ACCA Key Dates Calendar 2016
ACCA16年6月真题
Professional Level – Essentials Module, Paper P3Business Analysis March/June 2016 Sample Answers 1(a)Inbound logistics and procurementInbound logistics is concerned with activities associated with receiving, storing and disseminating inputs to the production process. It encompasses materials handling, warehousing, inventory control, vehicle scheduling and returns to suppliers. It is responsible for bringing raw materials into the organisation and storing it ready for use. Standard window and bespoke window production pose different problems for the department.In standard window production components tend to be bought in bulk and stored on-site waiting production. This incurs storage costs and there may also be costs associated with wastage and obsolescence. These costs are exacerbated by the problem of mixing standard and bespoke window production. The scenario suggests that bespoke production often displaces standard production, for example, in order to accommodate a customer’s increasingly urgent request. This means that components bought in to fulfil a planned standard production run can be left in storage for longer than was anticipated.However, standard window production does facilitate the bulk buying of components and so raw materials should be cheaper.In bespoke production, there should be fewer storage costs, as the components are moved quickly through to production to fulfil a customer’s order. However, because component lead times are lengthier, buyers often pay more for the windows to secure quick supply and to reflect the lower order quantities normally associated with a specific bespoke order.AT QTP, raw material costs are significantly higher for bespoke windows than for standard windows and this reflects the premium prices expected to be paid for low-volume urgent supplies. However, storage costs (part of which will be storage of raw materials) are much lower, suggesting that the order quickly moves through the QTP factory. However, the number of complaints raised by bespoke window customers perhaps suggests that for many, the order does not move quickly enough.For both standard and bespoke production, the supply of timber is a problem. Prices are rising and there is an increasing shortage of specialist timber. However, from the perspective of QTP, inbound transport is not a problem. This is provided by the suppliers.Production (Operations)Production is concerned with the activities required to transform inputs into the final product. In this case it is the production line process of QTP, transforming timber, glass and fittings into standard and bespoke windows. As well as assembly, production also considers packaging and equipment maintenance.In most organisations, production is most effective when producing long runs of standard products to inventory, minimising set up time and set down time (and associated costs). The production of well-understood standard products reduces the need for quality control and also minimises wastage. In contrast, bespoke production is usually associated with relatively short runs (reflecting individual customer order quantities) and higher set up and set down time (and costs). Specialised bespoke set ups have to be carefully quality-controlled and wastage rates (because of the unfamiliarity with the task) tend to be higher.These general observations appear to be supported by the data at QTP. Set up and set down times for bespoke windows are much longer, meaning that the production line is idle for twice as long. The average production run is also shorter and wastage rates are higher. The number of customer complaints (per thousand units) is also higher. Some of these complaints are likely to be about the quality of the delivered window. Bespoke units have to be exactly to the specification of the customer, whilst standard units are to the specification of QTP. It is the responsibility of the customer to ensure that these standard units are fit for purpose.The production manager’s enthusiasm for standard windows is understandable. It maximises production efficiency, at the same time minimising wastage and complaints.Outbound logisticsOutbound logistics is concerned with the activities associated with collecting, storing and physically distributing the product to buyers. It encompasses finished goods warehousing, material handling, delivery vehicle operation and order processing.Again, different issues are raised by standard window and bespoke window production.Standard production leads to higher storage costs as windows are stored waiting to be sold to potential customers. The storage of these finished windows may lead to wastage, as windows are made unsellable due to storage conditions: damp, extremes of temperature, fire, flood. Pilfering from employees and obsolescence, as demand dries up for a standard window, may also affect stored windows.Once sold, customers expect almost immediate delivery of stored windows, making it difficult to plan the routes of the delivery fleet in advance, particularly as that fleet also has to deal with the urgent delivery of bespoke orders. The effective use and maintenance of its own fleet of vehicles is a clear problem for QTP.In contrast, delivery for bespoke windows produced to order can be planned well in advance and the customer given a specific delivery date. In general, the windows are delivered as soon as they are manufactured and so storage costs are lower. This is reflected in the QTP data where storage costs of bespoke windows are one third those of standard windows. T ransport costs are also lower, reflecting the relative ease of planning the efficient delivery of bespoke orders.Marketing and salesThese are activities associated with inducing the customers to purchase a product and then facilitating that purchase. It includes advertising, promotion, quotations and pricing.At QTP, marketing and sales is rewarded on the basis of revenue per window sold. The data suggests that the average revenue per window is higher for a bespoke window than it is for a standard one. Consequently, there is an incentive to steer customers towards bespoke windows rather than standard ones.Marketing and sales also argues that the bespoke approach means that customers always receive exactly the windows they want, rather than ordering standard windows which do not fit their exact needs. This pre-sales customer design service is perceived as an important strength of QTP and it is what distinguishes the company from its competitors. The marketing and sales director claims that ‘we have sales people who really understand the windows and what customers want and need. We are not trying to sell them windows off the shelf, just because we have them’ in inventory. Fulfilling exact requirements is an important part of building the customer relationship. It is claimed that some important customers purchase standard windows from QTP even when they could be sourced cheaper elsewhere, because of QTP’s past flexibility in developing bespoke windows for them. Thus there are important cross-selling opportunities between standard and bespoke windows.However, the bespoke approach causes both internal and external tensions. Pressure from customers leads to the marketing and sales department putting pressure (in turn) on inbound logistics and procurement to secure the quick delivery of the required components. As noted already, this leads to high raw material costs. Once the raw material has arrived, pressure is put on production to expedite the order and postpone planned standard production runs. This leads to machine and labour inefficiency. Marketing and sales contend that bespoke orders are still more profitable than orders fulfilled from inventory, but the production manager disputes this.The bespoke approach probably also demands the active management of customers. It is possible that the customer is constantly enquiring about the status of their order, and delivery on the planned date is essential if the customer is to achieve its own deadlines and profits.(b)Tutorial note:The analysis of standard window production might use the current pattern of machine utilisation or it mightuse a pattern where the production run is uninterrupted. Credit will be given for either and for both.Financial analysisStandard windows:Machine utilisation (average day)Set up Production Set down Set up Production Set down10 minutes 4 hours20 minutes10 minutes 4 hours20 minutesEffective machine time per day: 8 hoursNumber of units produced: 8 x 12 (8 hours, 12 units per hour) 96 unitsAverage window wastage per day (96 x 2%): 1·92Sellable production per day: 94·08 unitsRevenue: 94·08 x $85 = $7,996·80Cost of production/window$Storage cost15Raw material20T ransport cost15Labour cost12Machine cost8–––T otal70–––Production cost: 94·08 x $70 = $6,585·60Daily contribution: $7,996·80 – $6,585·60 = $1,411·20Bespoke windows:Set up Production Set down Set up Production Set down Set up Production Set down15 minutes 2 hours45 minutes15 minutes 2 hours45 minutes15 minutes 2 hours45 minutesEffective machine time per day: 6 hoursNumber of units produced: 6 x 10 (6 hours, 10 units per hour) 60 unitsAverage window wastage per day (60 x 5%): 3Sellable production per day: 57 unitsRevenue: 57 x 110 = $6,270Cost of production/window$Storage cost5Raw material40T ransport cost10Labour cost15Machine cost10–––T otal80–––Production cost: 57 x $80 = $4,560·00Daily contribution: $6,270·00 – $4,560·00 = $1,710·00So, on this basis, bespoke production produces less revenue per day, but is more profitable.Given the window mix at the moment, the expected daily contribution would be:$1,411 x 0·7 + $1,710 x 0·3 = 987·70 + 513·00 = $1,500·70The data is based on a mixed standard/bespoke production cycle where planned production runs are often cancelled or interrupted by bespoke production requirements. Thus the pattern of use in a production facility dedicated solely to standard windows should be different. For example, in a fully standard window production environment it should be possible to increase effective machine time to 8 hours 30 minutes (1 set up, production, 1 set down). This would lead to a production run of 102 units (8·5 hours x 12). Given a 2% wastage rate, this would lead to an average daily production of 99·96 units, producing a revenue of 99·96 x $85 = $8,496·60. Cost of production would be 99·96 x $70 = $6,997·20.Thus contribution would be $8,496·60 –$6,997·20 = $1,499·40, still below the daily contribution of the bespoke alternative. However, this assumes that all other costs would remain the same in a fully standard configuration.The data provided only concerns direct costs. There is no consideration of overheads. It may be possible that a production line dedicated to standard window development may allow for a reduction in marketing and sales staff and service employees as the windows need less negotiation and support. In contrast, a production line dedicated to bespoke windows may lead to fewer warehousing and distribution staff. Revenues will also be less, so there may be an opportunity to lose staff from general administrative functions.(c)Switching completely to standard windows productionInbound logistics:It should be possible to reduce the storage costs of components, as they should be stored for shorter periods as production is now based on a planned cycle, uninterrupted by bespoke work. Less time in storage should also reduce wastage and obsolescence.There may also be opportunities for exploiting just in time (JIT) supply principles, moving storage costs to the supplier and so reducing inbound storage costs at QTP even further. The company might also consider backward integration, looking to acquire timber production facilities so helping secure the supply chain and also, potentially, reducing raw material costs.Production (Operations):Production efficiencies should be gained from being able to plan production in advance. If set up and set down times remain the same (and this seems a reasonable assumption), then production can be increased to 102 units per day, before wastage. The calculation for this is shown in part (b) of this solution.Outbound logistics:Planned production should lead to a better utilisation of the distribution fleet. However, this is an area where QTP might consider outsourcing to a specialist logistics company who can exploit economies of scale which are not achievable with a small fleet of vehicles. It can be argued that distribution is not a core competence of the company and would benefit from outsourcing.Marketing and sales:There are opportunities for head count reduction in marketing and sales as sales switch to standard windows with specifications available in catalogues and on the internet. The focus is now on promotion and order taking, not the negotiation of individual orders. In standard window production, sales forecasting is paramount. This is an acknowledged weakness of the current marketing and sales team and this would have to be addressed.Overall:In this approach, QTP is an order-obtaining organisation, obtaining orders from customers for goods which it has already produced. Standard window production to inventory should lead to a more efficient window production. However, it may also lead to the loss of customers who value the company’s ability to deliver a mixture of standard and bespoke windows.There is evidence to suggest that such customers currently place orders for standard windows even though they could be sourced more cheaply elsewhere. QTP might lose these customers in the future.Focusing on standard production may also mean that QTP is focusing on a commodity-type market where there will be continual downward pressure on prices.Switching completely to bespoke productionInbound logistics:Because orders are definite, component storage costs should be relatively low, but components cannot be ordered in advance and bulk discounts negotiated. Thus in this case there seems an even stronger case for backward integration. Securing supply is even more vital in bespoke production where supplying the customer at the promised time is paramount. It is also acknowledged that raw material costs are currently high for bespoke windows and so owning the means of timber supply should help reduce this cost.Production (Operations):Production is driven by definite orders from customers, not ‘made to inventory’ production runs based on forecasts. Freeing up capacity should allow the quicker production and delivery of bespoke orders. Production planning is now primarily concerned with scheduling definite orders to meet the agreed delivery date.Outbound logistics:Inventory holding costs should be relatively low as deliveries can be planned around customer order dates. Because these are well known in advance, then a delivery schedule can be planned, although this is likely to be sub-optimal, based around the need to deliver to certain locations on certain dates, rather than planning an optimal route around standard delivery locations. Overall, fewer units will be produced and so it might be possible to reduce the size (and hence cost) of the delivery fleet. The certainty of deliveries might also make this a strong candidate for outsourcing. This could deliver significant cost savings.Marketing and sales:Moving to bespoke production plays to the strengths of the current marketing and sales department.These could be perceived as core competencies which the company needs to exploit. Furthermore, because they are rewarded on average revenue per window, this will also appeal to the department from a reward perspective. The need to acquire new customers may make other elements of the marketing mix, such as promotion, increasingly important.Overall:In this approach, QTP is an order-receiving organisation, producing windows for orders it has received. This is the preferred approach of the current marketing and sales team. Bespoke production will still allow QTP to fulfil standard windows (they will just be produced as bespoke items) and so customers’ needs will be fulfilled, although they may have to pay higher prices than before for such windows. QTP will be positioning itself as a niche provider, able to charge a premium for a specialised service. So, its market positioning will be quite different.2(a)SRO has recognised the importance of the need for functioning systems at all times, and so have ensured that a backup is available. This is key, as any loss of functionality will affect its ability to operate, given that the entire operations are carried out online. However, there are some problems with its general controls, which could severely disrupt business.General controlsThese are controls which relate to the computer environment and, hence, could affect any or all applications in use. These may be policies with regards to the treatment of hardware or procurement, for example, or could be specific security procedures which are in place. SRO appears to recognise the need for general controls by having a separate computer centre, with secure access, a firewall and a password system to protect against unauthorised access. However, despite this recognition, there are a number of areas where the general controls are inadequate.The computer centre is not secured despite the capability to do so. The reason given is not sufficient to risk security controls for. Although the ‘majority of staff’ at headquarters are IT support personnel, there are still some staff who should not have access to the computer centre. Indeed, not all IT staff need access to the main servers. T emporary staff should not fulfil roles which are strategically important and so, to risk the entire operations by providing them with unrestricted access, SRO is not showing adequate control. Similarly, the use of a general user id and simple password means that they have access not just to the hardware, but to the entire system too. The user id and password would be simple to guess should anyone be attempting to hack into the system. SRO must immediately revert to the fingerprint access system, and must ensure that all staff are aware of the importance of preventing unauthorised access. The ‘administrator’ user should be removed immediately, and only those with administrator rights should be afforded them in conjunction with their unique user id. T emporary staff should be issued with unique user ids so that SRO can ascertain who has carried out any transactions on the system. In addition, users should be reminded of the necessity of changing passwords regularly and not writing them down anywhere.This could be enforced in training and by the provision of a procedures document.The firewall has been turned off to allow the intelligent software to upload its finding onto SRO’s system. Unfortunately, turning off the firewall not only allows this to happen, it also opens the systems to the threat of hackers. The firewall should be immediately re-installed. If it is finding difficulties with the application, it may be that there is a security risk with that. This should be thoroughly investigated and corrected.SRO has taken precautions to have a backup system in place as contingency against disasters. However, the system should be in a remote location, rather than in the same location as the main servers. If there were a fire, for example, both the main servers and the backup servers would be affected. Similarly, by having a direct link between the servers, any data corruption or unauthorised access would affect both the servers and their backups. There should be a slight time delay in the connection to prevent this from happening, so immediately a problem is detected the link could be terminated, allowing the backup to be unaffected.The controls mentioned above would affect all systems. There are some controls which affect only specific applications used by the organisation. These are known as application controls and help ensure that transactions are authorised, and are completely and accurately recorded, processed and reported.Application controlsThere are some issues with the application controls on the review system, which form a threat to the accuracy and reliability of the information provided on the system.The intelligent software itself appears to provide out-of-date information and there is, currently, no way of assessing whether this is the case. A verification check may be necessary to ascertain the date of the initial posting of information and whether this is earlier or later than the date of information already held.The reviews posted by users may, or may not, be a fair representation of the service offered. SRO does not verify that the information is correct, nor do they verify whether the users are who they claim to be. Indeed, the ability for users to post anonymously means that they could post whatever they like. There is a possibility that the users may be employed by the stores being reviewed, and giving positive reviews in order to benefit from them. Alternatively, they may be posting negative reviews about their competitors, again compromising the reliability and independence of the reviews. If this were happening, and were to be discovered, it could threaten the entire existence of SRO. It may be that a control needs to be included whereby reviewers can only submit a review if there has been an actual transaction with the store. Similarly, the stores should have the opportunity to respond to a review, made simpler if there is a transaction identifier available.Overall, it appears that, despite having many of the tools in place, SRO is not using them adequately. Procedures should be clearly defined and adhered to in order to protect from such risks.(b)There are two areas of concern identified by SRO:Commercial conflicts of interestSRO’s business objective is to ‘provide an unbiased review of online stores to ensure the customer has all available information’. So, to meet this objective they should focus on both the terms ‘unbiased’ and ‘all available information’. The fact that SRO provides some reviews itself, which, although honest, seek to show certain stores in a positive light, goes against this objective.The dilemma for SRO is that the online stores themselves provide both sets of revenue streams for SRO. It is in SRO’s interest that the reviews are accurate, otherwise they will lose its users who rely on SRO for an honest and truthful review. Should they use another comparison site, or shop around themselves, SRO will no longer gain commission or advertising revenue.However, if the reviews are negative, it is also unlikely that the store in question will advertise in future on SRO’s site and commission sales will also fall, as users of SRO’s site will not follow links towards a store with negative reviews.SRO either needs to change its business objective to remove the terms ‘unbiased’ and ‘all available information’, or they need to consider how to do this whilst maintaining their revenue streams. Ideally, the provision of honest reviews should encourage the stores to provide a good service at all times and then this would no longer be an issue.Relocating company operationsSRO is considering moving its operations to an overseas country with tax and cost benefits. Whilst this may seem to be an attractive option from a financial perspective, there are other elements which should be considered.The dilemma is that the benefits obtained financially may be counteracted by operational problems. The country they are considering relocating to is poorly regulated and does not have legislative controls with regards to the quality of information systems or security of data contained within them, even for personal data. This could lead to the risk of loss of personal data of the registered users, which could cause great reputational damage, should it occur. SRO has already recognised some control issues with its systems and it is likely that these would be worsened in a poorly regulated country.It is mentioned that the country’s culture is such that accepting unauthorised payments is considered acceptable, even if it is not publicly acknowledged. SRO would have the dilemma of whether to behave within the culture of the country, even though such business behaviour may be seen as illegal or considered unethical in its home nation, or whether to take a stance against it, and thus put themselves at a competitive disadvantage. The latter would be in line with their current code of conduct, but it may be difficult to convince locally sourced staff of this.Given that Amy created the company quite recently, in 2010, with the aim of overcoming the unethical behaviour she perceived to exist in the online retail industry, it would appear that both of the dilemmas considered above would risk the entire paradigm of the company, its reason for existence.3(a)Dilip is justified in his decision to attempt to exploit the principles of electronic marketing, as companies can benefit greatly from this approach. The five principles referred to in the question requirement may be exploited as follows:(i)IntelligenceThe internet can be used as a low cost option of gathering intelligence about customers and potential customers. Thewebsite could use cookies to track the customers’ mouse clicks, and see what has been of interest to them, and at whatpoint they leave an area of the site. For example, do they get as far as looking at availability of a holiday and then leavethe site when the price is displayed, or do they move on to another area on reading details about the hotel being offered?This can help to determine new product lines and other elements of the marketing mix.If customers register on the site, then the company can also track their individual preferences over time, and this canhelp to exploit individualisation. As Dilip says, the company currently has no idea whether customers even read theirbrochure. The use of e-marketing will allow analysis of who visited which part of the site, how long they stayed there,whether they went on to get more information and how many times they re-visit the same page.(ii)IndividualisationThe current approach of sending the same marketing, covering all holidays, to every client is not appropriate for theluxury, bespoke service which Inspirations wishes to offer.Inspirations should ensure it makes use of the features of promotion which offer individualisation, given that they are offering a bespoke service, which is, by its nature, individual. This is only possible if the company also exploits the use of intelligence, as previously mentioned. For example, if a customer has shown interest in gourmet food holidays, information relating to these can be shown on the home page. It may then offer a personalised home page when that customer visits again, with specific suggestions for them.Customers should be able to save information on holidays which they are interested in and return to these. Inspirations could send emails if there is anything similar which may be of interest to those customers. Or, if a customer has bookeda specific holiday in the past, such as a river cruise, the company may send them an email in the future with similarholidays.(iii)InteractivityThis principle works on the idea of a ‘pull’ marketing approach, whereby the customers are driving the marketing and selling process, rather than the company ‘pushing’ its holidays at them. Given that the company wishes to sell bespoke holidays, this element is crucial.The interactivity should begin with the use of search engines, such that when a potential customer types ‘luxury holidays’or ‘bespoke holidays’, for example, Inspirations is one of the first to appear in the search results. Once on the website, the customer should be able to search from easy menus, such as ‘destination’ or ‘holiday type’. The customer should then be shown a range of options, and further action on their part may lead them to further details regarding the holiday being viewed. In this way, the customer will only view holidays and further information which is of interest to them.Further interactivity may be provided in the form of a two-way dialogue with a holiday adviser, through an online chat function. This could work well with HC’s new business unit if the adviser is knowledgeable and able to offer enhanced services, such as managing the overall booking. This could be a valued differentiator for Inspirations: offering a personalised service, as if in-store, without the customer having to be inconvenienced by visiting the store.(iv)IntegrationHoliday companies could make great use of integration, which is about sharing knowledge and marketing activity between different parts of the company. For example, if customers switch to Inspirations holidays, having previously been a customer of HC, this information could be shared such that there is already some knowledge of the customers’preferences.Inspirations could also integrate the different elements of the holiday experience and the databases of different companies supplying the services. For example, it may be possible for the customer to book hotels, flights, car hire and excursions. Inspirations could integrate the information, such that once a customer has booked a holiday, marketing information could be sent for the elements which have not been included. Once a holiday has been booked, the website may offer suggestions for upgrades and further options. If, for example, a holiday is booked at a particular destination, then trips available at that destination may be marketed. Depending upon the holiday purpose, different add-ons could be offered. For example, the gourmet trips for food lovers could forward details of excursions to food production facilities, with booking offers if combined with an existing holiday.(v)Independence of locationIndependence of location allows the possibility of selling into global markets. Provided Inspirations has access to flights departing from different countries, there is nothing to stop it operating as a global travel provider. It is intending to make more use of online sales, with the internet being the main source of marketing this new business, therefore high street branches are not necessary in this instance.In order to exploit the global market, Inspirations must ensure that it offers the ability to view holiday prices, and pay, in foreign currencies. It should also ensure that it considers the current trends of holiday destinations for different markets worldwide.(b)There are a number of influences which must be considered when determining a pricing strategy which will deliver thebusiness and corporate objectives of an organisation.Mission and objectivesClearly, the objectives which are to be achieved should form a key element when determining the pricing strategy. HC’s new business unit has the mission of ‘delivering a high quality service for discerning travellers’, and aims to ’achieve revenue of $100m by 2018’. If the business unit is aiming for high quality, then its pricing strategy should be in line with this, in order that customer perception is in line with what the company hopes to deliver. This may lead to a premium pricing strategy for Inspirations to maintain the suggestion of a difference between the standard holidays offered and the new range of holidays.Prices should be higher to reflect the quality offered. HC must also consider the desired revenue, 25% of total company revenue but only 5% of volume; this suggests that the pricing must be set at a higher level than current offerings in order to achieve this. Price is a key element in differentiating its product.Whilst organisations may use discounting as an aid to getting market share, a clear objective of HC, the use of discounting, in this market segment, would contradict the desired message of premium quality.。
2015-2016 ACCA考试政策解读(中英对照版)
2015-2016 ACCA考试政策解读（中英对照版）本文由高顿ACCA整理发布，转载请注明出处ACCA TIME LIMITS - IMPORTANT UPDATEACCA考试时限——重要更新ACCA is introducing important changes to the time limit we allow students for completing the exam component of the ACCA Qualification. Under the current rules, students are removed from the register if they have not completed the exams within 10 years of their initial registration date.特许公认会计师公会 (ACCA) 对学员通过ACCA资格认证所有考试的时限做出了重要调整。
根据目前的规则，学员必须在首次报名注册后10年内通过所有考试，否则将注销其学员资格。
Why is this changing?为何做此调整？So what are the changes to the time limit for taking exams?考试时限有哪些变化？When will the new time limit rule take effect?新时限规则何时生效？Oxford Brookes degree and time limits牛津布鲁克斯大学学位和时限UK and Ireland registered auditor status英国和爱尔兰注册审计师状况And finally, a reminder about ACCA study resources available最后，ACCA可用学习资源WHY IS THIS CHANGING?为何做此调整？We have listened to feedback from employers and students and are making the changes as a result of this.我们倾听了来自雇主和学员的反馈，并据此做了调整。
2016年3月ACCA考试安排
创立财经培训新标准
浦江财经——创立财经培训新标准 2016年3月ACCA 考试安排
来源：浦江财经
ACCA 为全球统一考试，从2016年开始ACCA 全球考试将进行每年四次，分别是3月、6月、9月和12月，这将大大缩短ACCA 考生考过全科的时间。
然而从2015年09月考试开始ACCA 将不单独公布09月的考试题和答案，等2015年12月考试结束后从9月和12月考题中选择最适合备考的学生们用的综合的题和答案。
虽然2016年开始一年有4次考试，以后每半年（每年的6月和12月考试结束后）公布一次综合的题和答案。
（1）报名时间：2015年11月9日至2016年2月8日；
（2）3月7日各科考试开始；
（3）4月18日公布成绩。
（4）2016年3月份考试大纲：由于考试大纲（除了税务）每年9月更新，2016年3月的考试大纲将遵循更新的2015年9最新大纲。
（5）F1-F3 2015年3月无笔试（需要参加机考），2015年6月有笔试。
报名截止日期
Early exam entry （提前报名时段）
2015年11月09日
Standard exam entry （常规报名时段）
2016年02月01日
Late exam entry （后期报名时段）
2016年02月08日。
ACCA F6(UK)2016.9
Fundamentals Level – Skills Module, Paper F6 (UK)September 2016 Answers Taxation (United Kingdom)and Marking Scheme Section A Marks1A£50,000 minus the balance of the 2015–16 AE of £1,000 (3,000 – 2,000 PET) minus the balance of the2014–15 AE of £500 (3,000 – 2,500) = £48,500.2C168 – (72 – 18) = 114 months.3C£40,000 (2015–16) + 2012–13 £0 (contribution exceeds £50,000) + 2013–14 £13,000 (50,000 – 37,000)+ 2014–15 £12,000 (40,000 – 28,000) = £65,000.4B47,700 x 90%/9 = £4,7705BLili Ltd can deduct the research into competitors incurred on 6 June 2010 (£12,000) and the donation to thelocal school on 15 December 2014 (£2,000), i.e. a total of £14,000. It cannot deduct the initial market researchas it was incurred more than seven years before the commencement of trade, nor the costs of entertainingcustomers and suppliers as this is disallowable expenditure under the normal rules.6D((42,385 – 8,060) x 9%) + ((48,000 – 42,385) x 2%) = £3,2017BCorporation tax is a tax on the profits of companies, not the turnover. Inheritance tax is an tax on the transfer ofassets not income. VAT is an indirect tax not a direct tax.8CIf a taxpayer submits a paper return on time, they can ask HMRC to calculate the tax due. T ax returns submittedelectronically automatically calculate the tax due.9AEric – less than 46 days and not previously resident.Fran – resident during the previous three years, so to be automatically not resident she must be in the UK for lessthan 16 days.10DThe market value when first made available less the taxable benefit in respect of the private use in 2014–15(2,000 – (2,000 x 20%) = £1,600), as this is higher than the market value at the date of transfer (£1,400).11C190,000 ((500,000 – 25,000 (325,000 – 300,000)) at 40%) less 40% (4 – 5 years) = £114,000Interest will be charged from 1 February 2017 to 30 June 2017:1,200 x 3% x 5/12 = £15A penalty will be imposed since the payment is more than 30 days late:1,200 x 5% = £6013A102,800 – 10,100 – 79,400 – 6,800 = £6,50014BThe CGT due date will be the same whether the asset is split between spouses (or civil partners) or not.15D4,840/2 = £2,420–––2 marks each30–––Section B16D325,000 + (325,000 x 80%) = £585,00017A220,000 + 43,700 = £263,70018CIt will be the personal representatives of someone’s estate who will be responsible for paying any IHT on the deathestate and this must be done by six months after the END OF THE MONTH of death19C£0. Neither gift would have made any difference to the amount payable.20B(650,000 at 40%) – 52,250 = £207,75021C(138,600 + 23,400) x 0·413 (258·0 – 182·6)/182·6 = £66,90622A272,000 – (120,700 – (364,000 – 272,000)) = £243,30023DThe gain will crystallise at the latest of the date the replacement is disposed of, the date the replacement ceasesto be used for trade purposes and ten years from the date of the replacement’s acquisition. This is therefore tenyears from the date of the replacement’s acquisition on 30 September 2016.(90,000 + (90,000 x 2/3 x 6·40)) x 20,000/(90,000 + (90,000 x 2/3)) = £63,20025D((27,900 – 11,100) at 28%) + (142,200 at 10%) = £18,92426B((7,500 + 10,000) x 4) + 13,500 = £83,500.The historic test is met by 30 September 2015. Alisa should therefore have notified HMRC by 30 October 2015,with registration effective from 1 November 2015.27D((240 x 20/120) + (180 x 20%)) x 6 = £45628C(456 + 624) x 20/120 = £18029BAll businesses must make their VAT payments electronically and this must be done no later than one month andseven days after the end of the quarter, i.e. 7 May 2016.30AA customer’s VAT registration number is not required to be included on a valid VAT invoice.–––2 marks each30–––Section C Marks 31JoeProfits withdrawn entirely as director’s remuneration(1)Joe’s income tax liability 2015–16:£Director’s remuneration59,859Personal allowance(10,600)½–––––––T axable income49,259–––––––Income tax£31,785 at 20%6,357½17,474 at 40%6,990½–––––––49,259––––––––––––––Income tax liability13,347–––––––(2)Joe’s employee class 1 national insurance contributions (NIC) for 2015–16 are £4,468 (((42,385 – 8,060)at 12%) + (59,859 – 42,385) at 2%)).1½(3)There is no corporation tax liability for OK-Joe Ltd as the profits are entirely withdrawn as director’sremuneration.½Profits withdrawn as a mix of director’s remuneration and dividends(1)Joe’s income tax liability 2015–16:£Director’s remuneration8,000Dividends (45,600 x 100/90)50,6671–––––––58,667 Personal allowance(10,600)½–––––––T axable income48,067–––––––Income tax£31,785 at 10% 3,178½16,282 at 32·5%5,292½–––––––48,067––––––––––––––Income tax liability8,470T ax suffered at source (48,067 at 10%) (4,807)½–––––––Income tax payable3,663–––––––(2)There will be no class 1 NIC for either Joe or OK-Joe Ltd as the earnings of £8,000 are below the NIC lowerthresholds.1(3)OK-Joe Ltd corporation tax liability for the year ended 5 April 2016:£T rading profit65,000½Director’s remuneration (8,000)½–––––––T axable total profits57,000–––––––Corporation tax (57,000 at 20%)11,400½–––––––(4)The overall tax and NIC saving if Joe extracts profits using a mix of director’s remuneration and dividends is£7,893 (22,956 (13,347 + 4,468 + 5,141) – 15,063 (3,663 + 11,400)).1–––10–––Tutorial note:The dividends tax credit deduction is restricted to 10% of taxable income, so only £4,807 of thetax credit of £5,067 (50,667 at 10%) can be deducted.Marks 32(a)(1)The application of the basis period rules is more straightforward.(2)There will be no overlap profits.(3)The basis period in the year of cessation will be a maximum of 12 months in length, rather than thepotential 23 months which could arise with a 30 April year end.1 mark per point to a maximum of2–––(b)Ashura – Trading loss for the nine-month period ended 5 April 2016£T rading loss(3,300)Advertising expenditure(800)1 Use of office (4,350 x 1/5)(870)1 Capital allowances (working)(2,960)W½––––––Revised trading loss(7,930)––––––Working – Capital allowancesMain pool Motor car Allowances£££AdditionsLaptop computer2,600½Motor car19,200½AIA – 100%(2,600)2,6001 WDA – 8% x 9/12(1,152) x 2,500/8,0003601½––––––––––––––––––––WDV carried forward0 18,048 2,960–––––––––––––––––––––––6–––Tutorial notes:(1)The advertising expenditure incurred during January 2015 is pre-trading, and is treated as incurredon 1 July 2015. An adjustment is therefore required.(2)Ashura’s motor car has CO2emissions over 130 grams per kilometre, and therefore only qualifies forwriting down allowances at the rate of 8%.(3)The laptop computer purchased on 10 June 2015 is pre-trading capital expenditure, and is thereforetreated as incurred on 1 July 2015.(c)(1)The loss of £7,930 would be relieved against total income for 2012–13 to 2014–15, earliest year first.1(2)Ashura’s total income for 2012–13 of £10,400 is already covered by her personal allowance of£10,600, so a loss relief claim against this year would not result in any tax saving.1–––2–––Marks(d)Ashura – Taxable income 2015–16£Employment incomeSalary56,200½Mileage allowance (3,400 at 10p (55p – 45p))3401Pension contributions– Occupational(2,800)½–Personal pension0½Subscriptions– Professional(320)½–Health club0½–––––––53,420 Loss relief(7,930)1–––––––45,490 Personal allowance(10,600)½–––––––T axable income34,890––––––––––5–––15–––Tutorial notes:(1)The personal pension scheme contribution does not affect the calculation of taxable income, but willinstead extend Ashura’s basic rate tax band by £3,400.(2)The health club subscription is not an allowable deduction because membership is not necessary forAshura to carry on her employment.(3)The loss relief cap does not apply because Ashura’s trading loss is less than the greater of £50,000and 25% of her total income.33(a)Tenth Ltd – Taxable total profits for the four-month period ended 31 July 2015£T rading profit52,400½Balancing charge (working 1)15,300W1 ½–––––––Revised trading profit67,700Property business income (working 2)1,500W2 Chargeable gain (180,300 – 164,500)15,8001–––––––85,000 Qualifying charitable donations(800)½–––––––T axable total profits84,200–––––––Working 1 – Balancing chargeMain pool Charge££WDV brought forward12,400½Addition1,8001 Proceeds (28,200 + 1,300)(29,500)1–––––––(15,300)Balancing charge15,300(15,300)½––––––––––––––Working 2 – Property business income£Rent receivable (1,200 x 4)4,800½Impairment loss(1,200)½Running costs (6,300 x 1/3)(2,100)½––––––Property business income1,500–––––––––7–––Marks (b)Eleventh Ltd – Tax adjusted trading profit for the six-month period ended 31 March 2016£Operating profit122,900½Depreciation2,580½Amortisation2,000½Deduction for lease premium (working 1) (1,440)W1 ½Interest payable (100,000 x 5% x 6/12)(2,500)1 Capital allowances (working 2)(14,334)W2––––––––T rading profit109,206––––––––Working 1 – Deduction for lease premium£Premium paid60,000Less:60,000 x 2% x (15 – 1)(16,800)–––––––Amount assessed on the landlord as income43,2001–––––––Deduction (43,200/15 years x 6/12)1,4401–––––––Working 2 – Capital allowancesMain pool Allowances£££Addition – Motor car [1]12,600½WDA – 18% x 6/12 (1,134)1,1341 Addition qualifying for FYAMotor car [2] 13,200½FYA – 100%(13,200)13,2001––––––––––––––WDV carried forward11,466––––––––––––––T otal allowances14,334––––––––––8–––15–––Tutorial notes:(1)The first motor car has CO2emissions between 76 and 130 grams per kilometre, and thereforequalifies for writing down allowances at the rate of 18%.(2)The second motor car has CO2emissions up to 75 grams per kilometre, and therefore qualifies for the100% first year allowance. The private use of the motor car is irrelevant because there are no private use adjustments in respect of a company.Additional marking guide for section C Marks available Marks awarded 31JoeProfits withdrawn as director’s remunerationIncome tax1½NIC1½Corporation tax½Profits withdrawn as a mix of director’s remuneration and dividendsIncome tax3NIC1Corporation tax1½Saving1–––Total marks10–––32Ashura(a)Advantages of basis periodT wo advantages2–––2–––(b)Trading lossT rading loss2½Capital allowances3½–––6–––(c)Early year loss reliefLoss relief2–––2–––(d)Taxable incomeSalary½Mileage1Pension1Subscriptions1Loss1Personal allowance½–––5–––Total marks15–––33Tenth Ltd and Eleventh Ltd(a)Tenth Ltd –Taxable total profitsT axable total profits2½Balancing charge3Property business income1½–––7–––(b)Eleventh Ltd –Tax adjusted trading profitProfit and add-backs1½Interest payable1Lease premium2½Capital allowances3–––8–––Total marks15–––。
2016年12月ACCA考试《高级财务管理》真题及答案
2016年12月ACCA考试《高级财务管理》真题及答案2016年12月ACCA考试《高级财务管理》真题(总分：100.00，做题时间：150分钟)案例分析题Section A为必做题，Section B任意选两题。
(总题数：4，分数：125.00)Section A – This ONE question is compulsory and MUST be attemptedMorada Co is involved in offering bespoke travel services and maintenance services. In addition to owning a few hotels, it has built strong relationships with companies in the hospitality industry all over the world. It has a good reputation of offering unique, high quality holiday packages at reasonable costs for its clients. The strong relationships have also enabled it to offer repair and maintenance services to a number of hotel chains and cruise ship companies.Following a long discussion at a meeting of the board of directors (BoD) about the future strategic direction which Morada Co should follow, three directors continued to discuss one particular issue over dinner. In the meeting, the BoD had expressed concern that Morada Co was exposed to excessive risk and therefore its cost of capital was too high. The BoD feared that several good projects had been rejected over the previous two years, because they did not meet Morada Co’s high cost of capital threshold. Each director put forward a proposal, which they then discussed in turn. At the conclusion of the dinner, the directors decided to ask for a written report on the proposals put forward by the first director and the second director, beforetaking all three proposals to the BoD for further discussion.First director’s proposalThe first director is of the opinion that Morada Co should reduce its debt in order to mitigate its risk and therefore reduce its cost of capital. He proposes that the company should sell its repair and maintenance services business unit and focus just on offering bespoke travel services and hotel accommodation. In the sale, the book value of non-current assets will reduce by 30% and the book value of current liabilities will reduce by 10%. It is thought that the non-current assets can be sold for an after-tax profit of 15%.The first director suggests that the funds arising from the sale of the repair and maintenance services business unit and cash resources should be used to pay off 80% of the long-term debt. It is estimated that as a result of this, Morada Co’s credit rating will improve from Baa2 to A2.Second director’s proposalThe second director is of the opinion that risk diversification is the best way to reduce Morada Co’s risk and therefore reduce its cost of capital. He proposes that the company raise additional funds using debt finance and then create a new strategic business unit. This business unit will focus on construction of new commercial properties.The second director suggests that $70 million should be borrowed and used to invest in purchasing non-current assets for the construction business unit. The new debt will be issued in the form of four-year redeemable bonds paying an annual coupon of 6·2%. It is estimated that if this amount of debt is rai sed, then Morada Co’s credit rating will worsen to Ca3 from Baa2. Current liabilities are estimated to increase to $28 million.Third director’s proposalThe third director is of the opinion that Morada Co does not need to undertake the proposals suggested by the first director and the second director just to reduce the company’s risk profile. She feels that the above proposals require a fundamental change in corporate strategy and should be considered in terms of more than just tools to manage risk. Instead, she proposes that a risk management system should be set up to appraise Morada Co’s current risk profile, considering each type of business risk and financial risk within the company, and taking appropriate action to manage the risk where it is deemed necessary.Morada Co, extracts from the forecast financial position for the coming yearOther financial informationMorada Co’s forecast after-tax earnings for the coming year are expected to be $28 million. It is estimated that the company will make a 9% return after-tax on any new investment in non-current assets, and will suffer a 9% decrease in after-tax earnings on any reduction in investment in non-current assets.Morada Co’s current share price is $2·88 per share.According to the company’s finance division, it is very difficult to predict how the share price will react to either the proposal made by the first director or the proposal made by the second director. Therefore it has been assumed that the share price will not change following either proposal.The finance division has further assumed that the proportion of the book value of non-current assets invested in each business unit gives a fair representation of the size of each business unit within Morada Co.Morada Co’s equity beta is estimated at 1·2, while the asset beta of the repairs and maintenance services business unit is estimated to be 0·65. The relevant equity beta for the new, larger company including the construction unit relevant to the second director’s proposals has been estimated as 1·21.The bonds are redeemable in four years’ time at face value. For the purposes of estimating the cost of capital, it can be assumed that debt beta is zero. However, the four-year credit spread over the risk free rate of return is 60 basis points for A2 rated bonds, 90 basis points for Baa2 rated bonds and 240 basis points for Ca3 rated bonds.A tax rate of 20% is applicable to all companies. The current risk free rate of return is estimated to be 3·8% and the market risk premium is estimated to be 7%.Required:（分数：50）(1).Explain how business risk and financial risk are related; and how risk mitigation and risk diversification can form part of a company’s risk management strategy.（分数：6）________________________________________________________________ _________________ _________正确答案：(The owners or shareholders of a business will accept that it needs to engage in some risky activities in order to generate returns in excess of the risk free rate of return.A business will be exposed to differing amounts of business and financial risk depending on the decisions it makes. Business risk depends on the decisions a business makes with respect to the services and products it offers and consists of the variability in its profits. For example, it could be related to the demand for its products, the rate of innovation, actions of competitors, etc. Financial risk relates to the volatility of earnings due to the financial structure of the business and could be related to its gearing, the exchange rate risk it is exposed to, its credit risk, its liquidity risk, etc. A business exposed to high levels of business risk may not be able to take excessive financial risk, and vice versa, as the shareholders or owners may not want to bear risk beyond an acceptable level.Risk management involves the process of risk identification, of assessing and measuring the risk through the process of predicting, analysing and quantifying it, and then making decisions on which risks to assume, which to avoid, which to retain and which to transfer. As stated above, a business will not aim to avoid all risks, as it will want to generate excess returns. Dependent on factors such as controllability, frequency and severity of the risk, it may decide to eliminate or reduce some risks from the business through risk transfer. Risk mitigation is the process of transferring risks out of a business through, for example, hedging or insurance, or avoiding certain risks altogether. Risk diversification is a process of risk reduction through spreading business activity into different products and services, different geographical areas and/or different industriesto minimise being excessively exposed by focusing exclusively on one product/service.)(2).Prepare a report for the board of directors of Morada Co which:(i) Estimates Morada Co’s cost of equity and cost of capital, based on market value of equity and debt, before any changes and then after implementing the proposals put forward by the first and by the second directors;(17 marks)(ii) Estimates the i mpact of t he first and second directors’ proposals on Morada Co’s forecast after-tax earnings and forecast financial position for the coming year; and (7 marks) (iii) Discusses the impact on Morada Co of the changes proposed by the first and second directors and recommends whether or not either proposal should be accepted. The discussion should include an explanation of any assumptions made in the estimates in (b)(i) and (b)(ii) above. (9 marks) Professional marks will be awarded in part (b) for the format, structure and presentation of the report. (4 marks)（分数：37）________________________________________________________________ _________________。
2016年9月份ACCA考试科目F5真题练习及答案解析
备考ACCA考试科目F5时，练习真题是很重要的，熟悉掌握考试知识点，做到充分的准备迎接考试。
在考生备考A CCA中，小编为大家整理了ACC A历年真题和答案解析，希望能帮助大家备考ACCA考试F6科目，下面跟随小编一起练习真题吧！1.VPS Is a largemanufa cturi ng busine ss that Is Introd ucing an activi ty basedcostin g system into its busine ss. VPS shipscompon entsvia 1ts own logist ics operat ion to its centra l manufa cturi ng center In Glasgo w from a wide variet y of locati ons. It is attemp tingto identi fy the correc t cost driver for the cost pool called ';compon ent handli ng';.Whichof the follow ing wouldbe the correc t figure to use?A.Averag e compon entsper unitB.Totalnumber of compon entsshippe dC.Averag e distan ce travel led by a compon entD.Totalcompon ents-distan ce travel ledAnswer：DA totalfigure is needed and assumi ng distan ce travel led increa ses the costsof handli ng, then the correc t answer is D.2.Weaver ltd prints two weekly newspa pers:the Crysta l Courie r (40,000 copies In one weekly produc tionrun) and the Palace Bugle(25,000 copies in total, splitover two produc tionruns everyweek.) Produc tionrun set-up costsamount to $2,150 everyweek. Weaver uses Activi ty BasedCostin g and the number of produc tionruns as a cost driver. 1What is the set-up cost for each copy of the Pa lace Bugle?A. $0.018 per copyB. $0.033 per copyC. $0.043 per copyD. $0.057 per copyAnswer：DThe overhe ad absorp tionrate per produc tionrun is calcul atedasOAR = (Produc tionset-up costs, in)/ (Number of produc tionruns)OAR = $2,150/ (3 produc tionruns everyweek)OAR = $716.67 per produc tionrun.For the Palace Bugle, 2 set-up runs* $716.67 per run = $1,433.33. Spread over 25,000H $1,433.33 $ copies, t is amount s to _ 0.057 per copy. 25,000 papers3.The follow ing statem entshave been made aboutABC and cost driver s.(1) A cost driver is any factor that causes a change in the cost of an activi ty.(2) For long-term variab le overhe ad costs, the cost driver will be the volume of activi ty.(3) Tradit ional absorp tioncostin g tendsto under-alloca te overhe ad coststo low-volume produc ts.Whichof the abovestatem entsis/are true?A.and (3) onlyB.and (3) onlyC.and (2) onlyD.(1), (2) and (3)Answer：DStatem ent (1) provid es a defini tionof a cost driver. Cost driver s for long-term variab le overhe ad costswill be the volume of a partic ularactivi ty to whichthe cost driver relate s, so Statem ent (2) is correc t. Statem ent (3) is also correc t. In tradit ional absorp tioncostin g, standa rd high -volume produc ts receiv e a higher amount of overhe ad coststhan with ABC. ABC allows for the unusua lly high costsof suppor t activi tiesfor low-volume produc ts (such as relati velyhigher set-up costs, orderproces singcostsand so on).结合老师的辅导和真题的练习，相信大家一定能取得优异的ACCA考试成绩。
ACCA会计科目中英对照
一级科目二级科目三级科目四级科目代码名称代码名称代码名称代码名称英译1 资产assets11～12 流动资产current assets111 现金及约当现金cash and cash equivalents1111 库存现金cash on hand1112 零用金/周转金petty cash/revolving funds1113 银行存款cash in banks1116 在途现金cash in transit1117 约当现金cash equivalents1118 其它现金及约当现金other cash and cash equivalents112 短期投资short-term investments1121 短期投资—股票short—term investments - stock1122 短期投资—短期票券short-term investments - short—term notes and bills1123 短期投资-政府债券short-term investments - government bonds1124 短期投资-受益凭证short—term investments - beneficiary certificates1125 短期投资—公司债short—term investments - corporate bonds1128 短期投资—其它short-term investments - other1129 备抵短期投资跌价损失allowance for reduction of short-term investment to market 113 应收票据notes receivable1131 应收票据notes receivable1132 应收票据贴现discounted notes receivable1137 应收票据-关系人notes receivable - related parties1138 其它应收票据other notes receivable1139 备抵呆帐－应收票据allowance for uncollec- tible accounts— notes receivable 114 应收帐款accounts receivable1141 应收帐款accounts receivable1142 应收分期帐款installment accounts receivable1147 应收帐款—关系人accounts receivable - related parties1149 备抵呆帐－应收帐款allowance for uncollec- tible accounts - accounts receivable 118 其它应收款other receivables1181 应收出售远汇款forward exchange contract receivable1182 应收远汇款—外币forward exchange contract receivable - foreign currencies 1183 买卖远汇折价discount on forward ex-change contract1184 应收收益earned revenue receivable1185 应收退税款income tax refund receivable1187 其它应收款—关系人other receivables — related parties1188 其它应收款—其它other receivables — other1189 备抵呆帐—其它应收款allowance for uncollec- tible accounts - other receivables 121~122 存货inventories1211 商品存货merchandise inventory1212 寄销商品consigned goods1213 在途商品goods in transit1219 备抵存货跌价损失allowance for reduction of inventory to market1221 制成品finished goods1222 寄销制成品consigned finished goods1223 副产品by—products1224 在制品work in process1225 委外加工work in process - outsourced1226 原料raw materials1227 物料supplies1228 在途原物料materials and supplies in transit1229 备抵存货跌价损失allowance for reduction of inventory to market 125 预付费用prepaid expenses1251 预付薪资prepaid payroll1252 预付租金prepaid rents1253 预付保险费prepaid insurance1254 用品盘存office supplies1255 预付所得税prepaid income tax1258 其它预付费用other prepaid expenses126 预付款项prepayments1261 预付货款prepayment for purchases1268 其它预付款项other prepayments128～129 其它流动资产other current assets1281 进项税额V AT paid （or input tax）1282 留抵税额excess V A T paid （or overpaid V AT）1283 暂付款temporary payments1284 代付款payment on behalf of others1285 员工借支advances to employees1286 存出保证金refundable deposits1287 受限制存款certificate of deposit-restricted1291 递延所得税资产deferred income tax assets1292 递延兑换损失deferred foreign exchange losses1293 业主(股东)往来owners’（stockholders’) current account1294 同业往来current account with others1298 其它流动资产-其它other current assets - other13 基金及长期投资funds and long—term investments131 基金funds1311 偿债基金redemption fund (or sinking fund）1312 改良及扩充基金fund for improvement and expansion1313 意外损失准备基金contingency fund1314 退休基金pension fund1318 其它基金other funds132 长期投资long-term investments1321 长期股权投资long—term equity investments1322 长期债券投资long-term bond investments1323 长期不动产投资long—term real estate in-vestments1324 人寿保险现金解约价值cash surrender value of life insurance1328 其它长期投资other long—term investments1329 备抵长期投资跌价损失allowance for excess of cost over market value of long—term investments14～15 固定资产property , plant, and equipment141 土地land1411 土地land1418 土地—重估增值land — revaluation increments142 土地改良物land improvements1421 土地改良物land improvements1428 土地改良物—重估增值land improvements - revaluation increments1429 累积折旧-土地改良物accumulated depreciation - land improvements143 房屋及建物buildings1431 房屋及建物buildings1438 房屋及建物—重估增值buildings -revaluation increments1439 累积折旧-房屋及建物accumulated depreciation - buildings144～146 机（器）具及设备machinery and equipment1441 机（器）具machinery1448 机（器)具—重估增值machinery — revaluation increments1449 累积折旧-机（器）具accumulated depreciation — machinery151 租赁资产leased assets1511 租赁资产leased assets1519 累积折旧—租赁资产accumulated depreciation - leased assets152 租赁权益改良leasehold improvements1521 租赁权益改良leasehold improvements1529 累积折旧- 租赁权益改良accumulated depreciation - leasehold improvements156 未完工程及预付购置设备款construction in progress and prepayments for equipment 1561 未完工程construction in progress1562 预付购置设备款prepayment for equipment158 杂项固定资产miscellaneous property, plant, and equipment1581 杂项固定资产miscellaneous property, plant, and equipment1588 杂项固定资产—重估增值miscellaneous property, plant，and equipment —revaluation increments1589 累积折旧- 杂项固定资产accumulated depreciation - miscellaneous property，plant, and equipment16 递耗资产depletable assets161 递耗资产depletable assets1611 天然资源natural resources1618 天然资源-重估增值natural resources —revaluation increments1619 累积折耗-天然资源accumulated depletion - natural resources17 无形资产intangible assets171 商标权trademarks1711 商标权trademarks172 专利权patents1721 专利权patents173 特许权franchise1731 特许权franchise174 著作权copyright1741 著作权copyright175 计算机软件computer software1751 计算机软件computer software cost176 商誉goodwill1761 商誉goodwill177 开办费organization costs1771 开办费organization costs178 其它无形资产other intangibles1781 递延退休金成本deferred pension costs1782 租赁权益改良leasehold improvements1788 其它无形资产-其它other intangible assets - other18 其它资产other assets181 递延资产deferred assets1811 债券发行成本deferred bond issuance costs1812 长期预付租金long—term prepaid rent1813 长期预付保险费long-term prepaid insurance1814 递延所得税资产deferred income tax assets1815 预付退休金prepaid pension cost1818 其它递延资产other deferred assets182 闲置资产idle assets1821 闲置资产idle assets184 长期应收票据及款项与催收帐款long-term notes , accounts and overdue receivables 1841 长期应收票据long—term notes receivable1842 长期应收帐款long—term accounts receivable1843 催收帐款overdue receivables1847 长期应收票据及款项与催收帐款—关系人long—term notes，accounts and overdue receivables- related parties1848 其它长期应收款项other long-term receivables1849 备抵呆帐—长期应收票据及款项与催收帐款allowance for uncollectible accounts - long—term notes，accounts and overdue receivables185 出租资产assets leased to others1851 出租资产assets leased to others1858 出租资产-重估增值assets leased to others — incremental value from revaluation1859 累积折旧—出租资产accumulated depreciation - assets leased to others186 存出保证金refundable deposit1861 存出保证金refundable deposits188 杂项资产miscellaneous assets1881 受限制存款certificate of deposit — restricted1888 杂项资产—其它miscellaneous assets - other2 负债liabilities21～22 流动负债current liabilities211 短期借款short-term borrowings（debt)2111 银行透支bank overdraft2112 银行借款bank loan2114 短期借款—业主short-term borrowings — owners2115 短期借款—员工short-term borrowings - employees2117 短期借款-关系人short—term borrowings— related parties2118 短期借款-其它short—term borrowings — other212 应付短期票券short—term notes and bills payable2121 应付商业本票commercial paper payable2122 银行承兑汇票bank acceptance2128 其它应付短期票券other short—term notes and bills payable2129 应付短期票券折价discount on short-term notes and bills payable213 应付票据notes payable2131 应付票据notes payable2137 应付票据-关系人notes payable - related parties2138 其它应付票据other notes payable214 应付帐款accounts pay able2141 应付帐款accounts payable2147 应付帐款-关系人accounts payable - related parties216 应付所得税income taxes payable2161 应付所得税income tax payable217 应付费用accrued expenses2171 应付薪工accrued payroll2172 应付租金accrued rent payable2173 应付利息accrued interest payable2174 应付营业税accrued V AT payable2175 应付税捐—其它accrued taxes payable— other2178 其它应付费用other accrued expenses payable218～219 其它应付款other payables2181 应付购入远汇款forward exchange contract payable2182 应付远汇款—外币forward exchange contract payable — foreign currencies 2183 买卖远汇溢价premium on forward exchange contract2184 应付土地房屋款payables on land and building purchased2185 应付设备款Payables on equipment2187 其它应付款—关系人other payables - related parties2191 应付股利dividend payable2192 应付红利bonus payable2193 应付董监事酬劳compensation payable to directors and supervisors2198 其它应付款—其它other payables — other226 预收款项advance receipts2261 预收货款sales revenue received in advance2262 预收收入revenue received in advance2268 其它预收款other advance receipts227 一年或一营业周期内到期长期负债long—term liabilities -current portion2271 一年或一营业周期内到期公司债corporate bonds payable - current portion2272 一年或一营业周期内到期长期借款long-term loans payable - current portion2273 一年或一营业周期内到期长期应付票据及款项long-term notes and accounts payable due within one year or one operating cycle2277 一年或一营业周期内到期长期应付票据及款项—关系人long-term notes and accounts payables to related parties — current portion2278 其它一年或一营业周期内到期长期负债other long—term lia—bilities —current portion228~229 其它流动负债other current liabilities2281 销项税额V AT received(or output tax）2283 暂收款temporary receipts2284 代收款receipts under custody2285 估计售后服务/保固负债estimated warranty liabilities2291 递延所得税负债deferred income tax liabilities2292 递延兑换利益deferred foreign exchange gain2293 业主(股东)往来owners' current account2294 同业往来current account with others2298 其它流动负债-其它other current liabilities - others23 长期负债long-term liabilities231 应付公司债corporate bonds payable2311 应付公司债corporate bonds payable2319 应付公司债溢（折)价premium（discount）on corporate bonds payable232 长期借款long-term loans payable2321 长期银行借款long-term loans payable — bank2324 长期借款-业主long—term loans payable - owners2325 长期借款—员工long-term loans payable - employees2327 长期借款-关系人long—term loans payable — related parties2328 长期借款-其它long-term loans payable — other233 长期应付票据及款项long-term notes and accounts payable2331 长期应付票据long—term notes payable2332 长期应付帐款long-term accounts pay—able2333 长期应付租赁负债long—term capital lease liabilities2337 长期应付票据及款项-关系人Long-term notes and accounts payable — related parties 2338 其它长期应付款项other long-term payables234 估计应付土地增值税accrued liabilities for land value increment tax2341 估计应付土地增值税estimated accrued land value incremental tax pay-able235 应计退休金负债accrued pension liabilities2351 应计退休金负债accrued pension liabilities238 其它长期负债other long—term liabilities2388 其它长期负债-其它other long—term liabilities - other28 其它负债other liabilities281 递延负债deferred liabilities2811 递延收入deferred revenue2814 递延所得税负债deferred income tax liabilities2818 其它递延负债other deferred liabilities286 存入保证金deposits received2861 存入保证金guarantee deposit received288 杂项负债miscellaneous liabilities2888 杂项负债—其它miscellaneous liabilities — other3 业主权益owners' equity31 资本capital311 资本（或股本) capital3111 普通股股本capital - common stock3112 特别股股本capital — preferred stock3113 预收股本capital collected in advance3114 待分配股票股利stock dividends to be distributed3115 资本capital32 资本公积additional paid—in capital321 股票溢价paid—in capital in excess of par3211 普通股股票溢价paid—in capital in excess of par- common stock3212 特别股股票溢价paid—in capital in excess of par— preferred stock323 资产重估增值准备capital surplus from assets revaluation3231 资产重估增值准备capital surplus from assets revaluation324 处分资产溢价公积capital surplus from gain on disposal of assets3241 处分资产溢价公积capital surplus from gain on disposal of assets325 合并公积capital surplus from business combination3251 合并公积capital surplus from business combination326 受赠公积donated surplus3261 受赠公积donated surplus328 其它资本公积other additional paid-in capital3281 权益法长期股权投资资本公积additional paid-in capital from investee under equity method3282 资本公积- 库藏股票交易additional paid—in capital - treasury stock trans—actions33 保留盈余（或累积亏损) retained earnings （accumulated deficit）331 法定盈余公积legal reserve3311 法定盈余公积legal reserve332 特别盈余公积special reserve3321 意外损失准备contingency reserve3322 改良扩充准备improvement and expansion reserve3323 偿债准备special reserve for redemption of liabilities3328 其它特别盈余公积other special reserve335 未分配盈余（或累积亏损) retained earnings—unappropriated （or accumulated deficit) 3351 累积盈亏accumulated profit or loss3352 前期损益调整prior period adjustments3353 本期损益net income or loss for current period34 权益调整equity adjustments341 长期股权投资未实现跌价损失unrealized loss on market value decline of long—term equity investments3411 长期股权投资未实现跌价损失unrealized loss on market value decline of long—term equity investments342 累积换算调整数cumulative translation adjustment3421 累积换算调整数cumulative translation adjustments343 未认列为退休金成本之净损失net loss not recognized as pension cost 3431 未认列为退休金成本之净损失net loss not recognized as pension costs35 库藏股treasury stock351 库藏股treasury stock3511 库藏股treasury stock36 少数股权minority interest361 少数股权minority interest3611 少数股权minority interest4 营业收入operating revenue41 销货收入sales revenue411 销货收入sales revenue4111 销货收入sales revenue4112 分期付款销货收入installment sales revenue417 销货退回sales return4171 销货退回sales return419 销货折让sales allowances4191 销货折让sales discounts and allowances46 劳务收入service revenue461 劳务收入service revenue4611 劳务收入service revenue47 业务收入agency revenue471 业务收入agency revenue4711 业务收入agency revenue48 其它营业收入other operating revenue488 其它营业收入-其它other operating revenue4888 其它营业收入—其它other operating revenue — other5 营业成本operating costs51 销货成本cost of goods sold511 销货成本cost of goods sold5111 销货成本cost of goods sold5112 分期付款销货成本installment cost of goods sold512 进货purchases5121 进货purchases5122 进货费用purchase expenses5123 进货退出purchase returns5124 进货折让charges on purchased merchandise513 进料materials purchased5131 进料material purchased5132 进料费用charges on purchased material5133 进料退出material purchase returns5134 进料折让material purchase allowances514 直接人工direct labor5141 直接人工direct labor515~518 制造费用manufacturing overhead5151 间接人工indirect labor5152 租金支出rent expense, rent5153 文具用品office supplies （expense)5154 旅费travelling expense, travel5155 运费shipping expenses，freight5156 邮电费postage (expenses)5157 修缮费repair(s) and maintenance (expense )5158 包装费packing expenses5161 水电瓦斯费utilities (expense)5162 保险费insurance (expense)5163 加工费manufacturing overhead - outsourced5166 税捐taxes5168 折旧depreciation expense5169 各项耗竭及摊提various amortization5172 伙食费meal （expenses)5173 职工福利employee benefits/welfare5176 训练费training (expense)5177 间接材料indirect materials5188 其它制造费用other manufacturing expenses56 劳务成本制ervice costs561 劳务成本service costs5611 劳务成本service costs57 业务成本gency costs571 业务成本agency costs5711 业务成本agency costs58 其它营业成本other operating costs588 其它营业成本—其它other operating costs—other 5888 其它营业成本—其它other operating costs - other 6 营业费用operating expenses61 推销费用selling expenses615~618 推销费用selling expenses6151 薪资支出payroll expense6152 租金支出rent expense，rent6153 文具用品office supplies (expense）6154 旅费travelling expense，travel6155 运费shipping expenses，freight6156 邮电费postage (expenses）6157 修缮费repair（s) and maintenance (expense）6159 广告费advertisement expense，advertisement6161 水电瓦斯费utilities (expense)6162 保险费insurance (expense)6164 交际费entertainment (expense)6165 捐赠donation （expense)6166 税捐taxes6167 呆帐损失loss on uncollectible accounts6168 折旧depreciation expense6169 各项耗竭及摊提various amortization6172 伙食费meal (expenses）6173 职工福利employee benefits/welfare6175 佣金支出commission （expense）6176 训练费training (expense）6188 其它推销费用other selling expenses62 管理及总务费用general ＆administrative expenses625～628 管理及总务费用general ＆administrative expenses 6251 薪资支出payroll expense6252 租金支出rent expense, rent6253 文具用品office supplies6254 旅费travelling expense, travel6255 运费shipping expenses，freight6256 邮电费postage （expenses)6257 修缮费repair（s）and maintenance （expense）6259 广告费advertisement expense, advertisement6261 水电瓦斯费utilities （expense）6262 保险费insurance （expense）6264 交际费entertainment （expense）6265 捐赠donation （expense）6266 税捐taxes6267 呆帐损失loss on uncollectible accounts6268 折旧depreciation expense6269 各项耗竭及摊提various amortization6271 外销损失loss on export sales6272 伙食费meal （expenses)6273 职工福利employee benefits/welfare6274 研究发展费用research and development expense6275 佣金支出commission （expense）6276 训练费training (expense）6278 劳务费professional service fees6288 其它管理及总务费用other general and administrative expenses 63 研究发展费用research and development expenses635~638 研究发展费用research and development expenses6351 薪资支出payroll expense6352 租金支出rent expense，rent6353 文具用品office supplies6354 旅费travelling expense, travel6355 运费shipping expenses，freight6356 邮电费postage （expenses)6357 修缮费repair（s) and maintenance （expense）6361 水电瓦斯费utilities （expense)6362 保险费insurance （expense)6364 交际费entertainment （expense）6366 税捐taxes6368 折旧depreciation expense6369 各项耗竭及摊提various amortization6372 伙食费meal (expenses）6373 职工福利employee benefits/welfare6376 训练费training （expense）6378 其它研究发展费用other research and development expenses7 营业外收入及费用non—operating revenue and expenses, other income（expense)71~74 营业外收入non-operating revenue711 利息收入interest revenue7111 利息收入interest revenue/income712 投资收益investment income7121 权益法认列之投资收益investment income recognized under equity method7122 股利收入dividends income7123 短期投资市价回升利益gain on market price recovery of short-term investment713 兑换利益foreign exchange gain7131 兑换利益foreign exchange gain714 处分投资收益gain on disposal of investments7141 处分投资收益gain on disposal of investments715 处分资产溢价收入gain on disposal of assets7151 处分资产溢价收入gain on disposal of assets748 其它营业外收入other non-operating revenue7481 捐赠收入donation income7482 租金收入rent revenue/income7483 佣金收入commission revenue/income7484 出售下脚及废料收入revenue from sale of scraps7485 存货盘盈gain on physical inventory7486 存货跌价回升利益gain from price recovery of inventory7487 坏帐转回利益gain on reversal of bad debts7488 其它营业外收入-其它other non—operating revenue- other items75~ 78 营业外费用non—operating expenses751 利息费用interest expense7511 利息费用interest expense752 投资损失investment loss7521 权益法认列之投资损失investment loss recog- nized under equity method7523 短期投资未实现跌价损失unrealized loss on reduction of short—term investments to market753 兑换损失foreign exchange loss7531 兑换损失foreign exchange loss754 处分投资损失loss on disposal of investments7541 处分投资损失loss on disposal of investments755 处分资产损失loss on disposal of assets7551 处分资产损失loss on disposal of assets788 其它营业外费用other non-operating expenses7881 停工损失loss on work stoppages7882 灾害损失casualty loss7885 存货盘损loss on physical inventory7886 存货跌价及呆滞损失loss for market price decline and obsolete and slow—moving inventories7888 其它营业外费用-其它other non-operating expenses- other8 所得税费用(或利益）income tax expense （or benefit）81 所得税费用(或利益) income tax expense （or benefit)811 所得税费用（或利益）income tax expense (or benefit）8111 所得税费用（或利益）income tax expense ( or benefit）9 非经常营业损益nonrecurring gain or loss91 停业部门损益gain（loss）from discontinued operations911 停业部门损益-停业前营业损益income(loss) from operations of discontinued segments9111 停业部门损益-停业前营业损益income(loss) from operations of discontinued segment912 停业部门损益—处分损益gain（loss）from disposal of discontinued segments 9121 停业部门损益-处分损益gain（loss) from disposal of discontinued segment92 非常损益extraordinary gain or loss921 非常损益extraordinary gain or loss9211 非常损益extraordinary gain or loss93 会计原则变动累积影响数cumulative effect of changes in accounting principles931 会计原则变动累积影响数cumulative effect of changes in accounting principles9311 会计原则变动累积影响数cumulative effect of changes in accounting principles 94 少数股权净利minority interest income941 少数股权净利minority interest income9411 少数股权净利minority interest income。
2016年6月ACCA考试F9财务管理真题（SectionB部分）
2016年6月ACCA考试F9财务管理真题（SectionB部分）(总分100, 做题时间180分钟)Section BCompanies which are similar to Crago Co have the following average values for 20X5:The 7% loan notes were issued domestically while the 10% loan notes were issued in a(a) Evaluate the risk faced by Plam Co on its peso-denominated interest payment in six months' time and advise how this risk might be hedged.(b) Identify and discuss the different kinds of interest rate risk faced by Plam Co.(a) Justifying any assumptions which you make, calculate the current market value of the loan notes of Darlga Co, using future share price increases of:(i) 4% per year;(ii) 6% per year.(b) Discuss the limitations of the dividend growth model as a way of valuing the ordinary shares of a company.The ordinary shares of Dinla Co are currently trading at $4·26 per share on an ex dividend(a) Calculate the after-tax weighted average cost of capital of Dinla Co on a market value basis.(b) Discuss the connection between the relative costs of sources of finance and the creditor hierarchy.(c) Explain the differences between Islamic finance and other conventional finance.The selling price for a motorhome depends on the van or truck which is converted, the quality(a) Calculate the expected net present value of the planned investment for the first four years of operation.(b) After the fourth year of operation, Degnis Co expects to continue to produce and sell 450 motorhomes per year for the foreseeable future.Required:Calculate the effect on the expected net present value of the planned investment of continuing to produce and sell motorhomes beyond the first four years and comment on the financial acceptability of the planned investment.(c) Critically discuss the use of probability analysis in incorporating risk into investmentappraisal.。
2016年3月份ACCA考试真题P1复原
2016年3月份ACCA考试真题P1复原【ACCA P1真题复原】Q1 案例：高利贷公司，电话销售，按单计算佣金，社会反响不好；政府出台新政约束，设利息上限两倍，并要求核查贷款人信用背景。
公司營收受損股价下跌打算改商業模式，加强内控。
请了个在公司做了30年会计的员工做内审，这人努力学习内审知识，但要向财务总监汇报。
公司有审计委员会，但形同虚设。
业务部门反抗激烈，说内审烦人。
a) 新法规对SKH的影响：员工，股东，客户；b)解释Internal audit function和面临的挑战；c)解释Independence和建议改善内审独立性；d) Statement of BOD to Shareholders: i) 解释Non-executive Committees和重要性；ii) Effective risk assessment process重要性；iii) Risk & IC reporting重要性Q2 案例：CEO很牛，公司很成功，退休前攒很多股票期权。
股东担心后继无人，CEO想用新业务推高股价然后套现退休。
但新业务会把公司利息偿还倍数拉低，而违反银行贷款协议。
于是CEO想歪招，要调高存货操纵利润，同时说公司外审是以前马仔可以搞定。
a)解释Conflict of interest；结合案例指出COI；b)解释Agency relationship；Accountability怎么加强双方信任降低代理成本；c)解释Probity；批判CEO行为Q3 案例：军火商想上市:1）美國；2) 亞洲发展中国家（Principle-based）a) Pros& cons of rules-based approach和案例公司。
ACCA考试科目：9月份ACCA考试科目要大变了
ACCA考试科目：9月份ACCA考试科目要大变了对于很多小伙伴来说，9月份ACCA考试科目要发生巨大的变化了。
如果还不了解就赶紧看一下吧，将会对你有很大的帮助。
9月即将迎来的考纲变化，不仅仅是考试科目和复习方式的改变，更透露出ACCA对于会员职场综合能力的强调和财务人在当下的身份转型。
众所周知，ACCA的9月考季要变天了。
从2016年10月起ACCA官方就放出消息，2018年将成为ACCA改革大年。
3月考季起，ACCA 开始逐步将以往科目名称数字缩写替换为新的命名系统，例如将Audit and Assurance审计与认证科目的缩写F8，替换为AA缩写。
其中17年12月至18年6月为过渡阶段，两套考纲可以混合使用，18年7月18日公布6月成绩后，将会正式完成官网的所有科目名称转换。
在所有变化中，最引人注意的是这样一条，P1和P3科目将会合并为SBL战略商业领袖科目，P2公司报告将会更名为SBR战略商业报告。
而全新的科目，将会在2018年的9月考季首次实施。
这个改动，可谓近年来动静最大的一次。
A考君想说的，也是今天这篇文章的核心，此次改变看似只是科目名称的改变，背后透露的却是ACCA官方对于整个财务行业从业人员角色定位的思考，通过这一举动，倡导的是财务人员的转型。
新考纲强调的是财务人的综合能力在官方给出的新科目考纲中，我们可以看到，新的SBl战略商业领袖科目，在内容上与原本两个科目架构和比重完全不同。
新SBL科目在大方向上分为公司治理，和战略领导两个核心板块，简而言之，可以视为公司财务管理，和领导能力两个方面。
必须注意的是，在这次的变革中，首次将“领导力”作为科目的一个核心来培训，这个特点，在几乎所有财会类证书中，都是闻所未闻的。
新的SBL商业战略领袖科目，将之前科目设置中的商业分析和风险管理合并为公司治理板块，相对来说，无论是财务分析，风险分析，还是公司的财务管理，都是会计学专业领域里的延伸，或者说，都是会计学的“知识”。
ACCA会计科目中英对照
一级科目二级科目三级科目四级科目代码名称代码名称代码名称代码名称英译1 资产assets11～12 流动资产current assets111 现金及约当现金cash and cash equivalents1111 库存现金cash on hand1112 零用金/周转金petty cash/revolving funds1113 银行存款cash in banks1116 在途现金cash in transit1117 约当现金cash equivalents1118 其它现金及约当现金other cash and cash equivalents112 短期投资short-term investments1121 短期投资—股票short—term investments - stock1122 短期投资—短期票券short-term investments - short—term notes and bills1123 短期投资-政府债券short-term investments - government bonds1124 短期投资-受益凭证short—term investments - beneficiary certificates1125 短期投资—公司债short—term investments - corporate bonds1128 短期投资—其它short-term investments - other1129 备抵短期投资跌价损失allowance for reduction of short-term investment to market 113 应收票据notes receivable1131 应收票据notes receivable1132 应收票据贴现discounted notes receivable1137 应收票据-关系人notes receivable - related parties1138 其它应收票据other notes receivable1139 备抵呆帐－应收票据allowance for uncollec- tible accounts— notes receivable 114 应收帐款accounts receivable1141 应收帐款accounts receivable1142 应收分期帐款installment accounts receivable1147 应收帐款—关系人accounts receivable - related parties1149 备抵呆帐－应收帐款allowance for uncollec- tible accounts - accounts receivable 118 其它应收款other receivables1181 应收出售远汇款forward exchange contract receivable1182 应收远汇款—外币forward exchange contract receivable - foreign currencies 1183 买卖远汇折价discount on forward ex-change contract1184 应收收益earned revenue receivable1185 应收退税款income tax refund receivable1187 其它应收款—关系人other receivables — related parties1188 其它应收款—其它other receivables — other1189 备抵呆帐—其它应收款allowance for uncollec- tible accounts - other receivables 121~122 存货inventories1211 商品存货merchandise inventory1212 寄销商品consigned goods1213 在途商品goods in transit1219 备抵存货跌价损失allowance for reduction of inventory to market1221 制成品finished goods1222 寄销制成品consigned finished goods1223 副产品by—products1224 在制品work in process1225 委外加工work in process - outsourced1226 原料raw materials1227 物料supplies1228 在途原物料materials and supplies in transit1229 备抵存货跌价损失allowance for reduction of inventory to market 125 预付费用prepaid expenses1251 预付薪资prepaid payroll1252 预付租金prepaid rents1253 预付保险费prepaid insurance1254 用品盘存office supplies1255 预付所得税prepaid income tax1258 其它预付费用other prepaid expenses126 预付款项prepayments1261 预付货款prepayment for purchases1268 其它预付款项other prepayments128～129 其它流动资产other current assets1281 进项税额V AT paid （or input tax）1282 留抵税额excess V A T paid （or overpaid V AT）1283 暂付款temporary payments1284 代付款payment on behalf of others1285 员工借支advances to employees1286 存出保证金refundable deposits1287 受限制存款certificate of deposit-restricted1291 递延所得税资产deferred income tax assets1292 递延兑换损失deferred foreign exchange losses1293 业主(股东)往来owners’（stockholders’) current account1294 同业往来current account with others1298 其它流动资产-其它other current assets - other13 基金及长期投资funds and long—term investments131 基金funds1311 偿债基金redemption fund (or sinking fund）1312 改良及扩充基金fund for improvement and expansion1313 意外损失准备基金contingency fund1314 退休基金pension fund1318 其它基金other funds132 长期投资long-term investments1321 长期股权投资long—term equity investments1322 长期债券投资long-term bond investments1323 长期不动产投资long—term real estate in-vestments1324 人寿保险现金解约价值cash surrender value of life insurance1328 其它长期投资other long—term investments1329 备抵长期投资跌价损失allowance for excess of cost over market value of long—term investments14～15 固定资产property , plant, and equipment141 土地land1411 土地land1418 土地—重估增值land — revaluation increments142 土地改良物land improvements1421 土地改良物land improvements1428 土地改良物—重估增值land improvements - revaluation increments1429 累积折旧-土地改良物accumulated depreciation - land improvements143 房屋及建物buildings1431 房屋及建物buildings1438 房屋及建物—重估增值buildings -revaluation increments1439 累积折旧-房屋及建物accumulated depreciation - buildings144～146 机（器）具及设备machinery and equipment1441 机（器）具machinery1448 机（器)具—重估增值machinery — revaluation increments1449 累积折旧-机（器）具accumulated depreciation — machinery151 租赁资产leased assets1511 租赁资产leased assets1519 累积折旧—租赁资产accumulated depreciation - leased assets152 租赁权益改良leasehold improvements1521 租赁权益改良leasehold improvements1529 累积折旧- 租赁权益改良accumulated depreciation - leasehold improvements156 未完工程及预付购置设备款construction in progress and prepayments for equipment 1561 未完工程construction in progress1562 预付购置设备款prepayment for equipment158 杂项固定资产miscellaneous property, plant, and equipment1581 杂项固定资产miscellaneous property, plant, and equipment1588 杂项固定资产—重估增值miscellaneous property, plant，and equipment —revaluation increments1589 累积折旧- 杂项固定资产accumulated depreciation - miscellaneous property，plant, and equipment16 递耗资产depletable assets161 递耗资产depletable assets1611 天然资源natural resources1618 天然资源-重估增值natural resources —revaluation increments1619 累积折耗-天然资源accumulated depletion - natural resources17 无形资产intangible assets171 商标权trademarks1711 商标权trademarks172 专利权patents1721 专利权patents173 特许权franchise1731 特许权franchise174 著作权copyright1741 著作权copyright175 计算机软件computer software1751 计算机软件computer software cost176 商誉goodwill1761 商誉goodwill177 开办费organization costs1771 开办费organization costs178 其它无形资产other intangibles1781 递延退休金成本deferred pension costs1782 租赁权益改良leasehold improvements1788 其它无形资产-其它other intangible assets - other18 其它资产other assets181 递延资产deferred assets1811 债券发行成本deferred bond issuance costs1812 长期预付租金long—term prepaid rent1813 长期预付保险费long-term prepaid insurance1814 递延所得税资产deferred income tax assets1815 预付退休金prepaid pension cost1818 其它递延资产other deferred assets182 闲置资产idle assets1821 闲置资产idle assets184 长期应收票据及款项与催收帐款long-term notes , accounts and overdue receivables 1841 长期应收票据long—term notes receivable1842 长期应收帐款long—term accounts receivable1843 催收帐款overdue receivables1847 长期应收票据及款项与催收帐款—关系人long—term notes，accounts and overdue receivables- related parties1848 其它长期应收款项other long-term receivables1849 备抵呆帐—长期应收票据及款项与催收帐款allowance for uncollectible accounts - long—term notes，accounts and overdue receivables185 出租资产assets leased to others1851 出租资产assets leased to others1858 出租资产-重估增值assets leased to others — incremental value from revaluation1859 累积折旧—出租资产accumulated depreciation - assets leased to others186 存出保证金refundable deposit1861 存出保证金refundable deposits188 杂项资产miscellaneous assets1881 受限制存款certificate of deposit — restricted1888 杂项资产—其它miscellaneous assets - other2 负债liabilities21～22 流动负债current liabilities211 短期借款short-term borrowings（debt)2111 银行透支bank overdraft2112 银行借款bank loan2114 短期借款—业主short-term borrowings — owners2115 短期借款—员工short-term borrowings - employees2117 短期借款-关系人short—term borrowings— related parties2118 短期借款-其它short—term borrowings — other212 应付短期票券short—term notes and bills payable2121 应付商业本票commercial paper payable2122 银行承兑汇票bank acceptance2128 其它应付短期票券other short—term notes and bills payable2129 应付短期票券折价discount on short-term notes and bills payable213 应付票据notes payable2131 应付票据notes payable2137 应付票据-关系人notes payable - related parties2138 其它应付票据other notes payable214 应付帐款accounts pay able2141 应付帐款accounts payable2147 应付帐款-关系人accounts payable - related parties216 应付所得税income taxes payable2161 应付所得税income tax payable217 应付费用accrued expenses2171 应付薪工accrued payroll2172 应付租金accrued rent payable2173 应付利息accrued interest payable2174 应付营业税accrued V AT payable2175 应付税捐—其它accrued taxes payable— other2178 其它应付费用other accrued expenses payable218～219 其它应付款other payables2181 应付购入远汇款forward exchange contract payable2182 应付远汇款—外币forward exchange contract payable — foreign currencies 2183 买卖远汇溢价premium on forward exchange contract2184 应付土地房屋款payables on land and building purchased2185 应付设备款Payables on equipment2187 其它应付款—关系人other payables - related parties2191 应付股利dividend payable2192 应付红利bonus payable2193 应付董监事酬劳compensation payable to directors and supervisors2198 其它应付款—其它other payables — other226 预收款项advance receipts2261 预收货款sales revenue received in advance2262 预收收入revenue received in advance2268 其它预收款other advance receipts227 一年或一营业周期内到期长期负债long—term liabilities -current portion2271 一年或一营业周期内到期公司债corporate bonds payable - current portion2272 一年或一营业周期内到期长期借款long-term loans payable - current portion2273 一年或一营业周期内到期长期应付票据及款项long-term notes and accounts payable due within one year or one operating cycle2277 一年或一营业周期内到期长期应付票据及款项—关系人long-term notes and accounts payables to related parties — current portion2278 其它一年或一营业周期内到期长期负债other long—term lia—bilities —current portion228~229 其它流动负债other current liabilities2281 销项税额V AT received(or output tax）2283 暂收款temporary receipts2284 代收款receipts under custody2285 估计售后服务/保固负债estimated warranty liabilities2291 递延所得税负债deferred income tax liabilities2292 递延兑换利益deferred foreign exchange gain2293 业主(股东)往来owners' current account2294 同业往来current account with others2298 其它流动负债-其它other current liabilities - others23 长期负债long-term liabilities231 应付公司债corporate bonds payable2311 应付公司债corporate bonds payable2319 应付公司债溢（折)价premium（discount）on corporate bonds payable232 长期借款long-term loans payable2321 长期银行借款long-term loans payable — bank2324 长期借款-业主long—term loans payable - owners2325 长期借款—员工long-term loans payable - employees2327 长期借款-关系人long—term loans payable — related parties2328 长期借款-其它long-term loans payable — other233 长期应付票据及款项long-term notes and accounts payable2331 长期应付票据long—term notes payable2332 长期应付帐款long-term accounts pay—able2333 长期应付租赁负债long—term capital lease liabilities2337 长期应付票据及款项-关系人Long-term notes and accounts payable — related parties 2338 其它长期应付款项other long-term payables234 估计应付土地增值税accrued liabilities for land value increment tax2341 估计应付土地增值税estimated accrued land value incremental tax pay-able235 应计退休金负债accrued pension liabilities2351 应计退休金负债accrued pension liabilities238 其它长期负债other long—term liabilities2388 其它长期负债-其它other long—term liabilities - other28 其它负债other liabilities281 递延负债deferred liabilities2811 递延收入deferred revenue2814 递延所得税负债deferred income tax liabilities2818 其它递延负债other deferred liabilities286 存入保证金deposits received2861 存入保证金guarantee deposit received288 杂项负债miscellaneous liabilities2888 杂项负债—其它miscellaneous liabilities — other3 业主权益owners' equity31 资本capital311 资本（或股本) capital3111 普通股股本capital - common stock3112 特别股股本capital — preferred stock3113 预收股本capital collected in advance3114 待分配股票股利stock dividends to be distributed3115 资本capital32 资本公积additional paid—in capital321 股票溢价paid—in capital in excess of par3211 普通股股票溢价paid—in capital in excess of par- common stock3212 特别股股票溢价paid—in capital in excess of par— preferred stock323 资产重估增值准备capital surplus from assets revaluation3231 资产重估增值准备capital surplus from assets revaluation324 处分资产溢价公积capital surplus from gain on disposal of assets3241 处分资产溢价公积capital surplus from gain on disposal of assets325 合并公积capital surplus from business combination3251 合并公积capital surplus from business combination326 受赠公积donated surplus3261 受赠公积donated surplus328 其它资本公积other additional paid-in capital3281 权益法长期股权投资资本公积additional paid-in capital from investee under equity method3282 资本公积- 库藏股票交易additional paid—in capital - treasury stock trans—actions33 保留盈余（或累积亏损) retained earnings （accumulated deficit）331 法定盈余公积legal reserve3311 法定盈余公积legal reserve332 特别盈余公积special reserve3321 意外损失准备contingency reserve3322 改良扩充准备improvement and expansion reserve3323 偿债准备special reserve for redemption of liabilities3328 其它特别盈余公积other special reserve335 未分配盈余（或累积亏损) retained earnings—unappropriated （or accumulated deficit) 3351 累积盈亏accumulated profit or loss3352 前期损益调整prior period adjustments3353 本期损益net income or loss for current period34 权益调整equity adjustments341 长期股权投资未实现跌价损失unrealized loss on market value decline of long—term equity investments3411 长期股权投资未实现跌价损失unrealized loss on market value decline of long—term equity investments342 累积换算调整数cumulative translation adjustment3421 累积换算调整数cumulative translation adjustments343 未认列为退休金成本之净损失net loss not recognized as pension cost 3431 未认列为退休金成本之净损失net loss not recognized as pension costs35 库藏股treasury stock351 库藏股treasury stock3511 库藏股treasury stock36 少数股权minority interest361 少数股权minority interest3611 少数股权minority interest4 营业收入operating revenue41 销货收入sales revenue411 销货收入sales revenue4111 销货收入sales revenue4112 分期付款销货收入installment sales revenue417 销货退回sales return4171 销货退回sales return419 销货折让sales allowances4191 销货折让sales discounts and allowances46 劳务收入service revenue461 劳务收入service revenue4611 劳务收入service revenue47 业务收入agency revenue471 业务收入agency revenue4711 业务收入agency revenue48 其它营业收入other operating revenue488 其它营业收入-其它other operating revenue4888 其它营业收入—其它other operating revenue — other5 营业成本operating costs51 销货成本cost of goods sold511 销货成本cost of goods sold5111 销货成本cost of goods sold5112 分期付款销货成本installment cost of goods sold512 进货purchases5121 进货purchases5122 进货费用purchase expenses5123 进货退出purchase returns5124 进货折让charges on purchased merchandise513 进料materials purchased5131 进料material purchased5132 进料费用charges on purchased material5133 进料退出material purchase returns5134 进料折让material purchase allowances514 直接人工direct labor5141 直接人工direct labor515~518 制造费用manufacturing overhead5151 间接人工indirect labor5152 租金支出rent expense, rent5153 文具用品office supplies （expense)5154 旅费travelling expense, travel5155 运费shipping expenses，freight5156 邮电费postage (expenses)5157 修缮费repair(s) and maintenance (expense )5158 包装费packing expenses5161 水电瓦斯费utilities (expense)5162 保险费insurance (expense)5163 加工费manufacturing overhead - outsourced5166 税捐taxes5168 折旧depreciation expense5169 各项耗竭及摊提various amortization5172 伙食费meal （expenses)5173 职工福利employee benefits/welfare5176 训练费training (expense)5177 间接材料indirect materials5188 其它制造费用other manufacturing expenses56 劳务成本制ervice costs561 劳务成本service costs5611 劳务成本service costs57 业务成本gency costs571 业务成本agency costs5711 业务成本agency costs58 其它营业成本other operating costs588 其它营业成本—其它other operating costs—other 5888 其它营业成本—其它other operating costs - other 6 营业费用operating expenses61 推销费用selling expenses615~618 推销费用selling expenses6151 薪资支出payroll expense6152 租金支出rent expense，rent6153 文具用品office supplies (expense）6154 旅费travelling expense，travel6155 运费shipping expenses，freight6156 邮电费postage (expenses）6157 修缮费repair（s) and maintenance (expense）6159 广告费advertisement expense，advertisement6161 水电瓦斯费utilities (expense)6162 保险费insurance (expense)6164 交际费entertainment (expense)6165 捐赠donation （expense)6166 税捐taxes6167 呆帐损失loss on uncollectible accounts6168 折旧depreciation expense6169 各项耗竭及摊提various amortization6172 伙食费meal (expenses）6173 职工福利employee benefits/welfare6175 佣金支出commission （expense）6176 训练费training (expense）6188 其它推销费用other selling expenses62 管理及总务费用general ＆administrative expenses625～628 管理及总务费用general ＆administrative expenses 6251 薪资支出payroll expense6252 租金支出rent expense, rent6253 文具用品office supplies6254 旅费travelling expense, travel6255 运费shipping expenses，freight6256 邮电费postage （expenses)6257 修缮费repair（s）and maintenance （expense）6259 广告费advertisement expense, advertisement6261 水电瓦斯费utilities （expense）6262 保险费insurance （expense）6264 交际费entertainment （expense）6265 捐赠donation （expense）6266 税捐taxes6267 呆帐损失loss on uncollectible accounts6268 折旧depreciation expense6269 各项耗竭及摊提various amortization6271 外销损失loss on export sales6272 伙食费meal （expenses)6273 职工福利employee benefits/welfare6274 研究发展费用research and development expense6275 佣金支出commission （expense）6276 训练费training (expense）6278 劳务费professional service fees6288 其它管理及总务费用other general and administrative expenses 63 研究发展费用research and development expenses635~638 研究发展费用research and development expenses6351 薪资支出payroll expense6352 租金支出rent expense，rent6353 文具用品office supplies6354 旅费travelling expense, travel6355 运费shipping expenses，freight6356 邮电费postage （expenses)6357 修缮费repair（s) and maintenance （expense）6361 水电瓦斯费utilities （expense)6362 保险费insurance （expense)6364 交际费entertainment （expense）6366 税捐taxes6368 折旧depreciation expense6369 各项耗竭及摊提various amortization6372 伙食费meal (expenses）6373 职工福利employee benefits/welfare6376 训练费training （expense）6378 其它研究发展费用other research and development expenses7 营业外收入及费用non—operating revenue and expenses, other income（expense)71~74 营业外收入non-operating revenue711 利息收入interest revenue7111 利息收入interest revenue/income712 投资收益investment income7121 权益法认列之投资收益investment income recognized under equity method7122 股利收入dividends income7123 短期投资市价回升利益gain on market price recovery of short-term investment713 兑换利益foreign exchange gain7131 兑换利益foreign exchange gain714 处分投资收益gain on disposal of investments7141 处分投资收益gain on disposal of investments715 处分资产溢价收入gain on disposal of assets7151 处分资产溢价收入gain on disposal of assets748 其它营业外收入other non-operating revenue7481 捐赠收入donation income7482 租金收入rent revenue/income7483 佣金收入commission revenue/income7484 出售下脚及废料收入revenue from sale of scraps7485 存货盘盈gain on physical inventory7486 存货跌价回升利益gain from price recovery of inventory7487 坏帐转回利益gain on reversal of bad debts7488 其它营业外收入-其它other non—operating revenue- other items75~ 78 营业外费用non—operating expenses751 利息费用interest expense7511 利息费用interest expense752 投资损失investment loss7521 权益法认列之投资损失investment loss recog- nized under equity method7523 短期投资未实现跌价损失unrealized loss on reduction of short—term investments to market753 兑换损失foreign exchange loss7531 兑换损失foreign exchange loss754 处分投资损失loss on disposal of investments7541 处分投资损失loss on disposal of investments755 处分资产损失loss on disposal of assets7551 处分资产损失loss on disposal of assets788 其它营业外费用other non-operating expenses7881 停工损失loss on work stoppages7882 灾害损失casualty loss7885 存货盘损loss on physical inventory7886 存货跌价及呆滞损失loss for market price decline and obsolete and slow—moving inventories7888 其它营业外费用-其它other non-operating expenses- other8 所得税费用(或利益）income tax expense （or benefit）81 所得税费用(或利益) income tax expense （or benefit)811 所得税费用（或利益）income tax expense (or benefit）8111 所得税费用（或利益）income tax expense ( or benefit）9 非经常营业损益nonrecurring gain or loss91 停业部门损益gain（loss）from discontinued operations911 停业部门损益-停业前营业损益income(loss) from operations of discontinued segments9111 停业部门损益-停业前营业损益income(loss) from operations of discontinued segment912 停业部门损益—处分损益gain（loss）from disposal of discontinued segments 9121 停业部门损益-处分损益gain（loss) from disposal of discontinued segment92 非常损益extraordinary gain or loss921 非常损益extraordinary gain or loss9211 非常损益extraordinary gain or loss93 会计原则变动累积影响数cumulative effect of changes in accounting principles931 会计原则变动累积影响数cumulative effect of changes in accounting principles9311 会计原则变动累积影响数cumulative effect of changes in accounting principles 94 少数股权净利minority interest income941 少数股权净利minority interest income9411 少数股权净利minority interest income。
2016年6月ACCA考试F7财务报告(International)真题(SectionB部分)
2016年6月ACCA考试F7财务报告（International）真题（SectionB部分）(总分：60.00，做题时间：195分钟)一、Section B (总题数：3，分数：60.00)1.On 1 October 2015, Zanda Co acquired 60% of Medda Co's equity shares by means of a share exchange of one new share in Zanda Co for every two acquired shares in Medda Co. In addition, Zanda Co will pay a further $0·54 per acquired share on 30 September 2016.Zanda Co has not recorded any of the purchase consideration and its cost of capital is 8% per annum.The market value of Zanda Co's shares at 1 October 2015 was $3·00 each.The summarised statements of financial position of the two companies as at 31 March 2016 are:The following information is relevant:(i) At the date of acquisition, Zanda Co conducted a fair value exercise on Medda Co's net assets which were equal to their carrying amounts (including Medda Co's financial asset equity investments) with the exception of an item of plant which had a fair value of $2·5 million below its carrying amount. The plant had a remaining useful life of 30 months at 1 October 2015. The directors of Zanda Co are of the opinion that an unrecorded deferred tax asset of $1·2 million at 1 October 2015, relating to Medda Co's losses, can be relieved in the near future as a result of the acquisition. At 31 March 2016, the directors' opinion has not changed, nor has the value of the deferred tax asset.(ii) Zanda Co's policy is to value the non-controlling interestat fair value at the date of acquisition. For this purpose, a share price for Medda Co of $1·50 each is representative of the fair value of the shares held by the noncontrolling interest. (iii) At 31 March 2016, Medda Co held goods in inventory which had been supplied by Zanda Co at a mark-up on cost of 35%. These goods had cost Medda Co $2·43 million.(iv) The financial asset equity investments of Zanda Co and Medda Co are carried at their fair values at 1 April 2015. At 31 March 2016, these had fair values of $6·1 million and $1·8 million respectively, with the change in Medda Co's investments all occurring since the acquisition on 1 October 2015.(v) There is no impairment to goodwill at 31 March 2016. Required:Prepare the following extracts from the consolidated statement of financial position of Zanda Co as at 31 March 2016:(i) Goodwill;(ii) Retained earnings;(iii) Non-controlling interest.（分数：15.00）__________________________________________________________________________________________正确答案：(Zanda Co – Extracts from the consolidated statement of financial position as at 31 March 2016(ii) Consolidated retained earningsMedda Co's inventory at 31 March 2016 is $2·43 million, at a mark-up on cost of 35% there would be $630,000 of unrealised profit (URP) (2,430 × 35/135) in inventory.(iii) Non-controlling interest)解析：Nonat Co is a manufacturer of domestic appliances. Its chairman is pleased with the results for the year ended 31 December 2015 as they show a continuing improvement over recent past performance. However, the finance director says that a better assessment of the company's performance would be made by a comparison to other companies in the same sector. The finance director has obtained some ratios for Nonat Co's business sector, based on a year end of 31 December 2015, which are:The summarised financial statements of Nonat Co are: Statement of profit or loss for the year ended 31 December 2015Statement of financial position as at 31 December 2015Required:（分数：15）(1).(a) Prepare for Nonat Co the equivalent ratios to those of its sector.Note: The finance lease obligations should be treated as debt in the ROCE and gearing calculations.（分数：6）___________________________________________________________ _______________________________正确答案：(Equivalent ratios for Nonat Co)解析：(2).(b) Analyse the financial performance and position of Nonat Co for the year to 31 December 2015 in comparison to the sector averages.（分数：9）__________________________________________________________________________________________正确答案：(Analysis of comparative financial performance and position Financial performanceAs measured by the return on capital employed (ROCE), Nonat Co's overall profitability does not compare well with its competitors, underperforming the sector average profitability by over 37% ((18·5% –11·6%)18·5%). The component parts of overall profitability are asset turnover and profit margins and, on both of these, Nonat Co considerably underperforms the sector average. The underperformance is worse for profit margins than for asset utilisation and indeed it is the gross margin which is the main cause of the unfavourable comparison. This may be due to a deliberate policy of underpricing competitors (to increase sales) or it may be due to inefficient manufacturing. Nonat Co's control of operating expenses, as shown by the difference between gross and operating profit margins, is relatively good (at 9·3% of revenue compared to 10·7% for the sector) which confirms that it is gross profit margin which is the problem area, assuming there are no differences in cost classification.Nonat Co is generating approximately 11% ((1·8 –1·6)/1·8) less revenue from its assets compared to the sector average which (as already noted) is also contributing to overall lower profitability (ROCE). Apart from the obvious implication thatNonat Co may be a less efficient manufacturer, there could also be a number of other reasons for the lower asset utilisation. Nonat Co has revalued its property, whereas it is not known if its competitors have (without the revaluation Nonat Co's ROCE would be 12·9% ignoring additional depr eciation). Some of Nonat Co's plant may have been recently acquired and therefore may not be up to full production capacity, meaning the current year's revenue does not contain sales for a full year in respect of production from this plant. The leasing of plant is usually more expensive than outright purchase (although the finance costs would not affect ROCE). Of course other competitors may also experience some of these issues, the effects of which would be included in the sector average figures.Financial positionThe current ratio shows that the liquidity of Nonat Co is within expected norms and compares well with its competitors. There may be an argument to exclude the current finance lease liability from the current ratio which would then put it at 2·3:1 (16,400:7,200) which is perhaps a little higher than expected norms (usually an upper limit of 2).Nonat Co's gearing is quite high at more than double that of its competitors. This obviously increases finance costs and with an interest cover of only 2·7 times (4,900/1,800), any downturn in profit may place Nonat Co in a difficult position. That said, a finance cost of 10% on the loan notes (plus the finance costs of the lease obligations) is a lower percentage than the ROCE so shareholders are getting a (slight) benefit from the debt, but this is at considerable risk.It is tempting to say that if Nonat Co had not leased some of its plant its gearing would be more in line with the sector average, but this begs the question of how else would it have financed the plant. Issuing a further loan note would leaveNonat Co in a similar debt position as now; only a cash injection from a new share issue would reduce the gearing. Another possibility is that Nonat Co could structure its plant leases such that they qualified as operating rather than finance leases. Indeed, it may be that Nonat Co already has some operating leased plant, but this cannot be determined from the information provided.ConclusionNonat Co is considerably underperforming its sector averages and the finance director is correct to say that a comparison with its competitors is a better indication of Nonat Co's current performance than looking at the past trend of its own performance, subject to the definitions and accounting policies used by other companies in the sector.The analysis indicates Nonat Co may need to look at its pricing policy or manufacturing efficiency and also needs to investigate a strategy of reducing its gearing.)解析：2.The following trial balance relates to Downing Co as at 31 March 2016:The following notes are relevant:(i) Revenue includes an amount of $16 million for a sale made on 1 April 2015. The sale relates to a single product and includes ongoing servicing from Downing Co for four years. The normal selling price of the product and the servicing would be $18 million and $500,000 per annum ($2 million in total) respectively.(ii) The contract asset is comprised of contract costs incurred at 31 March 2016 of $15 million less a payment of $10 million from the customer. The agreed transaction price for the total contract is $30 million and the total expected costs are $24 million. Downing Co uses an input method based on costs incurred to date relative to the total expected costs to determine the progress towards completion of its contracts.(iii) Downing Co issued 300,000 $100 5% convertible loan noteson 1 April 2015. The loan notes can be converted to equity shares on the basis of 25 shares for each $100 loan note on 31 March 2018 or redeemed at par for cash on the same date. An equivalent loan note without the conversion rights would have required an interest rate of 8%.The present value of $1 receivable at the end of each year, based on discount rates of 5% and 8%, are:(iv) Non-current assets:Due to rising property prices, Downing Co decided to revalue its land and buildings on 1 April 2015 to their market value. The values were confirmed at that date as land $16 million and buildings $52·2 million with the buildings having an estimated remaining life of 18 years at the date of revaluation. Downing Co intends to make a transfer from the revaluation surplus to retained earnings in respect of the annual realisation of the revaluation surplus. Ignore deferred tax on the revaluation. Plant and equipment is depreciated at 15% per annum using the reducing balance method.During the current year, the income from royalties relating to the patent had declined considerably and the directors are concerned that the value of the patent may be impaired. A study at the year end concluded that the present value of the future estimated net cash flows from the patent at 31 March 2016 is $3·25 million; however, Downing Co als o has a confirmed offer of $3·4 million to sell the patent immediately at that date. No depreciation/amortisation has yet been charged on any non-current asset for the year ended 31 March 2016. All depreciation/amortisation is charged to cost of sales. There were no acquisitions or disposals of non-current assetsduring the year.(v) The directors estimate a provision for income tax for the year ended 31 March 2016 of $11·4 million is required. The balance on current tax in the trial balance represents the under/over provision of the tax liability for the year ended 31 March 2015. At 31 March 2016, Downing Co had taxable temporary differences of $18·5 million requiring a provision for deferred tax. Any deferred tax movement should be reported in profit or loss. The income tax rate applicable to Downing Co is 20%.Required:(a) Prepare the statement of profit or loss and other comprehensive income for Downing Co for the year ended 31 March 2016.(b) Prepare the statement of changes in equity for Downing Co for the year ended 31 March 2016.(c) Prepare the statement of financial position of Downing Co as at 31 March 2016.Notes to the financial statements are not required. Work to the nearest $1,000.(d)The finance director of Downing Co has correctly calculated the company's basic and diluted earnings per share (EPS) to be disclosed in the financial statements for the year ended 31 March 2016 at 148·2 cents and 119·4 cents respectively.On seeing these figures, the chief executive officer (CEO) is concerned that the market will react badly knowing that the company's EPS in the near future will be only 119·4 cents, a fall of over 19% on the current year's basic EPS. Required:Explain why and what aspect of Downing Co's capital structure is causing the basic EPS to be diluted and comment on the validity of the CEO's concerns.（分数：30.00）___________________________________________________________ _______________________________正确答案：((a) Downing Co – Statement of profit or loss and other comprehensive income for the year ended 31 March 2016(b) Downing Co – Statement of changes in equity for the year ended 31 March 2016(c) Downing Co –Statement of financial position as at 31 March 2016Workings (figures in brackets in $'000)(i) Product and servicing saleUnder IFRS 15 Revenue from Contracts with Customers, sales made which include revenue for on-going servicing work must have part of the revenue deferred and any discount offered to stand-alone selling prices must (normally) be allocated to each component pro rata to the stand-alone selling prices.The stand-alone selling price of the product and the servicing work would be $20 million ($18 million and $2 million (500 × 4 years) respectively). The actual combined selling price of $16 million represents a 20% discount on the stand-alone selling prices ((20,000 –16,000)/(18,000 + 2,000)). Thus the sales revenue of $16 million would be allocated $14·4 million(18,000 × 80%) to the product and $1·6 million (2,000 × 80%) to the servicing. At 31 March 2016 there are three more years of servicing work, thus $1·2 million (1,600 × 3 years/4 years) must be treated as deferred revenue, split $400,000 as a current liability and $800,000 as a non-current liability.(ii) Contract with customerBased on an input method (cost) basis to determine the comp letion of the contract, it is 62·5% complete(15,000/24,000 × 100). Thus the profit for the year to 31 March 2016 is $3·75 million (6,000 × 62·5%); $18·75 million (15,000 + 3,750) will be recognised as revenue; and $15 million as cost of sales.The contrac t asset will be $8·75 million (18,750 – 10,000) received.(iii) Cost of sales(iv) Non-current assetsLand and buildings:The gain on revaluation and carrying amount of the land and buildings is:The carrying amount of land and buildings at 31 March 2016 is $65·3 million (16,000 + (52,200 – 2,900)).The transfer from the revaluation surplus to retained earnings in respect of the annual realisation of the surplus is $400,000 (7,200/18 years).The carrying amount of plant and equipment at 31 March 2016 is $39·1 million (82,700 – (36,700 + 6,900)).The carrying amount of the patent at the date of the impairment (31 March 2016) is $3·75 million (7,500 –(3,000 + 750)), the higher of its fair value (3,400) and its value in use (3,250) is $3·4 million, thus the patent is impaired by $350,000 (3,750 – 3,400).(v) 5% convertible loan noteThe convertible loan notes are a compound financial instrument having a debt and an equity component which must both be quantified and accounted for separately:The finance cost for the year will be $2,206,000 (27,570 × 8%) and the carrying amount of the loan at 31 March 2016 will be $28,276,000 (27,570 + (2,206 – 1,500)).(vi) Deferred tax(d) The issue of the 5% convertible loan notes is the reason why Downing Co has to disclose a figure for diluted EPS inaddition to its basic EPS. When the convertible loan notes are due for redemption on 31 March 2018, there is the potential that they will be converted into equity shares which would increase the number of equity shares in issue. At the same time there will also be a saving in the after tax interest which will no longer be paid to the loan note holders, however, this will be proportionately less per share than is currently generated from earnings per share (otherwise there would not be a dilution) and thus the EPS will be diluted or ‘watered down’. In reality, it is possible that the convertible loan notes, or a proportion of them, will be redeemed for cash which would not cause a dilution, however, IAS 33 Earnings per Share requires that maximum possible dilution has to be assumed when calculating the diluted EPS.Despite this, the CEO seems mistaken as to what the diluted EPS figure actually means; it does not mean that this will be the EPS in the near future (or at the time of redemption). The future EPS will be based on future earnings and the (weighted average) number of shares actually in issue in that future year. Rather, the diluted EPS figure should be seen as a sort of warning. It is saying that, based on existing circumstances, if the dilution had already taken place, i.e. that the convertible shares had already been redeemed for equity (at the maximum possible number of new shares), the diluted EPS as disclosed would have been the figure reported as the actual (basic) EPS. So, although the CEO does not fully understand what the diluted EPS figure means, it does indicate to investors the possibility of a future dilution of EPS; and with the dilution being a sizable 19% lower than the basic EPS, it may well cause an adverse reaction in the market price of the Downing Co's shares. )解析：。
2016年9月份ACCA F6考试大纲解读
2016 年 9 月份 ACCA F6 考试大纲解读！
从 2016 年 3 月开始，ACCA 官方将实行每年四个考季。ACCA 官方发布了最新考 纲变化，2016 年 9 月起 F5-F9 的考试结构会有细微的调整，同时 F5-F9 将逐步实 行机考，关于机考详细信息 ACCA 官方将在 2016 年 4 月发布。
F6 (UK), TAXATION
The main additions to the F6 syllabus are given in Table 4 below.
Table 4 – Additions to F6 (UK)
泽稷网P2、P3 没有变化，P4、P5 有一些新的变动，具体变动详情请看以下 ACCA 官方解读原文吧。
CHANGES TO THE ACCA QUALIFICATION SKILLS MODULE, PROFESSIONAL LEVEL AND FOUNDATIONS IN 2016-17
This article explains the planned updates to the ACCA Qualification syllabuses taking place as part of the process of continuous syllabus refreshment and improvement.
ACCA考试相关注意事项
ACCA考试相关注意事项ACCA考试注意事项：1. 必须从始至终的遵守监考人员的所有要求和指令。
2. 不允许试图用虚假错误或者容易令人误解的信息去欺骗监考人员。
3. 如果在考试前有阅读时间，不允许在阅读时间内打开或填写答题册，知道阅读时间停止时监考人员通知开始答题，方可打开答题册进行作答。
4. 如果在考试前有阅读时间，从阅读时间开始即算作考试时间开始。
5. 不允许在桌子上放置任何书本以及其他不允许携带的材料。
6. 在考试进行中，不允许携带和使用与考试无关的物品。
考试中不允许事项：使用字典词典翻译材料。
使用或将手机及类似的通讯器材放在桌子上，任何放置于包内的通讯器材必须关机，直到考试结束。
将有储存或显示文本资料功能的计算器放置在桌子上。
何为储存功能计算器：就是正常的计算器、不允许带有夹带资料功能的计算器。
1、你那白壳儿绿键的计算器可以带，你那Kitty猫的计算器可以带。
别看着太高级的计算器。
2、所谓存储功能，指的`是比如手机、电子词典那样的计算器，能存些资料的。
而市面上简单“计算器”，基本都只能用于科学计算，存不了资料。
(M及独立存储单元ABC等等只能存数字，不算带存储功能)。
3、考试过程中，不能通过不正当手段帮助及企图帮助其他人，或者从其他人那里获得或者企图获得帮助。
4、必须始终遵从准考证中注明的考场规范。
特别提醒：1、还没下载准考证，下载了准考证还没浏览过的同学请勿过于淡定，毕竟咱是付了钱的，咱得尊重它。
(学员在考前2~3周即可登录MYACCA个人账户打印准考证，请已经报考的学员注意提前打印准考证并仔细核对自己的考试科目、考试时间及考试地点，做好充分准备。
)2、准考证没照片的，照片上不是自己本人也勿惶恐，及时给英国发邮件说明情况。
记得备注ID. 细心的再传张照片给他：students@3、必须遵从监考人员的指令，一旦考生在考试中被监考人员怀疑有不正当行为，监考人员有权终止考生考试并将考生逐出考场。
ACCA会计科目中英对照
一级科目二级科目三级科目四级科目代码名称代码名称代码名称代码名称英译1 资产assets11~ 12 流动资产current assets111 现金及约当现金cash and cash equivalents1111 库存现金cash on hand1112 零用金/周转金petty cash/revolving funds1113 银行存款cash in banks1116 在途现金cash in transit1117 约当现金cash equivalents1118 其它现金及约当现金other cash and cash equivalents112 短期投资short-term investments1121 短期投资-股票short-term investments - stock1122 短期投资-短期票券short-term investments - short-term notes and bills1123 短期投资-政府债券short-term investments - government bonds1124 短期投资-受益凭证short-term investments - beneficiary certificates1125 短期投资-公司债short-term investments - corporate bonds1128 短期投资-其它short-term investments - other1129 备抵短期投资跌价损失allowance for reduction of short-term investment to market113 应收票据notes receivable1131 应收票据notes receivable1132 应收票据贴现discounted notes receivable1137 应收票据-关系人notes receivable - related parties1138 其它应收票据other notes receivable1139 备抵呆帐－应收票据allowance for uncollec- tible accounts- notes receivable114 应收帐款accounts receivable1141 应收帐款accounts receivable1142 应收分期帐款installment accounts receivable1147 应收帐款-关系人accounts receivable - related parties1149 备抵呆帐－应收帐款allowance for uncollec- tible accounts - accounts receivable118 其它应收款other receivables1181 应收出售远汇款forward exchange contract receivable1182 应收远汇款-外币forward exchange contract receivable - foreign currencies1183 买卖远汇折价discount on forward ex-change contract1184 应收收益earned revenue receivable1187 其它应收款- 关系人other receivables - related parties1188 其它应收款- 其它other receivables - other1189 备抵呆帐- 其它应收款allowance for uncollec- tible accounts - other receivables121~122 存货inventories1211 商品存货merchandise inventory1212 寄销商品consigned goods1213 在途商品goods in transit1219 备抵存货跌价损失allowance for reduction of inventory to market1221 制成品finished goods1222 寄销制成品consigned finished goods1223 副产品by-products1224 在制品work in process1225 委外加工work in process - outsourced1226 原料raw materials1227 物料supplies1228 在途原物料materials and supplies in transit1229 备抵存货跌价损失allowance for reduction of inventory to market125 预付费用prepaid expenses1251 预付薪资prepaid payroll1252 预付租金prepaid rents1253 预付保险费prepaid insurance1254 用品盘存office supplies1258 其它预付费用other prepaid expenses126 预付款项prepayments1261 预付货款prepayment for purchases1268 其它预付款项other prepayments128~129 其它流动资产other current assets1281 进项税额VAT paid ( or input tax)1282 留抵税额excess VAT paid (or overpaid VAT)1283 暂付款temporary payments1284 代付款payment on behalf of others1285 员工借支advances to employees1286 存出保证金refundable deposits1287 受限制存款certificate of deposit-restricted1292 递延兑换损失deferred foreign exchange losses1293 业主(股东)往来owners'(stockholders') current account 1294 同业往来current account with others1298 其它流动资产-其它other current assets - other13 基金及长期投资funds and long-term investments131 基金funds1311 偿债基金redemption fund (or sinking fund)1312 改良及扩充基金fund for improvement and expansion 1313 意外损失准备基金contingency fund1314 退休基金pension fund1318 其它基金other funds132 长期投资long-term investments1321 长期股权投资long-term equity investments1322 长期债券投资long-term bond investments1323 长期不动产投资long-term real estate in-vestments1324 人寿保险现金解约价值cash surrender value of life insurance1328 其它长期投资other long-term investments1329 备抵长期投资跌价损失allowance for excess of cost over market value of long-term investments14~ 15 固定资产property , plant, and equipment141 土地land1411 土地land1418 土地-重估增值land - revaluation increments142 土地改良物land improvements1421 土地改良物land improvements1428 土地改良物-重估增值land improvements - revaluation increments1429 累积折旧-土地改良物accumulated depreciation - land improvements143 房屋及建物buildings1431 房屋及建物buildings1438 房屋及建物-重估增值buildings -revaluation increments1439 累积折旧-房屋及建物accumulated depreciation - buildings144~146 机(器)具及设备machinery and equipment1441 机(器)具machinery1448 机(器)具-重估增值machinery - revaluation increments1449 累积折旧-机(器)具accumulated depreciation - machinery151 租赁资产leased assets1511 租赁资产leased assets1519 累积折旧-租赁资产accumulated depreciation - leased assets152 租赁权益改良leasehold improvements1521 租赁权益改良leasehold improvements1529 累积折旧- 租赁权益改良accumulated depreciation - leasehold improvements156 未完工程及预付购置设备款construction in progress and prepayments for equipment1561 未完工程construction in progress1562 预付购置设备款prepayment for equipment158 杂项固定资产miscellaneous property, plant, and equipment1581 杂项固定资产miscellaneous property, plant, and equipment1588 杂项固定资产-重估增值miscellaneous property, plant, and equipment - revaluation increments1589 累积折旧- 杂项固定资产accumulated depreciation - miscellaneous property, plant, and equipment16 递耗资产depletable assets161 递耗资产depletable assets1611 天然资源natural resources1618 天然资源-重估增值natural resources -revaluation increments 1619 累积折耗-天然资源accumulated depletion - natural resources 17 无形资产intangible assets171 商标权trademarks1711 商标权trademarks172 专利权patents1721 专利权patents173 特许权franchise1731 特许权franchise174 著作权copyright1741 著作权copyright176 商誉goodwill1761 商誉goodwill177 开办费organization costs1771 开办费organization costs178 其它无形资产other intangibles1781 递延退休金成本deferred pension costs1782 租赁权益改良leasehold improvements1788 其它无形资产-其它other intangible assets - other18 其它资产other assets181 递延资产deferred assets1811 债券发行成本deferred bond issuance costs1812 长期预付租金long-term prepaid rent1813 长期预付保险费long-term prepaid insurance1815 预付退休金prepaid pension cost1818 其它递延资产other deferred assets182 闲置资产idle assets1821 闲置资产idle assets184 长期应收票据及款项与催收帐款long-term notes , accounts and overdue receivables1841 长期应收票据long-term notes receivable1842 长期应收帐款long-term accounts receivable1843 催收帐款overdue receivables1847 长期应收票据及款项与催收帐款-关系人long-term notes, accounts and overdue receivables- related parties1848 其它长期应收款项other long-term receivables1849 备抵呆帐-长期应收票据及款项与催收帐款allowance for uncollectible accounts - long-term notes, accounts and overdue receivables185 出租资产assets leased to others1851 出租资产assets leased to others1858 出租资产-重估增值assets leased to others - incremental value from revaluation1859 累积折旧-出租资产accumulated depreciation - assets leased to others186 存出保证金refundable deposit1861 存出保证金refundable deposits188 杂项资产miscellaneous assets1881 受限制存款certificate of deposit - restricted1888 杂项资产-其它miscellaneous assets - other2 负债liabilities21~ 22 流动负债current liabilities211 短期借款short-term borrowings(debt)2111 银行透支bank overdraft2112 银行借款bank loan2114 短期借款-业主short-term borrowings - owners2115 短期借款-员工short-term borrowings - employees2117 短期借款-关系人short-term borrowings- related parties2118 短期借款-其它short-term borrowings - other212 应付短期票券short-term notes and bills payable2122 银行承兑汇票bank acceptance2128 其它应付短期票券other short-term notes and bills payable2129 应付短期票券折价discount on short-term notes and bills payable213 应付票据notes payable2131 应付票据notes payable2137 应付票据-关系人notes payable - related parties2138 其它应付票据other notes payable214 应付帐款accounts pay able2141 应付帐款accounts payable2147 应付帐款-关系人accounts payable - related parties217 应付费用accrued expenses2171 应付薪工accrued payroll2172 应付租金accrued rent payable2173 应付利息accrued interest payable2174 应付营业税accrued VAT payable2175 应付税捐-其它accrued taxes payable- other2178 其它应付费用other accrued expenses payable218~219 其它应付款other payables2181 应付购入远汇款forward exchange contract payable2182 应付远汇款-外币forward exchange contract payable - foreign currencies2183 买卖远汇溢价premium on forward exchange contract2184 应付土地房屋款payables on land and building purchased2185 应付设备款Payables on equipment2187 其它应付款-关系人other payables - related parties2191 应付股利dividend payable2192 应付红利bonus payable2198 其它应付款-其它other payables - other226 预收款项advance receipts2261 预收货款sales revenue received in advance2262 预收收入revenue received in advance2268 其它预收款other advance receipts227 一年或一营业周期内到期长期负债long-term liabilities -current portion2271 一年或一营业周期内到期公司债corporate bonds payable - current portion2272 一年或一营业周期内到期长期借款long-term loans payable - current portion2273 一年或一营业周期内到期长期应付票据及款项long-term notes and accounts payable due within one year or one operating cycle2277 一年或一营业周期内到期长期应付票据及款项-关系人long-term notes and accounts payables to related parties - current portion2278 其它一年或一营业周期内到期长期负债other long-term lia- bilities - current portion228~229 其它流动负债other current liabilities2281 销项税额VAT received(or output tax)2283 暂收款temporary receipts2284 代收款receipts under custody2285 估计售后服务/保固负债estimated warranty liabilities2292 递延兑换利益deferred foreign exchange gain2293 业主(股东)往来owners' current account2294 同业往来current account with others2298 其它流动负债-其它other current liabilities - others23 长期负债long-term liabilities231 应付公司债corporate bonds payable2311 应付公司债corporate bonds payable2319 应付公司债溢(折)价premium(discount) on corporate bonds payable 232 长期借款long-term loans payable2321 长期银行借款long-term loans payable - bank2324 长期借款-业主long-term loans payable - owners2325 长期借款-员工long-term loans payable - employees2327 长期借款-关系人long-term loans payable - related parties2328 长期借款-其它long-term loans payable - other233 长期应付票据及款项long-term notes and accounts payable2331 长期应付票据long-term notes payable2332 长期应付帐款long-term accounts pay-able2333 长期应付租赁负债long-term capital lease liabilities2337 长期应付票据及款项-关系人Long-term notes and accounts payable - related parties2338 其它长期应付款项other long-term payables234 估计应付土地增值税accrued liabilities for land value increment tax2341 估计应付土地增值税estimated accrued land value incremental tax pay-able235 应计退休金负债accrued pension liabilities2351 应计退休金负债accrued pension liabilities238 其它长期负债other long-term liabilities2388 其它长期负债-其它other long-term liabilities - other28 其它负债other liabilities281 递延负债deferred liabilities2811 递延收入deferred revenue2818 其它递延负债other deferred liabilities286 存入保证金deposits received2861 存入保证金guarantee deposit received288 杂项负债miscellaneous liabilities2888 杂项负债-其它miscellaneous liabilities - other3 业主权益owners' equity31 资本capital311 资本（或股本）capital3112 特别股股本capital - preferred stock3113 预收股本capital collected in advance3114 待分配股票股利stock dividends to be distributed3115 资本capital32 资本公积additional paid-in capital321 股票溢价paid-in capital in excess of par3212 特别股股票溢价paid-in capital in excess of par- preferred stock323 资产重估增值准备capital surplus from assets revaluation3231 资产重估增值准备capital surplus from assets revaluation324 处分资产溢价公积capital surplus from gain on disposal of assets3241 处分资产溢价公积capital surplus from gain on disposal of assets326 受赠公积donated surplus3261 受赠公积donated surplus328 其它资本公积other additional paid-in capital3281 权益法长期股权投资资本公积additional paid-in capital from investee under equity method3282 资本公积- 库藏股票交易additional paid-in capital - treasury stock trans-actions33 保留盈余(或累积亏损) retained earnings (accumulated deficit)331 法定盈余公积legal reserve3311 法定盈余公积legal reserve332 特别盈余公积special reserve3321 意外损失准备contingency reserve3322 改良扩充准备improvement and expansion reserve3323 偿债准备special reserve for redemption of liabilities3328 其它特别盈余公积other special reserve335 未分配盈余(或累积亏损) retained earnings-unappropriated (or accumulated deficit)3351 累积盈亏accumulated profit or loss3352 前期损益调整prior period adjustments34 权益调整equity adjustments341 长期股权投资未实现跌价损失unrealized loss on market value decline of long-term equity investments3411 长期股权投资未实现跌价损失unrealized loss on market value decline of long-term equity investments342 累积换算调整数cumulative translation adjustment3421 累积换算调整数cumulative translation adjustments343 未认列为退休金成本之净损失net loss not recognized as pension cost3431 未认列为退休金成本之净损失net loss not recognized as pension costs35 库藏股treasury stock351 库藏股treasury stock3511 库藏股treasury stock36 少数股权minority interest361 少数股权minority interest3611 少数股权minority interest4 营业收入operating revenue41 销货收入sales revenue411 销货收入sales revenue4111 销货收入sales revenue4112 分期付款销货收入installment sales revenue417 销货退回sales return4171 销货退回sales return419 销货折让sales allowances4191 销货折让sales discounts and allowances46 劳务收入service revenue461 劳务收入service revenue4611 劳务收入service revenue47 业务收入agency revenue471 业务收入agency revenue4711 业务收入agency revenue48 其它营业收入other operating revenue488 其它营业收入-其它other operating revenue4888 其它营业收入-其它other operating revenue - other 5 营业成本operating costs51 销货成本cost of goods sold511 销货成本cost of goods sold5111 销货成本cost of goods sold5112 分期付款销货成本installment cost of goods sold 512 进货purchases5121 进货purchases5122 进货费用purchase expenses5123 进货退出purchase returns5124 进货折让charges on purchased merchandise 513 进料materials purchased5131 进料material purchased5132 进料费用charges on purchased material5133 进料退出material purchase returns5134 进料折让material purchase allowances514 直接人工direct labor5141 直接人工direct labor515~518 制造费用manufacturing overhead5151 间接人工indirect labor5152 租金支出rent expense, rent5153 文具用品office supplies (expense)5154 旅费travelling expense, travel5155 运费shipping expenses, freight5156 邮电费postage (expenses)5157 修缮费repair(s) and maintenance (expense ) 5158 包装费packing expenses5161 水电瓦斯费utilities (expense)5162 保险费insurance (expense)5163 加工费manufacturing overhead - outsourced 5166 税捐taxes5168 折旧depreciation expense5169 各项耗竭及摊提various amortization 5172 伙食费meal (expenses)5173 职工福利employee benefits/welfare5176 训练费training (expense)5177 间接材料indirect materials5188 其它制造费用other manufacturing expenses 56 劳务成本制ervice costs561 劳务成本service costs5611 劳务成本service costs57 业务成本gency costs571 业务成本agency costs5711 业务成本agency costs58 其它营业成本other operating costs588 其它营业成本-其它other operating costs-other 5888 其它营业成本-其它other operating costs - other 6 营业费用operating expenses61 推销费用selling expenses615~618 推销费用selling expenses6151 薪资支出payroll expense6152 租金支出rent expense, rent6153 文具用品office supplies (expense)6154 旅费travelling expense, travel6155 运费shipping expenses, freight6156 邮电费postage (expenses)6157 修缮费repair(s) and maintenance (expense) 6159 广告费advertisement expense, advertisement 6161 水电瓦斯费utilities (expense)6162 保险费insurance (expense)6164 交际费entertainment (expense)6165 捐赠donation (expense)6166 税捐taxes6167 呆帐损失loss on uncollectible accounts6168 折旧depreciation expense6169 各项耗竭及摊提various amortization6172 伙食费meal (expenses)6173 职工福利employee benefits/welfare6176 训练费training (expense)6188 其它推销费用other selling expenses62 管理及总务费用general & administrative expenses625~628 管理及总务费用general & administrative expenses 6251 薪资支出payroll expense6252 租金支出rent expense, rent6253 文具用品office supplies6254 旅费travelling expense, travel6255 运费shipping expenses,freight6256 邮电费postage (expenses)6257 修缮费repair(s) and maintenance (expense)6259 广告费advertisement expense, advertisement6261 水电瓦斯费utilities (expense)6262 保险费insurance (expense)6264 交际费entertainment (expense)6265 捐赠donation (expense)6266 税捐taxes6267 呆帐损失loss on uncollectible accounts6268 折旧depreciation expense6269 各项耗竭及摊提various amortization6271 外销损失loss on export sales6272 伙食费meal (expenses)6273 职工福利employee benefits/welfare6274 研究发展费用research and development expense6276 训练费training (expense)6278 劳务费professional service fees6288 其它管理及总务费用other general and administrative expenses 63 研究发展费用research and development expenses635~638 研究发展费用research and development expenses6351 薪资支出payroll expense6352 租金支出rent expense, rent6353 文具用品office supplies6354 旅费travelling expense, travel6355 运费shipping expenses, freight6356 邮电费postage (expenses)6357 修缮费repair(s) and maintenance (expense)6361 水电瓦斯费utilities (expense)6362 保险费insurance (expense)6364 交际费entertainment (expense)6366 税捐taxes6368 折旧depreciation expense6369 各项耗竭及摊提various amortization6372 伙食费meal (expenses)6373 职工福利employee benefits/welfare6376 训练费training (expense)6378 其它研究发展费用other research and development expenses71~74 营业外收入non-operating revenue711 利息收入interest revenue7123 短期投资市价回升利益gain on market price recovery of short-term investment713 兑换利益foreign exchange gain7131 兑换利益foreign exchange gain714 处分投资收益gain on disposal of investments7141 处分投资收益gain on disposal of investments715 处分资产溢价收入gain on disposal of assets7151 处分资产溢价收入gain on disposal of assets748 其它营业外收入other non-operating revenue7484 出售下脚及废料收入revenue from sale of scraps7485 存货盘盈gain on physical inventory7486 存货跌价回升利益gain from price recovery of inventory7487 坏帐转回利益gain on reversal of bad debts7488 其它营业外收入-其它other non-operating revenue- other items75~ 78 营业外费用non-operating expenses751 利息费用interest expense7511 利息费用interest expense752 投资损失investment loss7521 权益法认列之投资损失investment loss recog- nized under equity method7523 短期投资未实现跌价损失unrealized loss on reduction of short-term investments to market753 兑换损失foreign exchange loss7531 兑换损失foreign exchange loss754 处分投资损失loss on disposal of investments7541 处分投资损失loss on disposal of investments755 处分资产损失loss on disposal of assets7551 处分资产损失loss on disposal of assets788 其它营业外费用other non-operating expenses7881 停工损失loss on work stoppages7882 灾害损失casualty loss7885 存货盘损loss on physical inventory7886 存货跌价及呆滞损失loss for market price decline and obsolete and slow-moving inventories7888 其它营业外费用-其它other non-operating expenses- other9 非经常营业损益nonrecurring gain or loss91 停业部门损益gain(loss) from discontinued operations912 停业部门损益-处分损益gain(loss) from disposal of discontinued segments9121 停业部门损益-处分损益gain(loss) from disposal of discontinued segment92 非常损益extraordinary gain or loss921 非常损益extraordinary gain or loss9211 非常损益extraordinary gain or loss93 会计原则变动累积影响数cumulative effect of changes in accounting principles931 会计原则变动累积影响数cumulative effect of changes in accounting principles9311 会计原则变动累积影响数cumulative effect of changes in accounting principles。
2016年ACCA考试内容有哪些-ACCA常见问题
2016 年ACCA 考试内容有哪些-ACCA 常见问题ACCA 考试一共有16 门考试课程，考生需要通过其中的14 门。
2016 年ACCA 考试正在紧张备考中，考生怎么在备考中提升学习效率
呢?2016 年ACCA 考试内容有哪些?对于大家在学习ACCA 的常见问
题，小编分享应届毕业生网关于2016 年acca 有关的事项，希望对大家
有所帮助哦。
2016 年ACCA 考试内容：
基础阶段：知识课程
F1 会计师与企业
F1《会计师与企业》是P1《GS 治理，风险管理与职业道德》和
P3《商务分析》的基础。
涵盖：企业组织，GS 管理，会计和报告体系，内部财务控制，
人力资源管理，会计职业道德
你将会学到：企业是如何运作的，会计师和审计师在企业中的作用，如何使用科学的人力资源管理方式，如何使企业和财务的各个环节的处理符合职业道德和价值观。
F2 管理会计
F2《管理会计》是F5《业绩管理》和P5《高级业绩管理》的基础。
涵盖：管理会计，管理信息，成本会计，预算和标准成本，业绩衡量，短期决策方法。
你将会学到：如何使学员能够处理基本的成本信息，并能向管理层提供能用作预算和决策的信息。
F3 财务会计
F3《财务会计》是F7《财务报告》和P2《GS 报告》的基础。
ACCA 财务管理 (16)
3. International money and capital markets P64 •International money and capital markets are available for larger companies wishing to raise larger amounts of finance•Larger companies are to borrow funds on theEurocurrency markets and on the markets forEurobonds3.1 Eurocurrency markets P64•Eurocurrency loan•Eurocurrency is currency which is held by individuals and institutions outside the country of issue of thatcurrency.•Eurocurrency markets3.2 International capital markets (P64)•(1) Large companies arrange borrowing facilities from their bank:•(a) arranging the transaction•(b) interest ,investors themselves•(2) Euro-equity•(3) Eurobond (P65)•(a) long-term loan to finance a big capital expansion •(b) borrowing ,not subject to the national exchange •Exchange risk, different to that of the bond issue•Same currency3.2 International capital markets P65 cont.•(4) An Investor subscribing to a bond issue will be concerned about the following factors•(a) Security: high quality•(b) Marketability: ready market•(c) Anonymity•(d) return on the investment4. Rates of interest and rates of return P65•Interest rates are effectively the ‘prices’ governing lending and borrowing.4.1 The pattern of interest rates P65•(1) The pattern of interest rates on financial assets is influenced by the risk of assets, the duration of the lending ,and the size of the loan•(2) Pattern of interest rates is a different thing from general level of interest rates(3)How is the pattern of interest rate to be explained? P65-66•(a) Risk•(b) Need to make a profit on re-lending•(c) Duration of the lending--term structure•(d) Size of the loan or deposit--lower rates of interest,on larger loans,higher rates of interest,larger time deposit •(e) Different types of financial asset—different rates ofinterest•Treasury bill rate, gilt-edged rate•LIBOR or the London inter-Bank offered Rate is the rate of interest applying to wholesales money market lendingbetween London banks.4.2 The risk-return trade-off P66•1.There is a trade-off between risk and return. Investors in riskier assets expect to be compensated for the risk, In the case of ordinary shares, investors hope toachieve their return in the form of an increase in theshare price (a capital gain) as well as from dividends.•2. Higher degree of risk, higher rate of return•(1) annual income (dividend or interest)•(2) expected capital gain•Higher the risk ,more important is the capital gainP66-67•3. Some main forms of investments listed in ascending order of risk•(a) government stock—base level•(b) company loan notes—secured•(c) preference shares—ordinary shares, fixed percentage dividend•(d) ordinary shares—large fluctuations, capitalappreciation, gearing4.3 The reverse yield gap P67•Reverse yield gap4.4 Interest rate and shareholds’ required rates of return P67•An increase in the shareholders’ required rate of return will lead to a fall in the market value of the share.Slide 11。
ACCA SBR IAS 16 PPE 笔记
IAS 16 PPE＊有时候recognition完后,要注意一下是否年末,若不是年末要写上depreciationDefinitionProperty，plant and equipment are tangible assets that:– Are held for use in the production or supply of goods or services，for rental to others，or for administrative purposes– Are expected to be used during more than one period＊The risk and rewards have transferred to the entity/has taken possession of the XXX＊self-constructed assets 可能是inventory (owner—occupied/normal course of business)Recognition（a) It is probable that future economic benefits associated with the asset will flow to the entity（b）The cost of the asset to the entity can be measured reliablyInitial measurementCost includes all costs necessary to bring the asset to working condition for its intended use “The asset would have been operational without XXX" “unavoidable cost"Subsequent expenditure➢Complex assetsWhen the different parts in a single asset have different useful lives and different depreciation rates are applied to each part, the single asset should be broken down into its composite parts。
2016年ACCA考试模拟试题：财务管理(2)
2016年ACCA考试模拟试题：财务管理(2)The following information should be used when answering questions 1, 2 and 3.ScenarioCAET have implemented a bespoke Human Resources (HR) system. The system has gone live but it has not proved verypopular or successful, with users claiming that it only partly fulfils their requirements. A consultant has been hired to examine their claims and to suggest how their concerns might be tackled.The consultant’s report has highlighted the role played by the Requirements Specification. He suggests that the Requirements Specification’s reliance on ambiguous textual specifications has led to problems of ill-defined and poorlycommunicated requirements. He claims that the ‘analyst’s failure to use diagrammatic models has meant that manyrequirements were not fully understood before they were programmed. Specifications without diagrams are very difficult toquality assure.’His report quotes several examples of textual specifications. Two specifications are reproduced below;Specification 1(field names are shown in italics)The system should hold information about Jobs (job number, job description, grade) and about the Departments (department name, department head) that these Jobs are in. A Department may have many Jobs allocated to it, but one Job is only in one Department. When these Jobs become vacant they should be advertised in both Internal and External media. The information that must be stored isdate advertised, size of advertisement, noticeboard location(for internaladvertisement only),newsletter reference(for internal advertisement only),newspaper edition(for external advertisementonly) and cost of advertisement(for external advertisement only). Information about Applicants (applicant name, applicantaddress) is required, specifying which Job they are applying for and where they saw the Job advertised.Specification 2When an application form is received from an Applicant, a Clerk enters the information on the form into the system. As itis entered, it is validated against Job details to ensure that the Applicant is applying for a valid Job. Once details have beenentered they are stored on an Applicant database. Overnight a batch process is run to send an acknowledgement letter toeach Applicant. The date that the letter is sent is noted on the Applicant details held in the system.Redefinition ProjectThe consultant has suggested a Redefinition Project to address the problems encountered by the users. He says that,‘I am suggesting a mini-project with agreed Terms of Reference and a project plan. These problems need to be addressedin a planned manner’.The consultant is keen to stress that he does not wish to over-engineer the software solution. ‘We have to ensure that thetrade-off between time, cost and quality is appropriate for the delivered software’, he says, ‘the delivered software must beappropriately located on the time/cost/quality triangle.’1The consultant has recognised that ambiguous textual specification has contributed to the software’s problems. He claims that the ‘analyst’s failure to use diagrammatic models has meant that many requirements were not fully understood before they were programmed.’The implication is that the use of such diagrammatic models in analysiswould have solved many of the ambiguities of the specification.(a)Specification 1 in the scenario describes static structures, which could be modelled with a class model,entity-relationship model or logical data structure model.(i)Briefly explain the notation of EITHER a class model OR an entity-relationship model OR a logical datastructure model;(4 marks)(ii)Using this notation, model the information given in Specification 1. Note any assumptions you havemade or issues you would need to clarify with the user. Your answer should indicate the fields in eachentity/class.(6 marks)。
ACCA《财务会计》真题及答案
ACCA《财务会计》真题及答案ACCA《财务会计》真题及答案在2016年ACCA考试之际，yjbys店铺为大家分享的是ACCA 《财务会计》的真题及答案，希望能帮助到大家!Question:Cronin Auto Retail (CAR) is a car dealer that sells used cars bought at auctions by its experienced team of buyers. Every car for sale is less than two years old and has a full service history. The company concentrates on small family cars and, at any one time, there are about 120 on display at its purpose-built premises. The premises were acquired five years ago on a 25 year lease and they include a workshop, a small cafe and a children’s playroom. All vehicles are selected by one of five experienced buyers who attend auctions throughout the country. Each attendance costs CAR about $500 per day in staff and travelling costs and usually leads to the purchase of five cars. On average, each car costs CAR $10,000 and is sold to the customer for $12,000. The company has a good sales and profitability record, although a recent economic recession has led the managing director to question ‘whether we are selling the right type of cars. Recently, I wonder if we have been buying cars that our team of buyers would like to drive, not what our customers want to buy?’ However, the personal selection of quality cars has been an important part of CAR’s business model and it is stressed in their marketing literature and website.Sales records show that 90% of all sales are to customers who live within two hours’ drive of CAR’s base. This is to be expected as there are many competitors and most customers want to buy from a garage that they can easily return the car toif it needs inspection, a service or repair. Consequently, CAR concentrates on display advertising in newspapers in this geographical area. It also has a customer database containing the records of people who have bought cars in the last three years. All customers receive a regular mail-shot, listing the cars for sale and highlighting any special offers or promotions. The company has a website where all the cars are listed with a series of photographs showing each car from a variety of angles. The website also contains general information about the company, special offers and promotions, and information about its service, maintenance and repair service.CAR is keen to expand the service and mechanical repair side of its business. It would particularly like customers who have purchased cars from them to bring them back for servicing or for any mechanical repairs that are subsequently required. However, although CAR holds basic spare parts in stock, it has to order many parts from specialist parts companies (called motor factors) or from the manufacturers directly. Mechanics have to raise paper requisitions which are passed to the procurement manager for reviewing, agreeing and sourcing. Most parts are ordered from regular suppliers, but there is an increasing backlog and this can cause a particular problem if the customer’s car is in the garage waiting for the part to arrive. Customers are increasingly frustrated and annoyed by repairs taking much longer than they were led to expect. Another source of frustration is that the procurement manager only works from 10.00 to 16.00. The mechanics work on shifts and so the garage is staffed from 07.00 to 19.00. Urgent requisitions cannot be processed when the procurement manager is not at work. The backlog of requisitions is placing increased strain on the procurement manager who hasrecently made a number of clerical mistakes when raising a purchase order.Requests for stationery and other office supplies also go through the same requisitioning process, with orders placed with the office supplier who is offering the best current deal. Finding this deal can be time consuming and so employees are increasingly submitting requisitions earlier so that they can be sure that new supplies will be received in time.The managing director is aware of the problems of the requisitioning system but is reluctant to appoint a second procurement manager because he is trying to keep staff overheads down during a difficult trading period. He is keen to address ‘more fundamental issues in the marketing and procurement processes’. He is particularly interested in how the ‘interactivity, intelligence, individualisation and independence of location offered by e-marketing media can help us at CAR’.Required:(a) Evaluate how the principles of interactivity, intelligence, individualisation and independence of location might be applied in the e-marketing of the products and services of CAR. (16 marks)(b) Explain the principles of e-procurement and evaluate its potential application at CAR. (9 marks)(25 marks)Answer：(a) This question uses four of the ‘6 Is’ developed by McDonald and Wilson to explore the differences between traditional and e-marketing. Candidate answers do not have to be strictly classified within each of the factors identified below. In reality, suggestions will cross the boundaries of these factors.Interactivity concerns the development of a two-way relationship between the customer and the supplier. The traditional display advertising and mail-shots used by CAR are examples of ‘push media’ where the marketing message is broadcast to current and potential customers. Their current website continues this approach, with the stock listing essentially representing a continually updated, but widely accessible, display advertisement. Supplementing mail-shots with e-mails could be immediately considered by CAR and would be a cheaper alternative to mail-shots. However, it still remai ns a ‘push technique’ with little dialogue with the customer.Here are three ideas that CAR could consider to improve the interactivity of its site. Other legitimate suggestions will also be given credit.(1) Encouraging potential buyers on their website to ask questions about any car that they are interested in. Both questions and answers are published. This may provide someone with the vital information that clinches the sale. It also creates a great enthusiasm around the car. Buyers may move quickly so that they do not lose the opportunity to buy the car. On e-bay, customers are encouraged to ‘ask a question’ of the seller and this often leads to long threads where the supplier and potential buyers interact.(2) Many buyers would like to test drive a car before they purchase it. CAR could provide the opportunity for customers to book a test drive over the Internet.(3) Once a purchase had been complete, CAR might encourage feedback which could be published on the website. In this instance, customers are actually providing information that is commercially useful to buyers. This may be in the form oftestimonials, or in the form of more structured feedback that e-bay encourages. Suppliers who have 100% positive feedback backed up by testimonials from previous buyers are powerfully reinforcing their marketing message.Intelligence is about identifying and understanding the needs of potential customers and how they wish to be communicated with. It is traditionally the area of market research and marketing research. Currently CAR does very little research. It relies on a database that only consists of people who have actually bought cars from the company. Collecting email addresses through promotions and interactivity initiatives (see above) provides a much greater pool of potential customers who can be kept up-to-date through email. It can also give CAR significant intelligence about the type of cars that they are interested in and at what price. At present, the buyers for CAR use their experience when buying cars at auction and there is some concern that they buy what they would like to drive, not what the customers want to drive. It would be useful to support this experience with quantitative information about the type of cars potential buyers are really interested in. This may lead to a change in buying policy.Individualisation concerns the tailoring of marketing information to each individual, unlike traditional media where the same message tends to be sent to everyone. Personalisation is a key element in building an effective relationship with the customer. In the context of CAR, individuals who have shown interest in a certain model or type of car may be selectively emailed when a similar car becomes available. This approach may also be used for current customers. For example, someone who purchased a particular car two or three years ago might be e-mailed about an opportunity to upgrade to an updated model. For individualisation to be successful, sufficient details must be collected through the intelligence and interactive facets of the ‘6 Is’.Individualisation will also be key in offering relevant after-sales service. This may concern inviting customers to return their cars for servicing at the correct dates or offering services only appropriate to that type of car. For example, circulating details of air-conditioning renewal only to customers with air conditioned cars.Independence of location concerns the geographical location of the company. Electronic media increases the geographical reach of a company. For many companies this gives opportunities to sell into international markets which had previously been inaccessible to them.This facet of the new media is unlikely to be appropriate to CAR. Most sales are to customers who are within two hours’ drive of the CAR premises. The commodity nature of the cars that CAR are selling means that similar cars will be available throughout the country, often from garages that offer local service and support. Independence of location would be more significant if CAR was selling collectors or classic cars where each car is relatively rare and people are prepared to travel long distances to view the car they are interested in. Furthermore, the long term lease on CAR’s current premises makes it unlikely that they will be able to locate to a cheaper site and hence exploit the independence of location offered by the new media.(b) Procurement is concerned with purchasing goods or services for the organisation. It is concerned with sourcing items at the right price, delivered at the right time, to the right quality,in the right quantity and from the right source. Many contemporary definitions of procurement also include the inbound logistics required to get the product from the supplier to the customer.E-procurement looks at the opportunities presented by automating aspects of procurement to improve the performance of the five ‘rights’ identified above. There is a wide range of potential answers to this part of the question depending on the scope and focus of e-procurement selected by the candidate. Solutions may vary from the simple automation of part of the system, to re-thinking the way the company does business.In the context of CAR, two distinct types of procurement can be identified. The first is production-related procurement and is directly related to the core activities of the organisation. This relates to the purchase of cars for sale and the purchase of parts required for servicing or repairing vehicles. The second is non-production procurement.CAR has always purchased its vehicles through experienced buyers attending auctions. On average this attendance costs the company $500 per day, leading to the purchase (on average) of five cars. This purchasing cost of $100 per car represents 5% of the average profit margin on each car. This cost could be eliminated if cars were purchased through e-auctions, with bids made on-line. The risk here is that the cars bought were not of the right quality. CAR prides itself in the personal selection of its cars. However, it could be argued that cars which are less than two years old with a full service history are unlikely to have much wrong with them.The parts needed for servicing and mechanical repairs are ordered from motor factors or manufacturers. A number ofregular suppliers are retained, many in long-term relationships with CAR. This is known as systematic sourcing. Most of the problems here are caused by the need to pass requisitions for parts through a procurement manager. The first problem is the delay in the purchasing cycle. There is a backlog of requisitions that have to be reviewed, agreed and sourced by the procurement manager. This is particularly problematic when a customer’s car is in the garage awaiting a part. The customer is likely to be frustrated and annoyed by the delay, whilst the car is occupying garage space that could have been profitably used for a fee-paying job. The second problem is the cost of the paperwork and the processing time of the procurement manager associated with the purchase. The final problem is that purchases can only be made between 10.00 and 16.00 when the procurement manager is at work. Mechanics work 07.00 to 19.00 and are frustrated that they cannot make orders outside the times the procurement manager is at work. Giving the mechanics the systems and authorisation to order parts (up to a certain value limit) from specified suppliers over the Internet should deliver cost savings and speed up repairs and services. A direct ordering system should also reduce administrative errors and enhance customer goodwill. CAR might also use eprocurement to open up competitive bidding between potential suppliers; posting their requirements on their website and inviting competing bids. Parts could be sourced from a number of suppliers, taking advantage of the lowest prices for each part. This could be combined with just-in-time supply, reducing the cost of stock holding at CAR.Non-production procurement is concerned with ordering things such as stationery, paper, ink toner and other officesupplies. Christa Degnan (quoted in Chaffney, E-Business and E-Commerce Management) suggested that for ‘every dollar a company earns in revenue, 50 cents to 55 cents is spent on indirect goods and services –things like office supplies and computer equipment. That half dollar represents an opportunity. By driving costs out of the purchasing process, companies can increase profits without having to sell more goods’. CAR is in this situation. It uses the same process for office supplies as it does for car parts. However, most office supplies are cheap, commodity products where sometimes the cost of ordering the product exceeds the value of the purchased product, particularly where a cumbersome purchasing process is in place. With little differentiation between products, it is the availability and cost of the product that become the most significant aspects in the procurement process. E-procurement should provide better information, identifying alternative suppliers and allowing spot sourcing of office products to fulfil immediate need.Overall, e-procurement should reduce the administrative burden on the procurement manager, giving him or her the opportunity to concentrate on negotiating terms, agreements and product standardisation; more strategic tasks in the procurement process.下载全文。