-based approach used transactions to allocate accounting costs to each producing department, and this allocation probably reflects quite well the consumption of accounting costs by each producing department. The problem is the second-stage allocation. Direct labor hours do not capture the consumption pattern of the individual products as they pass through the departments. The distortion occurs, not in using transac-tions to assign accounting costs to departments, but in using direct labor hours to assign these costs to the two products.In a single-product environment, ABC offers no improvement in product cost-ing accuracy. However, even in a single-product environment, it may be poss-ible to increase the accuracy of cost assignments to other cost objects such as customers.4–161. Plantwide rate = $660,000/440,000 = $1.50 per DLHOverhead cost per unit:Model A: $1.50 ⨯ 140,000/30,000 = $7.00Model B: $1.50 ⨯ 300,000/300,000 = $1.502. Departmental rates:Department 1: $420,000/180,000 = $2.33 per MHr*Department 2: $240,000/400,000 = $0.60 per DLHDepartment 1: $420,000/40,000 = $10.50 DLHDepartment 2: $240,000/40,000 = $6.00 per MHrOverhead cost per unit:Model A: [($2.33 ⨯ 10,000) + ($0.60 ⨯ 130,000)]/30,000 = $3.38Model B: [($2.33 ⨯ 170,000) + ($0.60 ⨯ 270,000)]/300,000 = $1.86Overhead cost per unit:Model A: [($10.50 ⨯ 10,000) + ($6.00 ⨯ 10,000)]/30,000 = $5.50Model B: [($10.50 ⨯ 30,000) + ($6.00 ⨯ 30,000)]/300,000 = $1.65*Rounded numbers throughoutA common justification is that of using machine hours for machine-intensivedepartments and labor hours for labor-intensive departments. Using this rea-soning, the first set of departmental rates would be selected (machine hours for Department 1 and direct labor hours for Department 2).3. Calculation of pool rates:Driver Pool RateBatch-level pool:Setup and inspection Product runs $320,000/100 = $3,200 per runUnit-level pool:Machine andmaintenance Machine hours $340,000/220,000 = $1.545 per MHr Note: Inspection hours could have been used as an activity driver instead of production runs.Overhead assignment:Model BBatch-level:Setups and inspection$3,200 ⨯ 40 $ 128,000$3,200 ⨯ 60 $ 192,000Unit-level:Power and maintenance$1.545 ⨯ 20,000 30,900$1.545 ⨯ 200,000 309,000Total overhead $ 158,900 $ 501,000Units produced ÷30,000 ÷ 300,000Overhead per unit $ 5.30 $ 1.674. Using activity-based costs as the standard, we can say that the first set ofdepartmental rates decreased the accuracy of the overhead cost assignment (over the plantwide rate) for both products. The opposite is true for the second set of departmental rates. In fact, the second set is very close to the activity assignments. Apparently, departmental rates can either improve or worsen plantwide assignments. In the first case, D epartment 1’s costs are assigned at a 17:1 ratio which overcosts B and undercosts A in a big way.Yet, this is the most likely set of rates at the departmental level! This raises some doubt about the conventional wisdom regarding departmental rates.4–171. Labor and gasoline are driver tracing.Labor (0.75 ⨯ $120,000) $ 90,000 Time = Resource driverGasoline ($3 ⨯ 6,000 moves) 18,000 Moves = Resource driverDepreciation (2 ⨯ $6,000) 12,000 Direct tracingTotal cost $ 120,0002. Plantwide rate = $600,000/20,000= $30 per DLHUnit cost:DeluxePrime costs $80.00 $160Overhead:$30 ⨯ 10,000/40,000 7.50$30 ⨯ 10,000/20,000 15$87.50 $1753. Pool 1: Maintenance $ 114,000Engineering 120,000Total $ 234,000Maintenance hours ÷4,000Pool rate $ 58.50Note:Engineering hours could also be used as a driver. The activities are grouped together because they have the same process, are both product lev-el, and have the same consumption ratios (0.25, 0.75).Pool 2: Material handling $ 120,000Number of moves ÷6,000Pool rate $ 20Pool 3: Setting up $ 96,000Number of setups ÷80Pool rate $ 1,200Note: Material handling and setups are both batch-level activities but have dif-ferent consumption ratios.Pool 4: Purchasing $ 60,000Receiving 40,000Paying suppliersTotal $ 130,000Orders processed ÷750Pool rate $ 173.33Note:The three activities are all product-level activities and have the same consumption ratios.Pool 5: Providing space $ 20,000Machine hours ÷10,000Pool rate $ 2Note: This is the only facility-level activity.4. Unit cost:Basic Deluxe Prime costs $ 3,200,000 $ 3,200,000Overhead:Pool 1:$58.50 ⨯ 1,000 58,500$58.50 ⨯ 3,000 175,500 Pool 2:$20 ⨯ 2,000 40,000$20 ⨯ 4,000 80,000 Pool 3:$1,200 ⨯ 20 24,000$1,200 ⨯ 60 72,000 Pool 4:$173.33 ⨯ 250 43,333$173.33 ⨯ 500 86,665 Pool 5:$2 ⨯ 5,000 10,000$2 ⨯ 5,000 10,000 Total $ 3,375,833 $ 3,624,165Units produced ÷40,000 ÷20,000Unit cost (ABC) $ 84.40 $ 181.21Unit cost (traditional) $ 87.50 $ 175.00The ABC costs are more accurate (better tracing—closer representation of actual resource consumption). This shows that the basic model was over-costed and the deluxe model undercosted when the plantwide overhead rate was used.1. Unit-level costs ($120 ⨯ 20,000) $ 2,400,000Batch-level costs ($80,000 ⨯ 20) 1,600,000Product-level costs ($80,000 ⨯ 10) 800,000Facility-level ($20 ⨯ 20,000) 400,000Total cost $ 5,200,0002. Unit-level costs ($120 ⨯ 30,000) $ 3,600,000Batch-level costs ($80,000 ⨯ 20) 1,600,000Product-level costs ($80,000 ⨯ 10) 800,000Facility-level costs 400,000Total cost $ 6,400,000The unit-based costs increase because these costs vary with the number of units produced. Because the batches and engineering orders did not change, the batch-level costs and product-level costs remain the same, behaving as fixed costs with respect to the unit-based driver. The facility-level costs are fixed costs and do not vary with any driver.3. Unit-level costs ($120 ⨯ 30,000) $ 3,600,000Batch-level costs ($80,000 ⨯ 30) 2,400,000Product-level costs ($80,000 ⨯ 12) 960,000Facility-level costs 400,000Total cost $ 7,360,000Batch-level costs increase as the number of batches changes, and the costs of engineering support change as the number of orders change. Thus, batches and orders increased, increasing the total cost of the model.4. Classifying costs by category allows their behavior to be better understood.This, in turn, creates the ability to better manage costs and make decisions.1. The total cost of care is $1,950,000 plus a $50,000 share of the cost of super-vision [(25/150) ⨯ $300,000]. The cost of supervision is computed as follows: Salary of supervisor (direct) $ 70,000Salary of secretary (direct) 22,000Capital costs (direct) 100,000Assistants (3 ⨯ 0.75 ⨯ $48,000) 108,000Total $ 300,000Thus, the cost per patient day is computed as follows:$2,000,000/10,000 = $200 per patient day(The total cost of care divided by patient days.) Notice that every maternity patient—regardless of type—would pay the daily rate of $200.2. First, the cost of the secondary activity (supervision) must be assigned to theprimary activities (various nursing care activities) that consume it (the driver is the number of nurses):Maternity nursing care assignment:(25/150) ⨯ $300,000 = $50,000Thus, the total cost of nursing care is $950,000 + $50,000 = $1,000,000.Next, calculate the activity rates for the two primary activities:Occupancy and feeding: $1,000,000/10,000 = $100 per patient dayNursing care: $1,000,000/50,000 = $20 per nursing hour。

管理会计第四章练习题

第四章练习题及答案一、单项选择题：1、生产单一品种产品企业，保本销售额=（）A.保本销售量×单位利润B.固定成本总额÷贡献边际率C.固定成本总额÷（单价一单位变动成本）D.固定成本总额÷综合贡献边际率E.固定成本总额÷贡献边际2、生产多品种产品企业测算综合保本销售额=固定成本总额÷（）A.单位贡献边际B.贡献边际率C.单价一单位变动成本D.综合贡献边际率3、从保本图上得知，对单一产品分析，（）A.单位变动成本越大，总成本斜线率越大，保本点越高B.单位变动成本越大，总成本斜线率越小，保本点越高C.单位变动成本越小，总成本斜线率越小，保本点越高D.单位变动成本越小，总成本斜线率越大，保本点越低4、利润=（实际销售量一保本销售量）×（）A.贡献边际率B.单位利润C.单位售价D.单位贡献边际5、某企业只生产一种产品，单价6元，单位变动生产成本4元，单位销售和管理变动成本元，销量为500件，则其产品贡献边际为（）元6、下属因素中导致保本销售量上升的是（）A.销售量上升B.产品单价下降C.固定成本下降D.产品单位变动成本下降7、已知产品销售单价为24元，保本销售量为150件，销售额可达4800元，则安全边际率为（）% % %8、在变动成本法下，其利润表所提供的中间指标是（）A.贡献边际B.营业利润C.营业毛利D.期间成本9、在下列指标中，可据以判断企业经营安全程度的指标是（）A.保本量B.贡献边际C.保本作业率D.保本额10、如果产品的单价与单位变动成本上升的百分率相同，其他因素不变，则保本销售量（）A.上升B.下降C.不变D.不确定11、在本量利分析中，必须假定产品成本的计算基础是（）A.完全成本法B.变动成本法C.吸收成本法D.制造成本法12、保本作业率与安全边际率之间的关系是（）A.两者相等B.前者一般大于后者C.后者一般大于前者D.两者之和等于113、销售量不变，保本点越高，则能实现的利润（）A.越小B.不变C.越大D.不一定14、某企业只生产一种产品，月计划销售600件，单位变动成本6元，月固定成本1000元，欲实现利润1640元，则单价应为（）15、销售收入为20万元，贡献边际率为60%，其变动成本总额为（）万元。

《管理会计》第四章测试试卷及答案

《管理会计》第四章测试试卷及答案一、单选题（共 15 题，每题 2 分）1. 下列各项中，属于生产决策主要方法的是（）。

A. 差量分析法B. 本量利分析法C. 边际贡献分析法D. 以上都是2. 在亏损产品决策中，只要亏损产品提供的（）大于零，就应该继续生产。

A. 边际贡献B. 销售收入C. 固定成本D. 净利润3. 下列决策方法中，能够直接揭示中选的方案比放弃的方案多获得的利润或少发生损失的方法是（）。

A. 单位资源贡献边际分析法B. 贡献边际总额分析法C. 差别损益分析法D. 相关损益分析法4. 剩余生产能力无法转移时，亏损产品满足（）就不应停产。

A. 单价大于单位变动成本B. 单位贡献边际大于零C. 边际贡献大于零D. 以上都对5. 下列关于零部件自制或外购决策的说法中，错误的是（）。

A. 自制零部件的单位变动成本低于外购单价时，应选择自制B. 自制零部件的单位变动成本高于外购单价时，应选择外购C. 如果剩余生产能力可以用于生产其他产品，那么就需要考虑机会成本D. 一般而言，零部件的自制或外购决策与固定成本无关6. 在新产品开发的品种决策中，如果方案涉及到追加专属成本，则下列方法中不宜采用的是（）。

A. 单位资源贡献边际分析法B. 贡献边际总额分析法C. 差别损益分析法D. 相关损益分析法7. 某企业生产 A、B、C 三种产品，其中 C 产品为亏损产品。

C 产品的销售收入为 2000 元，变动成本为 1500 元，固定成本为 600 元。

则 C 产品（）。

A. 边际贡献为 500 元B. 边际贡献为 -100 元C. 应停产D. 不应停产8. 下列各项中，属于是否增产决策的相关成本的是（）。

A. 原有固定成本B. 新增专属成本C. 不可避免成本D. 沉没成本9. 已知某企业有剩余生产能力 2000 小时，生产 A 产品，单位产品耗费工时 4 小时，正常单位售价 20 元，单位变动成本 12 元，现有客户追加订货 500 件，单价 15 元。

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一、单选题1．某公司计划销售A产品20万台，每台售价2元，贡献毛益率为25%。

该公司在这个销售额水平上正好保本。

则固定成本总额为（）元。

A.10万B.16万C.20万D.30万2．某厂只生产一种产品，单位变动成本为45元，固定成本总额为60000元，产品单价为120元，为使安全边际率达到60%，则该厂应当销售（）单位产品。

A.800B.1280C.1333D.20003．现代公司2002年目标销售量4000件，产品单价3万元，固定成本总额3000万元。

该公司2002年度的目标利润为5000万元，则该公司应将单位变动成本控制在（）元。

A.10000B.6667C.7500D.50004．假设有一企业测算出其未来年度增加的销售额为800000元，又据计算，该企业每增加一元销售额需筹资0.45元。

该企业当年未分配利润为200000元，则来年企业需增加的资金数额为（）元。

A.360000元B.160000元C.800000元D.200000元5．已知产品销售单价为24元，保本销售量为150件，销售额可达4800元，则安全边际率为（）。

A.33.33%B.25%C.50%D.20%6．销售量不变，保本点越高，则能实现的利润（）。

A.越小B.不变C.越大D.不一定7．根据本量利分析原理，只能提高安全边际而不会降低盈亏临界点的措施是（）。

A.提高单价B.增加产销量C.降低单位变动成本D.压缩固定成本8．某企业只生产一种产品，月计划销售600件，单位变动成本6元，月固定成本1000元，欲实现利润1640元，则单价应为（）。

A.16.40B.14.60C.10.60D.10.409．预测方法分为两大类，是指定量分析法和（）A.平均法B.定性分析法C.回归分析法D.指数平滑法10．预测分析的内容不包括（）。

A.销售预测B.利润预测C.资金需要量预测D.所得税预测11．某厂采用平滑指数法进行销售预测，本月预计收入38000元，实际收入40000元。

如果下月预计收入为此38400元，则该厂的平滑指数为（）。

A. 0.25B. 0.2C. 0.75D. 0.812．ABC公司生产和销售甲、乙两种产品，销售价格分别为10元、20元，单位变动成本分别为6元、8元；如果两种产品本期销售数量分别为100件和200件，则该企业综合贡献毛益率（）。

A.40%B.56%C.52%D.53.3%13．销售利润率等于( )。

A.安全边际率乘变动成本率B.盈亏临界点作业率乘安全边际率C.安全边际率乘边际贡献率D.边际贡献率乘变动成本率14．以下公式中不正确的是（）。

A. 利润＝安全边际额×贡献边际率B. 保本作业率×安全边际率＝1C. 敏感系数＝目标值变动百分比/参数值变动百分比D. 安全边际率＝销售利润率/贡献边际率15．假设平滑指数=0.6, 9月份实际销售量为600千克，原来预测9月份销售量为630千克，则预测10月份的销售量为（）。

A.618千克B.600千克C.612千克D.630千克16．在对计划期内企业资金需要量的预测中，需要考虑的主要因素是（）。

A.材料采购成本B.固定成本C.变动成本D.预计销售金额17．在基本的保本图中，总成本线的斜率是（）。

A.单位固定成本B.单位变动成本C.单位生产成本D.变动成本率18．某企业销售利润率为20%，贡献毛益率为50%，则该企业安全边际率为（）。

A．10% B.25% C.40% D.无法计算19．成本预测及混合成本分解中的高低点法中的低点是指（）。

A.单位成本最小的点B.业务量最小的点C.成本总额最小的点D.成本与业务量均最小的点20．如果变动成本率为40%，固定成本为240000元，则保本点为（）元。

A.200000B.240000C.400000D.60000021．筹资预测中最常用的方法是（）。

A.因果预测法B. 回归直线法C. 指数平滑法D. 销售百分比法22.下列各项中，其计算结果不等于变动成本率的是（）。

A.1-贡献毛益率B.1-达到保本点的作业率C.单位变动成本/单价×100%D.变动成本/销售收入×100%23.已知A产品的贡献毛益率为40%，固定成本总额为200万元，税后利润1400万元，所得税率为30%，其销售额为（）万元。

A.5000B.40000C.5500D.319224.下列比率关系正确的是（）。

A.贡献毛益率+安全边际率=1B.贡献毛益率+变动成本率=1C.变动成本率+安全边际率=1D.贡献毛益率+达到保本点的作业率=125.销售百分比预测法是用来预测（）的。

A.销售额B.销售量C.资金需要量D.利润26.某公司每月固定成本4000元，单价40元，计划销售量1000件，如欲实现目标利润2000元，其单位变动成本应为（）。

A.34B.38C.46D.4227.某公司计划期预计生产并销售2000台，单价15元，单位变动成本12元，固定成本3500元，则销售单价的临界值为（）。

A.16.75B.4.75C.7.86D.13.7528.安全边际可表示如下（）A.期望的销售收入-实际销售收入B.销售收入-盈亏临界点销售额C.保本销售额+实际销售收入D.销售收入+固定成本29.某厂只生产一种产品，单位变动成本为45元，固定成本总额为60000元，产品单价为120元，为使安全边际率达到60%，则该厂应当销售的产品为（）A.800单位B.1280单位C.1333单位D.2000单位30.某公司1998年目标利润为40万元，预计该年固定成本为23万元，单位产品变动成本21元，预计销售量为20000台，则公司就将产品价格定为（）A.21元B.31.5元C.52.3元D.10.5元31.设某企业上期实际销售量为50000件，上期预测销售量为55000件，本期实际销售量为53000件，平滑系数为0.5，则下期的预测销售量为（）A.52500件B.54000件C.51250件D.52750件二、多选题1．引起一种产品保本点变动的因素有（）。

A.单价B.单位变动成本C.销售量D.目标利润E.固定成本2．预测分析的方法中，属于定量分析法的有（）。

A.趋势分析法B.集体思考法C.经验分析法D.因果分析法3．下列项目，其中影响综合加权贡献毛益率的决定因素有（）。

A综合的保本点销售额B各种产品的销售额占总销售额的比重;C各种产品的贡献毛益率D固定成本总额E各种产品的变动成本率4. 采用平滑系数法预测销售量的主要依据因素有（）。

A企业上期实际销售量B企业计划期的预计产量C企业上期实际产量D企业计上期预测销售量E平滑系数5. 确定企业目标利润常用的方法有（）。

A.按高低点法确定B.按预计销售收入和基期销售利润率来确定C.按回归分析法确定D.按预计工业总产值和基期产值利润率来确定E.按预计资金平均占用额和基期资金利润率来确定6. 采用平滑系数法预测销售量时，对于平滑系数的取值，下述观点正确的有（）。

A 要求大于零，小于0.5B 一般在0.1与0.4之间C 要求大于零，小于１D 一般在0.3与0.7之间E要求大于１，小于1.57.下列情况中，企业一定保本的有（）。

A.收支相等B.固定成本与变动成本之和小于销售收入C.贡献毛益率等于变动成本率D.贡献毛益总额等于固定成本8.下列表述正确的是（）。

A.变动成本增加，目标销售量将会减少B.单位售价降低，目标销售量也会增加C.固定成本增加，目标销售量也会增加D.目标利润增加，目标销售量也会增加9.某企业生产一种产品，单位变动成本8元，单价12元，固定成本3000元，销量1000件，欲实现目标利润2000元，则可采取的措施为（）A.固定成本降低到2500元B.单价提高到13元C.单位变动成本降至7元D.固定成本降至2000件10.下列各项中正确的是（）A.贡献毛益率+安全边际率=1B.贡献毛益率+变动成本率=1C.安全边际率+达到盈亏临界点作业率=1D.变动成本率+达到盈亏临界点作业率=1三、判断题1.变动成本率高的企业，贡献毛益率也高，创利能力也大。

2.超过保本点以上的安全边际所提供的贡献毛益即是企业的利润。

3.保本点不变，业务量越大，则能实现的利润也越多。

4.某企业的变动成本率为60%，安全边际率为40%，则其销售利润率为24%。

5.平滑指数数值越小，则近期实际数对预测结果的影响就越大。

6.在资产负债表中，资产、负债的各项目都随销售额的变动而发生相应的变动。

四、计算题1．将下列表格中的空白项目填上，计算过程省略。

2．企业产销甲产品，该产品的的单位变动成本为20元，固定成本总额为18000元，贡献毛益率为36%，安全边际率为20%。

要求：①计算甲产品的销售价格；②求甲产品的产销量及预期利润；③若甲产品降价4%，增加3000元的推销费，要实现6000元的目标利润，其销售量应达到多少？⑵计算该公司税前利润。

5．某公司2002年12月31日的资产负债表如下表所示。

该公司2002年的销售收入为500万元，公司的生产能力已经处于饱和状态，税后销售利润率为10%，其中，60%的净利润分配给投资者。

预计2003年的销售收入将提高到600万元，而且2003年的销售利润率和利润分配政策与2002年相同；折旧准备提取数为10万元，其中70%用于改造现有的厂房设备；又假定计划期零星资金需要量为2万元。

要求：预测2003年需要追加资金的数量。

某公司简要资产负债表6．某公司生产一种产品甲，单价为30元，年销售量为30万件，变动成本率为70%，预计年固定成本为90万元。

试计算：（1）产品的单位边际贡献；（2）计算该产品盈亏临界点的销售量；（3）计算产品的安全边际销售量和安全边际率；（4）假设明年目标利润为200万，预测销售量。

7.某公司只产销一种产品，其变动成本为369000元，税前利润为45000元，变动成本率为60%。

要求：（1）计算保本点销售额（2）若下年度销售额增长20%，其他条件不变，则可获得税前利润为多少？。