2011年6月份ACCA考试：F5业绩管理大纲

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　　Study Guide

　　SPECIALIST COST AND MANAGEMENT ACCOUNTING TECHNIQUES

　　1.Activity based costing

　　a)Identify appropriate cost drivers under ABC.

　　b)Calculate costs per driver and per unit using ABC.

　　c)Compare ABC and traditional methods of overhead absorption based on production units,labour hours or machine hours.

　　2.Target costing

　　a)Derive a target cost in manufacturing and service industries.

　　b)Explain the difficulties of using target costing in service industries.

　　c)Suggest how a target cost gap might be closed.

　　3.Life-cycle costing

　　a)Identify the costs involved at different stages of the life-cycle.

　　b)Derive a life cycle cost in manufacturing and service industries.

　　c)Identify the benefits of life cycle costing.

　　4.Throughput accounting

　　a)Calculate and interpret a throughput accounting ratio(TPAR).

　　b)Suggest how a TPAR could be improved.

　　c)Apply throughput accounting to a multi-product decision-making problem.

　　5.Environmental accounting

　　a)Discuss the issues business face in the management of environmental costs.

　　b)Describe the different methods a business may use to account for its environmental costs.

　　B DECISION-MAKING TECHNIQUES

　　1.Relevant cost analysis

　　a)Explain the concept of relevant costing.

　　b)Identify and calculate relevant costs for a specific decision situations from given data.

　　c)Explain and apply the concept of opportunity costs.

　　2.Cost volume profit analysis

　　a)Explain the nature of CVP analysis.

　　b)Calculate and interpret break even point and margin of safety.

　　c)Calculate the contribution to sales ratio,in single and multi-product situations,and demonstrate an understanding of its use.

　　d)Calculate target profit or revenue in single and multi-product situations,and demonstrate an understanding of its use.

　　e)Prepare break even charts and profit volume charts and interpret the information contained within each, including multi-product situations.

　　f)Discuss the limitations of CVP analysis for planning and decision making.

3.Limiting factors

　　a)Identify limiting factors in a scarce resource situation and select an appropriate technique.

　　b)Determine the optimal production plan where an organisation is restricted by a single limiting factor,including within the context of "make" or "buy" decisions.

　　c)Formulate and solve multiple scarce resource problem both graphically and using simultaneous equations as appropriate.

　　d)Explain and calculate shadow prices(dual prices)and discuss their implications on decision-making and performance management.

　　e)Calculate slack and explain the implications of the existence of slack for decision-making and performance management.

　　(Excluding simplex and sensitivity to changes in objective functions)

　　4.Pricing decisions

　　a)Explain the factors that influence the pricing of a product or service.

　　b)Explain the price elasticity of demand.

　　c)Derive and manipulate a straight line demand equation.Derive an equation for the total cost function(including volume-based discounts).

　　d)Calculate the optimum selling price and quantity for an organisation,equating marginal cost and marginal revenue.

　　e)Evaluate a decision to increase production and sales levels,considering incremental costs,incremental revenues and other factors.

　　f)Determine prices and output levels for profit maximisation using the demand based approach to pricing(both tabular and algebraic methods).

　　g)Explain different price strategies,including:

　　i)All forms of cost-plus

　　ii)Skimming

　　iii)Penetration

　　iv)Complementary product

　　v)Product-line

　　vi)Volume discounting

　　vii)Discrimination

　　viii)Relevant cost

　　h)Calculate a price from a given strategy using cost-plus and relevant cost.

　　5.Make-or-buy and other short-term decisions

　　a)Explain the issues surrounding make vs. buy and outsourcing decisions.

　　b)Calculate and compare make"costs "with "buy- in" costs.

　　c)Compare in-house costs and outsource costs of completing tasks and consider other issues surrounding this decision.

　　d)Apply relevant costing principles in situations involving shut down,one-off contracts and the further processing of joint products.

　　6.Dealing with risk and uncertainty in decision- making

　　a)Suggest research techniques to reduce uncertainty e.g. Focus groups,market research.

　　b)Explain the use of simulation,expected values and sensitivity.

　　c)Apply expected values and sensitivity to decision-making problems.

　　d)Apply the techniques of maximax,maximin,and minimax regret to decision-making problems including the production of profit tables.

　　e)Draw a decision tree and use it to solve a multi-stage decision problem

　　f)Calculate the value of perfect information.

C BUDGETING

　　1.Objectives

　　a)Outline the objectives of a budgetary control system.

　　b)Explain how corporate and divisional objectives may differ and can be reconciled.

　　c)Identify and resolve conflicting objectives and explain implications.

　　2.Budgetary systems

　　a)Explain how budgetary systems fit within the performance hierarchy.

　　b)Select and explain appropriate budgetary systems for an organisation,including top- down,bottom-up,rolling, zero-base,activity-base,incremental and feed-forward control.

　　c)Describe the information used in budget systems and the sources of the information needed.

　　d)Explain the difficulties of changing a budgetary system.

　　e)Explain how budget systems can deal with uncertainty in the environment.

　　3.Types of Budget

　　a)Indicate the usefulness and problems with different budget types(zero-base,activity- based,incremental, master,functional and flexible).

　　b)Explain the difficulties of changing the type of budget used.

　　4.Quantitative analysis in budgeting

　　a)Analyse fixed and variable cost elements from total cost data using high/low and regression methods.

　　b)Explain the use of forecasting techniques,including time series,simple average growth models and estimates based on judgement and experience.Predict a future value from provided time series analysis data using both additive and proportional data.

　　c)Estimate the learning effect and apply the learning curve to a budgetary problem,including calculations on steady states.

　　d)Discuss the reservations with the learning curve.

　　e)Apply expected values and explain the problems and benefits.

　　f)Explain the benefits and dangers inherent in using spreadsheets in budgeting.

　　5.Behavioural aspects of budgeting

　　a)Identify the factors which influence behaviour.

　　b)Discuss the issues surrounding setting the difficulty level for a budget.

　　c)Explain the benefits and difficulties of the participation of employees in the negotiation of targets.

　　D STANDARD COSTING AND VARIANCES ANALYSIS

　　1.Budgeting and standard costing

　　a)Explain the use of standard costs.

　　b)Outline the methods used to derive standard costs and discuss the different types of cost possible.

　　c)Explain the importance of flexing budgets in performance management.

　　d)Prepare budgets and standards that allow for waste and idle time.

　　e)Explain and apply the principle of controllability in the performance management system.

　　f)Prepare a flexed budget and comment on its usefulness.

　　2.Basic variances and operating statements

　　a)Calculate,identify the cause of and interpret basic variances:

　　i)Sales price and volume

　　ii)Materials total,price and usage

　　iii)Labour total,rate and efficiency

　　iv)Variable overhead total,expenditure and efficiency

　　v)Fixed overhead total,expenditure and,where appropriate,volume,capacity and efficiency.

　　b)Explain the effect on labour variances where the learning curve has been used in the budget process.

　　c)Produce full operating statements in both a marginal cost and full absorption costing environment,reconciling actual profit to budgeted profit.

　　d)Calculate the effect of idle time and waste on variances including where idle time has been budgeted for.

　　e)Explain the possible causes of idle time and waste and suggest methods of control.

　　f)Calculate,using a simple situation,ABC-based variances.[3]

　　g)Explain the different methods available for deciding whether or not too investigate a variance cause.

3.Material mix and yield variances

　　a)Calculate,identify the cause of,and explain material mix and yield variances.

　　b)Explain the wider issues involved in changing material mix e.g.cost,quality and performance measurement issues.

　　c)Identify and explain the relationship of the material price variance with the material mix and yield variances.

　　d)Suggest and justify alternative methods of controlling production processes.

　　4.Sales mix and quantity variances

　　a)Calculate,identify the cause of,and explain sales mix and quantity variances.

　　b)Identify and explain the relationship of the sales volume variances with the sales mix and quantity variances.

　　5.Planning and operational variances

　　a)Calculate a revised budget.

　　b)Identify and explain those factors that could and could not be allowed to revise an original budget.

　　c)Calculate planning and operational variances for sales,including market size and market share,materials and labour.

　　d)Explain and discuss the manipulation issues involved in revising budgets.

　　6.Behavioural aspects of standard costing

　　a)Describe the dysfunctional nature of some variances in the modern environment of JIT and TQM.

　　b)Discuss the behavioural problems resulting from using standard costs in rapidly changing environments.

　　c)Discuss the effect that variances have on staff motivation and action.

　　E PERFORMANCE MEASUREMENT AND CONTROL

　　1.The scope of performance measurement

　　a)Describe,calculate and interpret financial performance indicators(FPIs)for profitability,liquidity and risk in both manufacturing and service businesses.Suggest methods to improve these measures.

　　b)Describe,calculate and interpret non-financial performance indicators(NFPIs)and suggest method to improve the performance indicated.

　　c)Explain the causes and problems created by short-termism and financial manipulation of results and suggest methods to encourage a long term view.

　　d)Explain and interpret the Balanced Scorecard,and the Building Block model proposed by Fitzgerald and Moon.

　　e)Discuss the difficulties of target setting in qualitative areas.

　　2.Divisional performance and transfer pricing

　　a)Explain and illustrate the basis for setting a transfer price using variable cost,full cost and the principles behind allowing for intermediate markets.

　　b)Explain how transfer prices can distort the performance assessment of divisions and decisions made.

　　c)Explain the meaning of,and calculate,Return on Investment(ROI)and Residual Income(RI),and discuss their shortcomings.

　　d)Compare divisional performance and recognise the problems of doing so.

　　3.Performance analysis in not for profit organisations and the public sector

　　a)Comment on the problems of having non- quantifiable objectives in performance management.

　　b)Explain how performance could be measured in this sector.

　　c)Comment on the problems of having multiple objectives in this sector.

　　d)Outline Value for Money(VFM)as a public sector objective.

　　4.External considerations and behavioural aspects

　　a)Explain the need to allow for external considerations in performance management,including stakeholders, market conditions and allowance for competitors.

　　b)Suggest ways in which external considerations could be allowed for in performance management.

　　c)Interpret performance in the light of external considerations.

　　d)Identify and explain the behaviour aspects of performance management.