ACCA F5考试真题答案.docx
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ACCA F5考试真题答案.docx
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ACCAF5考试真题答案
Answers
FundamentalsLevel–SkillsModule,PaperF5
PerformanceManagement
December2014Answers
SectionA
1
A
DivisionA:
Profit=$14·4mx30%=$4·32m
Imputedinterestcharge=$32·6mx10%=$3·26m
Residualincome=$1·06m
DivisionB:
Profit=8·8mx24%=$2·112m
Imputedinterestcharge=$22·2mx10%=$2·22m
Residualincome=$(0·108)m
2
3
4
5
D
Allcostsareincludedwhenusinglifecyclecosting.
A
Thisisthedefinitionofabasicstandard.
B
Thefirststatementisdescribingmanagementcontrol,notstrategicplanning.
C
Numberofunitsrequiredtomaketargetprofit=fixedcosts+targetprofit/contributionperunitofP1.
Fixedcosts=($1·2x10,000)+($1x12,500)–$2,500=$22,000.
ContributionperunitofP=$3·20+$1·20=$4·40.
($22,000+$60,000)/$4·40=18,636units.
6
A
Product
A
B
C
D
Sellingpriceperunit
Rawmaterialcost
Directlabourcostat$11perhour
Variableoverheadcost
Contributionperunit
$160
$24
$66
$24
$214
$56
$88
$18
$100
$22
$33
$24
$140
$40
$22
$18
$46
$52
$21
$60
––––
––––
––––
––––
Directlabourhoursperunit
Contributionperlabourhour
Rank
6
$7·67
2
8
$6·50
4
3
$7
2
$30
1
3
Normalmonthlyhours(totalunitsxhoursperunit)
1,800
1,000
720
800
Ifthestrikegoesahead,only2,160labourhourswillbeavailable.
ThereforemakeallofD,then1,360hours’worthofA(2,160–800hrs).
7
8
B
460–400=60clients
$40,000–$36,880=$3,120
VCperunit=$3,120/60=$52
ThereforeFC=$40,000–(460x$52)=$16,080
B
Increaseinvariablecostsfrombuyingin(2,200unitsx$40($140–$100))=$88,000
LessthespecificfixedcostssavedifAisshutdown=($10,000)
Decreaseinprofit=$78,000
17
9
A
Onlythefirststatementiscorrect.Traditionalabsorptioncostingtendstoover-allocatecoststohighvolumeproducts,not
under-allocatethem.
10
11
B
Bydefinition,ashadowpriceistheamountbywhichcontributionwillincreaseifanextrakgofmaterialbecomesavailable.20x
$2·80=$56.
C
Neitherstatementiscorrect.Responsibilityisnotassignedsolelytoseniormanagersas,forexample,inaTQMenvironmentquality
iseverybody’sresponsibility.Inaddition,standardcostingcanbedifficulttoapplyindynamicsituations.
12
13
A
Thesecondstatementistalkingaboutflowcostaccounting,notinput/outputanalysis.
D
Target1isafinancialtargetandsoassesseseconomyfactors.Target2ismeasuringtherateofworkhandledbystaffwhichisan
efficiencymeasure.Target3isassessingoutput,soisameasureofeffectiveness.
14
15
B
Incomparisontoparticipativebudgeting,anadvantageofnon-participativebudgetingisthatitshouldbelesstimeconsuming,as
lesscollaborationwillberequiredinordertoproducethebudgets.
C
Thetargetcostingprocessalwaysbeginswiththetargetsellingpricebeingset.Therequiredprofitisthendeterminedanddeducted
fromthetargetsellingpricetoestimatethetargetcost.Thetargetcostisthencomparedtotheestimatedcurrentcostandthecost
gapisthencalculated.
16
17
A
Thisisadescriptionofanincrementalbudget.
A
Newprofitfiguresbeforesalarypaid:
Goodmanager:
$180,000x1·3=$234,000
Averagemanager:
$180,000x1·2=$216,000
Poor:
$180,000x1·1=$198,000
EVofprofits=(0·35x$234,000)+(0·45x$216,000)+(0·2x$198,000)=$81,900+$97,200+$39,600=$218,700
DeductsalarycostandEVwithmanager=$178,700
Thereforedonotemploymanagerasprofitswillfallby$1,300.
18
B
Set-upcostsperproductionrun=$140,000/28=$5,000
Costperinspection=$80,000/8=$10,000
Otheroverheadcostsperlabourhour=$96,000/48,000=$2
OverheadscostsofproductD:
$
Set-upcosts(15x$5,000)
Inspectioncosts(3x$10,000)
Otheroverheads(40,000x$2)
75,000
30,000
80,000
––––––––
185,000
––––––––
Overheadcostperunit=185,000/4,000=$46·25
18
19
20
A
Thisisanexampleoffeedforwardcontrolasthemanagerisusingaforecasttoassistinmakingafuturedecision.
A
Ifdemandisinelasticortheproductlifecycleisshort,apriceskimmingapproachwouldbemoreappropriate.
19
SectionB
1ChairCo
(a)
Learningcurveformula=y=axb
Cumulativeaveragetimeperunitfor8units:
Y=12x8–·415
=5·0628948hours.
Thereforecumulativetotaltimefor8units=40·503158hours.
Cumulativeaveragetimeperunitfor7units:
Y=12x7–·415
=5·3513771hours.
Thereforecumulativetotaltimefor7units=37·45964hours.
Thereforeincrementaltimefor8thunit=40·503158hours–37·45964hours=3·043518hours.
Totallabourcostfor8thunit=3·043518x$15=$45·65277
Materialandoverheadscostperunit=$230
Thereforetotalcostperunit=$275·65277
Thereforepriceperunit=$413·47915
(b)
(i)
Actuallearningrate
Cumulativenumberof
seatsproduced
1
2
4
8
Cumulativetotal
Cumulativeaverage
hoursperunit
12·5
12·5xr
12·5xr2
hours
12·5
34·3
12·5xr3
Usingalgebra:
34·3=8x(12·5xr3)
4·2875=(12·5xr3)
0·343=r3
r=0·70
Thelearningeffectwas70%ascomparedtotheforecastrateof75%,meaningthatthelabourforcelearntmorequickly
thananticipated.
(ii)
Adjustedprice
Theadjustedpricechargedwillbelowerthantheoriginalpricecalculatedinpart(a).Thisisbecausetheincremental
costofthe8thunitwillbelowergiventhe70%learningrate,eventhoughthefirstunittook12·5hours.Weknowthis
becausewearetoldthatthecumulativetimefor8unitswasactually34·3hours.Thisislowerthantheestimated
cumulativetimeinpart(a)for8unitsof40·503158hoursandtherefore,logically,theactualincrementaltimeforthe
8thunitmustbelowerthantheestimated3·043518hourscalculatedinpart(a).Consequently,totalcostwillbelower
andpricewillbelower,giventhatthisisbasedoncost.
2
GlamCo
Bottleneckactivity
(a)
Thebottleneckmayhavebeenworkedoutasfollows:
Totalsalonhours=8x6x50=2,400eachyear.Thecapacityforeachseniorstylistmustbe2,400hours,whichequates
to2,400cutseachyear(2,400/1).Sincetherearethreeseniorstylists,thetotalcapacityis7,200hoursor7,200cutseach
year.Usingthismethod,thecapacityforeachactivityisasfollows:
Cut
Treatment
16,000
4,800
Assistants
Seniorstylists
Juniorstylists
48,000
7,200
9,600
9,600
Thebottleneckactivityisclearlytheworkperformedbytheseniorstylists.
Theseniorstylists’timeiscalledabottleneckactivitybecauseitistheactivitywhichpreventsthesalon’sthroughputfrom
beinghigherthanitis.Thetotalnumberofcutsortreatmentswhichcanbecompletedbythesalon’sseniorstylistsisless
thanthenumberwhichcanbecompletedbyotherstaffmembers,consideringthenumberofeachtypeofstaffavailableand
thetimerequiredbyeachtypeofstaffforeachclient.
20
(b)
TPAR
Cut
$
Treatment
$
Sellingprice
60
110
Materials
Throughput
Throughputperbottleneckhour
TotalsaloncostsperBNhour(w1)
TPAR
0·60
59·40
59·40
42·56
1·4
8(7·40+0·6)
102
68
42·56
1·6
Working1:
Totalsaloncosts
(3x$40,000)+(2x$28,000)+(2x$12,000)+$106,400=$306,400
Thereforecostforeachbottleneckhour=$306,400/7,200=$42·56
Note:
Answersbasedontotalsalarycostswere$80,000werealsoequallyacceptablesincethewordingofquestionwas
opentointerpretation.
3
HiLifeCo
Directmaterials:
Fabric
Wood
Note
1
2
$
200m2at$17·50perm2
20mat$8·20perm
30mat$8·50perm
3,500
164
255
2
Directlabour:
Skilled
Semi-skilled
Factoryoverheads
Administrationoverheads
50hoursat$24perhour
300hoursat$14perhour
20hoursat$15perhour
3
4
5
6
1,200
4,200
300
–––––––
Totalcost
9,619
––––––
1
2
SincethematerialisinregularusebyHLCo,itisreplacementcostwhichistherelevantcostforthecontract.
30mwillhavetobeorderedfromthealternativesupplierforimmediatedeliverybuttheremaining20mcanbeusedfrom
inventoryandreplacedbyanorderfromtheusualsupplieratacostof$8·20perm.
3
4
5
Thereisnocostforthefirst150hoursoflabourbecausethereissparecapacity.Theremaining50hourswillbepaidattime
andahalf,whichis$16x1·5,i.e.$24perhour.
HLCowillchoosetousetheagencyworkers,whowillcost$14perhour,sincethisischeaperthanpayingexisting
semi-skilledworkersat$18perhour($12x1·5)toworkovertime.
Noneofthegeneralfactorycostsareincremental,sotheyhaveallbeenexcluded.However,thesupervisor’sovertimepayis
incremental,sohasbeenincluded.Thesupervisor’snormalsalary,ontheotherhand,hasbeenexcludedbecauseitisnot
incremental.
6
Thesearegeneraloverheadsandarenotincremental,sonovalueshouldbeincludedforthem.
4
Jamair
(a)
Thefourperspectives
Financialperspective–thisperspectiveisconcernedwithhowacompanylookstoitsshareholders.Howcanitcreatevalue
forthem?
KaplanandNortonidentifiedthreecorefinancialthemeswhichwilldrivethebusinessstrategy:
revenuegrowth
andmix,costreductionandassetutilisation.
Customerperspective–thisconsidershowtheorganisationappearstocustomers.Theorganisationshouldaskitself:
‘to
achieveourvision,howshouldweappeartoourcustomers?
’Thecustomerperspectiveshouldidentifythecustomerand
marketsegmentsinwhichthebusinesswillcompete.Thereisastronglinkbetweenthecustomerperspectiveandthe
revenueobjectivesinthefinancialperspective.Ifcustomerobjectivesareachieved,revenueobjectivesshouldbetoo.
Internalperspective–thisrequirestheorganisationtoaskitself:
‘whatmustweexcelattoachieveourfinancialandcust
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