双语版管理会计第十一章

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加里森管理会计讲义笔记英文版最新精品GNB_16e_CH11_LectureNotes

Chapter 11Lecture NotesChapter theme: Managers in large organizations have to Array delegate some decisions to those who are at lower levels inthe organization. This chapter explains how responsibilityaccounting systems, return on investment (ROI),residual income, operating performance measures, andthe balanced scorecard are used to help controldecentralized organizations.I.Decentralization in organizationsA. A decentralized organization does not confinedecision-making authority to a few top executives;rather, decision-making authority is spreadthroughout the organization. The advantages anddisadvantages of decentralization are as follows:i.Advantages of decentralization1.It enables top management to concentrate onstrategy, higher-level decision making, andcoordinating activities.2.It acknowledges that lower-level managershave more detailed information about localconditions that enable them to make betteroperational decisions.3.It enables lower-level managers to quicklyrespond to customers.4.It provides lower-level managers with thedecision-making experience they will needwhen promoted to higher level positions.5. It often increases motivation , resulting in increased job satisfaction and retention, as well as improved performance.ii. Disadvantages of decentralization1. Lower-level managers may make decisionswithout fully understanding the “big picture.”2. There may be a lack of coordination amongautonomous managers.a. The balanced scorecard can help reducethis problem by communicating acompany’s strategy throughout theorganization.3. Lower-level managers may have objectivesthat differ from those of the entireorganization.a. This problem can be reduced by designingperformance evaluation systems thatmotivate managers to make decisions thatare in the best interests of the company.4. It may be difficult to effectively spreadinnovative ideas in a strongly decentralizedorganization.II. Responsibility accountingA. Responsibility accounting systems link lower-levelmanagers’ decision -making authority withaccountability for the outcomes of those decisions.The term responsibility center is used for any part of an organization whose manager has control over, and is accountable for cost, profit, or investments. Thethree primary types of responsibility centers are cost centers, profit centers, and investment centers.i.Cost center1.The manager of a cost center hascontrol overcosts, but not over revenue or investment funds.a.Service departments such as accounting,general administration, legal, and personnelare usually classified as cost centers, as aremanufacturing facilities.b.Standard cost variances and flexiblebudget variances, such as those discussedin Chapters 10 and 11, are often used toevaluate cost center performance.ii.Profit center1.The manager of a profit center has control overboth costs and revenue.a.Profit center managers are often evaluatedby comparing actual profit to targeted orbudgeted profit.iii.I nvestment center1.The manager of an investment center hascontrol over cost, revenue, and investmentsin operating assets.b.Investment center managers are usuallyevaluated using return on investment (ROI)or residual income, as discussed later in thischapter.III. Evaluating investment center performance – return on investmentLearning Objective 1: Compute return on investment Array (ROI) and show how changes in sales, expenses, andassets affect ROI.A. Key concepts/definitionsi. Investment center performance is often evaluatedusing a measure called return on investment(ROI), which is defined as follows:Net operating incomeROIAverage operating assetsii. Net operating income is income before taxes and is sometimes referred to as EBIT (earnings beforeinterest and taxes). Operating assets include cash,accounts receivable, inventory, plant andequipment, and all other assets held for operatingpurposes.1. Net operating income is used in the numeratorbecause the denominator consists only ofoperating assets.2. The operating asset base used in the formula istypically computed as the average of the assetsbetween the beginning and the end of the year.iii. N et book value versus gross cost1. Most companies use thenet book value (i.e.,acquisition cost less accumulated depreciation)of depreciable assets to calculate averageoperating assets.a. With this approach, ROI mechanicallyincreases over time as the accumulateddepreciation increases. Replacing a fully-depreciated asset with a new asset willdecrease ROI.2. An alternative to net book value is the grosscost of the asset, which ignores accumulateddepreciation.a. With this approach, ROI does not growautomatically over time, rather it staysconstant. Replacing a fully-depreciatedasset does not adversely affect ROI.B. Understanding ROIi. Du Pont pioneered the use of ROI and recognizedthe importance of looking at the components ofROI, namely margin and turnover.1. Margin is computed as shown and is improvedby increasing unit sales, increasing sellingprices, or reducing operating expenses. Thelower the operating expenses per dollar of sales,the higher the margin earned.2. Turnover is computed as shown. It incorporates a crucial area of a manager’s responsibility – the investment in operating assets. Excessive funds tied up in operating assets depress turnover and lower ROI.Helpful Hint: Emphasize that both margin and turnover affect profitability. As an example, ask students tocompare the margins and turnovers of grocery stores to jewelry stores. In equilibrium, every industry should have roughly the same ROI. Groceries, because of their short shelf life, have high turnovers relative to fine jewelry. If the ROIs are to be comparable in grocery stores and in jewelry stores, the margins would have to be higher in jewelry stores.ii. To illustrate how to increase ROI, assume that Regal Company reports the results shown:1. Given this information, its current ROI is 15%.2. Suppose that Regal’s manager invests in a $30,000 piece of equipment that increases sales by $35,000 while increasing operating expenses by $15,000. a. In this case, the ROI increases from 15% to 21.8%.C. Criticisms of ROIi. Just telling managers to increase ROI may not beenough. Managers may not know how toincrease ROI in a manner that is consistent with the company’s strategy.1. This is why ROI is best used as part of abalanced scorecard.ii. A manager who takes over a business segment typically inherits many committed costs over which the manager has no control. This may make it difficult to assess this manager relative to other managers.iii. A manager who is evaluated based on ROI may reject investment opportunities that areprofitable for the whole company but that would have a negative impact on the manager’sperformance evaluation.Helpful Hint: When discussing the criticisms of ROI and other measures of profitability, ask students to play the role of a manager who anticipates a short tenure. This manager will want to increase ROI as quickly as possible. Ask students to list the activities that could be undertaken to increase ROI that, in reality, would hurt the company as a whole.IV. Residual incomeLearning Objective 2: Compute residual income and understand its strengths and weaknesses.A. Defining residual incomei. Residual income is the net operating income that an investment center earns above the minimum required return on its assets .B. Calculating residual incomei. The equation for computing residual income is asshown. Notice: 1. This computationdiffers from ROI. ROI measures net operating income earned relativeto the investment in average operating assets. Residual income measures net operating income earned less the minimum required return on average operating assets. ii. Zepher, Inc. - an example1. Assume the information as given for a division of Zepher, Inc.2. The residual income ($10,000) is computed by subtracting the minimum required return ($20,000) from the actual income ($30,000).C.Motivation and residual income i. The residual income approach encourages managers to make investments that are profitable for the entire company but that would be rejected by managers who are evaluated using the ROI formula. More specifically:1. It motivates managers to pursue investmentswhere the ROI associated with thoseinvestments exceeds the company’s minimumrequired return but is less than the ROI beingearned by the managers.Quick Check – ROI versus residual incomeD.Divisional comparison and residual income i.The residual income approach has one majordisadvantage. It cannot be used to compare the performance of divisions of different sizes.ii. Zepher, Inc. – continued1. Recall that the Retail Division of Zepher hadaverage operating assets of $100,000, aminimum required rate of return of 20%, netoperating income of $30,000, and residualincome of $10,000.2. Assume that the Wholesale Division of Zepherhad average operating assets of $1,000,000, aminimum required rate of return of 20%, netoperating income of $220,000, and residualincome of $20,000.3. The residual income numbers suggest that the Wholesale Division outperformed the Retail Division because its residual income is $10,000 higher. However: a. The Retail Division earned an ROI of30% compared to an ROI of 22% forthe Wholesale Division. TheWholesale Division’s residual incomeis larger than the Retail Divisionsimply because it is a bigger division .V.Operating performance measuresLearning Objective 3: Compute throughput time,delivery cycle time, and manufacturing cycle efficiency (MCE).A. Key definitions/conceptsi. Throughput (manufacturing cycle) time is theelapsed time from when production is started until finished goods are shipped to customers.1. This includes process time, inspection time, move time, and queue time . Process time is the only value-added activity of the fourmentioned.ii. Delivery cycle time is the elapsed time from whena customer order is received until the finished goods are shipped.iii. Manufacturing cycle efficiency (MCE) iscomputed by dividing value-added time by throughput time.1. The goal is to increase this measure.2. Any non-value-added time results in an MCE of less than 1.0.Quick Check – internal business process measures VI. Balanced scorecardLearning Objective 4: Understand how to construct and use a balanced scorecard.A. Key conceptsi. A balanced scorecard consists of an integratedset of performance measures that are derived from and support a company’s strategy. Importantly, the measures included in a company’s balanced scorecard are unique to its specific strategy . ii. The balanced scorecard enables top managementto translate its strategy into four groups of performance measures – financial, customer, internal business process, and learning and growth − that employees can understand and influence.1.The premise of these four groups of measuresis that learning is necessary to improveinternal business processes, which in turnimproves the level of customer satisfaction, which in turn improves financial results.a.Note the emphasis on improvement, notjust attaining some specific objective.iii.The balanced scorecard relies onnon-financial measures in addition to financial measures fortwo reasons:1.Financial measures are lag indicators thatsummarize the results of past actions. Non-financial measures are leading indicators offuture financial performance.2.Top managers are ordinarily responsible forfinancial performance measures – not lowerlevel managers. Non-financial measures aremore likely to be understood and controlledby lower level managers.iv.While the entire organization has an overall balanced scorecard, each responsible individualshould have his or her own personal scorecard as well.1.A personal scorecard should contain measuresthat can be influenced by the individual beingevaluated and that support the measures in theoverall balanced scorecard.v. A balanced scorecard, whether for an individualor the company as a whole, should have measures that are linked together on a cause-and-effect basis .1. Each link can be read as a hypothesis in the form “If we improve this performance measure, then this other performance measure shouldalso improve.”2. In essence, the balanced scorecard lays out a theory of how a company can take concrete actions to attain desired outcomes. If the theory proves false or the company alters its strategy, the measures within the scorecard are subject to change .vi. Incentive compensation for employeesprobably should be linked to balanced scorecard performance measures .1. However, this should only be done after the organization has been successfully managed with the scorecard for some time – perhaps a year or more . Managers must be confident that the measures are reliable, not easilymanipulated, and understandable by those being evaluated with them.B. The balanced scorecard – an example i. Assume that Jaguar pursues a strategy as shown on this slide. Examples of measures that Jaguar might select with their corresponding cause-and-effect linkages include:1. If “employee skills in installing options ” increases, then the “number of options available ” should increase and the “time to install an option ” should decrease.2. If the “number of options available ” increases and the “time to install an option” decreases, then “customer surveys: satisfaction with options available” should increase.3. If the “customer surveys: satisfaction with options available ” increases, then the “number of cars sold ” should increase.4. If the “time to install an option ” decreases and the “customer surveys: satisfaction with options available ” increases, then the “contribution margin per car ” should increase.5. If the “number of cars sold ” and the “contribution margin per car ” increase, then the “profit ” should incr ease.。

管理会计教学课件第11-12章

第十一章责任会计§11-1 责任会计的定义、内容1、定义 P373以企业内部各责任中心为主体，以责权利的协调统一为目标，利用责任预算为控制依据，通过编制责任报告进行业绩考核评价的一种内部控制会计制度。

它的前提是分权管理模式2、责任会计内容 P374（1）设中心（2）编预算（3）交报告（4）评业绩§11-2 责任中心的设置和业绩考核责任中心是指具有一定的管理权限，并承担相应的经济责任的企业内部责任单位。

责任中心按其责任权限范围及以往活动的特点不同，可分为成本中心、利润中心和投资中心三大类。

一、成本中心（1）定义成本中心是只对成本负责的责任中心。

成本中心是应用最广泛的责任中心形式。

只要有费用支出的地方，就可以建立成本中心，上至企业、下至车间、工段、班组、甚至个人都可以划分为成本中心。

（2）类型1、基本成本中心没有下属的成本中心，如班组2、复合成本中心有若干个下属的成本中心，如工段广义的成本中心还包括只对费用负责的费用中心。

如企业机关的职能部门（3）责任成本和可控成本构成一个成本中心责任成本的是该中心的全部可控成本之和。

可控成本需同时具备以下4个条件 P377可预计、可计量、可施加影响、可落实责任注意；成本的可控性是相对的，而且由于它与责任中心所处管理层次的高低、管理权限及控制范围的大小，以及管理条件的变化有着直接的关系，在一定的空间和时间条件下,可控成本与不可控成本可以实现相互转化。

（4）成本中心的考核指标成本费用降低额、成本费用降低率成本中心控制和考核责任成本，是在事先编制的责任成本预算的基础上，通过提交责任报告将责任中心实际发生的责任成本与其责任成本预算进行比较，实际数大于预算数的差异是不利差异，实际数小于预算数产生的差异叫有利差异。

P379 例11-1二、利润中心的考核指标（1）定义利润中心是既能控制成本，又能控制收入的责任中心，这里的成本既包括利润中心本身发生的可控成本，也包括利润中心的下属成本中心转来的责任成本。

管理会计(第二版)第11章管理控制系统和责任会计

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第四节利润中心的业绩评价
❖ 利润中心及其种类 ❖ 自然的利润中心 ❖ 人为的利润中心
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利润中心的考核指标
❖ 利润中心考核的指标主要是利润。此外还需要一些非财务指标作为补充，如生产率、市场地位、产品质量、员工满意度、社会责任等
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内部转移价格
❖ 内部转移价格（transfer price）是企业的内部单位之间相互提供产品或劳务时由于结算的需要而选定的价格标准
认可奖励的资金。这个池通常是依据企业或公司层面的业绩来设定的
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❖ 分配公式 ❖ 个人业绩 ❖ 业务或部门业绩 ❖ 公司业绩
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❖ 复合型激励形式 ❖ 现金 ❖ 礼物和奖品 ❖ 延迟的现金支付 ❖ 公司股票奖励 ❖ 股票期权奖励
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激励计划
❖ （一）基于管理会计系统的激励计划
❖ 1.现金奖金
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确定内部转移价格的方法
❖ 1．市场价格 ❖ 2．以成本作为内部转移价格 ❖ 3．经过协商的市场价格
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第五节投资中心的业绩评价
❖ 一、投资中心 ❖ 投资中心是责任人对其责任区域内的成本、
收入及投资均要负责的责任中心
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投资中心的考核指标
❖ （一）投资报酬率 ❖ （二）剩余收益 ❖ （三）经济增加值
❖ 2.利润分享
❖ 3.增益分享
❖ （二）基于股价的激励计划
❖ 1.股票奖励
❖ 2.递延股票报酬
❖ 3.股票期权
❖ 4.业绩股份
❖ 5.股票增值权益
❖ 6.虚拟股票
❖ 7.分享单位
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第十一章管理控制系统和责任会计
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第一节管理控制系统
❖ 一、管理控制系统的概念

管理会计中英对照

一、资产类Assets流动资产Current assets货币资金Cash and cash equivalents1001现金Cash1002 银行存款Cash in bank1009 其他货币资金Other cash and cash equivalents'100901 外埠存款Other city Cash in bank'100902 银行本票Cashier's cheque'100903 银行汇票Bank draft'100904 信用卡Credit card'100905 信用证保证金L/C Guarantee deposits'100906 存出投资款Refundable deposits1101 短期投资Short-term investments'110101 股票Short-term investments - stock'110102 债券Short-term investments - corporate bonds'110103 基金Short-term investments - corporate funds'110110 其他Short-term investments - other1102 短期投资跌价准备Short-term investments falling price reserves应收款Account receivable1111 应收票据Note receivable银行承兑汇票Bank acceptance商业承兑汇票Trade acceptance1121 应收股利Dividend receivable1122 应收利息Interest receivable1131 应收账款Account receivable1133 其他应收款Other notes receivable1141 坏账准备Bad debt reserves1151 预付账款Advance money1161 应收补贴款Cover deficit by state subsidies of receivable库存资产Inventories1201 物资采购Supplies purchasing1211 原材料Raw materials1221 包装物Wrappage1231 低值易耗品Low-value consumption goods1232 材料成本差异Materials cost variance1241 自制半成品Semi-Finished goods1243 库存商品Finished goods1244 商品进销差价Differences between purchasing and selling price1251 委托加工物资Work in process - outsourced1261 委托代销商品Trust to and sell the goods on a commission basis 1271 受托代销商品Commissioned and sell the goods on a commission basis 1281 存货跌价准备Inventory falling price reserves1291 分期收款发出商品Collect money and send out the goods by stages 1301 待摊费用Deferred and prepaid expenses长期投资Long-term investment1401 长期股权投资Long-term investment on stocks'140101 股票投资Investment on stocks'140102 其他股权投资Other investment on stocks1402 长期债权投资Long-term investment on bonds'140201 债券投资Investment on bonds'140202 其他债权投资Other investment on bonds1421 长期投资减值准备Long-term investments depreciation reserves股权投资减值准备Stock rights investment depreciation reserves债权投资减值准备Bcreditor's rights investment depreciation reserves1431 委托贷款Entrust loans'143101 本金Principal'143102 利息Interest'143103 减值准备Depreciation reserves1501 固定资产Fixed assets房屋Building建筑物Structure机器设备Machinery equipment运输设备Transportation facilities工具器具Instruments and implement1502 累计折旧Accumulated depreciation1505 固定资产减值准备Fixed assets depreciation reserves房屋、建筑物减值准备Building/structure depreciation reserves机器设备减值准备Machinery equipment depreciation reserves1601 工程物资Project goods and material'160101 专用材料Special-purpose material'160102 专用设备Special-purpose equipment'160103 预付大型设备款Prepayments for equipment'160104 为生产准备的工具及器具Preparative instruments and implement for fabricate 1603 在建工程Construction-in-process安装工程Erection works在安装设备Erecting equipment-in-process技术改造工程Technical innovation project大修理工程General overhaul project1605 在建工程减值准备Construction-in-process depreciation reserves1701 固定资产清理Liquidation of fixed assets1801 无形资产Intangible assets专利权Patents非专利技术Non-Patents商标权Trademarks, Trade names著作权Copyrights土地使用权Tenure商誉Goodwill1805 无形资产减值准备Intangible Assets depreciation reserves专利权减值准备Patent rights depreciation reserves商标权减值准备trademark rights depreciation reserves1815 未确认融资费用Unacknowledged financial charges待处理财产损溢Wait deal assets loss or income1901 长期待摊费用Long-term deferred and prepaid expenses1911 待处理财产损溢Wait deal assets loss or income191101待处理流动资产损溢Wait deal intangible assets loss or income 191102待处理固定资产损溢Wait deal fixed assets loss or income二、负债类Liability短期负债Current liability2101 短期借款Short-term borrowing2111 应付票据Notes payable银行承兑汇票Bank acceptance商业承兑汇票Trade acceptance2121 应付账款Account payable2131 预收账款Deposit received2141 代销商品款Proxy sale goods revenue2151 应付工资Accrued wages2153 应付福利费Accrued welfarism2161 应付股利Dividends payable2171 应交税金Tax payable'217101 应交增值税value added tax payable'21710101 进项税额Withholdings on VAT'21710102 已交税金Paying tax'21710103 转出未交增值税Unpaid VAT changeover'21710104 减免税款Tax deduction'21710105 销项税额Substituted money on VAT'21710106 出口退税Tax reimbursement for export'21710107 进项税额转出Changeover withnoldings on VAT'21710108 出口抵减内销产品应纳税额Export deduct domestic sales goods tax '21710109 转出多交增值税Overpaid VAT changeover'21710110 未交增值税Unpaid VAT'217102 应交营业税Business tax payable'217103 应交消费税Consumption tax payable'217104 应交资源税Resources tax payable'217105 应交所得税Income tax payable'217106 应交土地增值税Increment tax on land value payable'217107 应交城市维护建设税Tax for maintaining and building cities payable '217108 应交房产税Housing property tax payable'217109 应交土地使用税Tenure tax payable'217110 应交车船使用税Vehicle and vessel usage license plate tax(VVULPT) payable '217111 应交个人所得税Personal income tax payable2176 其他应交款Other fund in conformity with paying2181 其他应付款Other payables2191 预提费用Drawing expense in advance其他负债Other liabilities2201 待转资产价值Pending changerover assets value2211 预计负债Anticipation liabilities长期负债Long-term Liabilities2301 长期借款Long-term loans一年内到期的长期借款Long-term loans due within one year一年后到期的长期借款Long-term loans due over one year2311 应付债券Bonds payable'231101 债券面值Face value, Par value'231102 债券溢价Premium on bonds'231103 债券折价Discount on bonds'231104 应计利息Accrued interest2321 长期应付款Long-term account payable应付融资租赁款Accrued financial lease outlay一年内到期的长期应付Long-term account payable due within one year一年后到期的长期应付Long-term account payable over one year2331 专项应付款Special payable一年内到期的专项应付Long-term special payable due within one year一年后到期的专项应付Long-term special payable over one year2341 递延税款Deferral taxes三、所有者权益类OWNERS' EQUITY资本Capital3101 实收资本(或股本) Paid-up capital(or stock)实收资本Paicl-up capital实收股本Paid-up stock3103 已归还投资Investment Returned公积3111 资本公积Capital reserve'311101 资本(或股本)溢价Cpital(or Stock) premium'311102 接受捐赠非现金资产准备Receive non-cash donate reserve'311103 股权投资准备Stock right investment reserves'311105 拨款转入Allocate sums changeover in'311106 外币资本折算差额Foreign currency capital'311107 其他资本公积Other capital reserve3121 盈余公积Surplus reserves'312101 法定盈余公积Legal surplus'312102 任意盈余公积Free surplus reserves'312103 法定公益金Legal public welfare fund'312104 储备基金Reserve fund'312105 企业发展基金Enterprise expension fund'312106 利润归还投资Profits capitalizad on return of investment利润Profits3131 本年利润Current year profits3141 利润分配Profit distribution'314101 其他转入Other chengeover in'314102 提取法定盈余公积Withdrawal legal surplus'314103 提取法定公益金Withdrawal legal public welfare funds'314104 提取储备基金Withdrawal reserve fund'314105 提取企业发展基金Withdrawal reserve for business expansion'314106 提取职工奖励及福利基金Withdrawal staff and workers' bonus and welfare fund '314107 利润归还投资Profits capitalizad on return of investment'314108 应付优先股股利Preferred Stock dividends payable'314109 提取任意盈余公积Withdrawal other common accumulation fund'314110 应付普通股股利Common Stock dividends payable'314111 转作资本(或股本)的普通股股利Common Stock dividends change to assets(or stock)'314115 未分配利润Undistributed profit四、成本类Cost4101 生产成本Cost of manufacture'410101 基本生产成本Base cost of manufacture'410102 辅助生产成本Auxiliary cost of manufacture4105 制造费用Manufacturing overhead材料费Materials管理人员工资Executive Salaries奖金Wages退职金Retirement allowance补贴Bonus外保劳务费Outsourcing fee福利费Employee benefits/welfare会议费Coferemce加班餐费Special duties市内交通费Business traveling通讯费Correspondence电话费Correspondence水电取暖费Water and Steam税费Taxes and dues租赁费Rent管理费Maintenance车辆维护费Vehicles maintenance油料费Vehicles maintenance培训费Education and training接待费Entertainment图书、印刷费Books and printing运费Transpotation保险费Insurance premium支付手续费Commission杂费Sundry charges折旧费Depreciation expense机物料消耗Article of consumption劳动保护费Labor protection fees季节性停工损失Loss on seasonality cessation4107 劳务成本Service costs五、损益类Profit and loss收入Income业务收入OPERATING INCOME5101 主营业务收入Prime operating revenue产品销售收入Sales revenue服务收入Service revenue5102 其他业务收入Other operating revenue材料销售Sales materials代购代售包装物出租Wrappage lease出让资产使用权收入Remise right of assets revenue返还所得税Reimbursement of income tax其他收入Other revenue5201 投资收益Investment income短期投资收益Current investment income长期投资收益Long-term investment income计提的委托贷款减值准备Withdrawal of entrust loans reserves 5203 补贴收入Subsidize revenue国家扶持补贴收入Subsidize revenue from country其他补贴收入Other subsidize revenue5301 营业外收入NON-OPERATING INCOME非货币性交易收益Non-cash deal income现金溢余Cash overage处置固定资产净收益Net income on disposal of fixed assets 出售无形资产收益Income on sales of intangible assets固定资产盘盈Fixed assets inventory profit罚款净收入Net amercement income支出Outlay业务支出Revenue charges5401 主营业务成本Operating costs产品销售成本Cost of goods sold服务成本Cost of service5402 主营业务税金及附加Tax and associate charge营业税Sales tax消费税Consumption tax城市维护建设税Tax for maintaining and building cities资源税Resources tax土地增值税Increment tax on land value5405 其他业务支出Other business expense销售其他材料成本Other cost of material sale其他劳务成本Other cost of service其他业务税金及附加费Other tax and associate charge费用Expenses5501 营业费用Operating expenses代销手续费Consignment commission charge运杂费Transpotation保险费Insurance premium展览费Exhibition fees广告费Advertising fees5502 管理费用Adminisstrative expenses职工工资Staff Salaries修理费Repair charge低值易耗摊销Article of consumption办公费Office allowance差旅费Travelling expense工会经费Labour union expenditure研究与开发费Research and development expense福利费Employee benefits/welfare职工教育经费Personnel education待业保险费Unemployment insurance劳动保险费Labour insurance医疗保险费Medical insurance会议费Coferemce聘请中介机构费Intermediary organs咨询费Consult fees诉讼费Legal cost业务招待费Business entertainment技术转让费Technology transfer fees矿产资源补偿费Mineral resources compensation fees排污费Pollution discharge fees房产税Housing property tax车船使用税Vehicle and vessel usage license plate tax(VVULPT)土地使用税Tenure tax印花税Stamp tax5503 财务费用Finance charge利息支出Interest exchange汇兑损失Foreign exchange loss各项手续费Charge for trouble各项专门借款费用Special-borrowing cost5601 营业外支出Nonbusiness expenditure捐赠支出Donation outlay减值准备金Depreciation reserves非常损失Extraordinary loss处理固定资产净损失Net loss on disposal of fixed assets出售无形资产损失Loss on sales of intangible assets固定资产盘亏Fixed assets inventory loss债务重组损失Loss on arrangement罚款支出Amercement outlay5701 所得税Income tax以前年度损益调整Prior year income adjustment现金Cash in hand银行存款Cash in bank其他货币资金-外埠存款Other monetary assets - cash in other cities其他货币资金-银行本票Other monetary assets - cashier‘s check其他货币资金-银行汇票Other monetary assets - bank draft其他货币资金-信用卡Other monetary assets - credit cards其他货币资金-信用证保证金Other monetary assets - L/C deposit其他货币资金-存出投资款Other monetary assets - cash for investment 短期投资-股票投资Investments - Short term - stocks短期投资-债券投资Investments - Short term - bonds短期投资-基金投资Investments - Short term - funds短期投资-其他投资Investments - Short term - others短期投资跌价准备Provision for short-term investment长期股权投资-股票投资Long term equity investment - stocks长期股权投资-其他股权投资Long term equity investment - others长期债券投资-债券投资Long term securities investemnt - bonds长期债券投资-其他债权投资Long term securities investment - others长期投资减值准备Provision for long-term investment应收票据Notes receivable应收股利Dividends receivable应收利息Interest receivable应收帐款Trade debtors坏帐准备- 应收帐款Provision for doubtful debts - trade debtors预付帐款Prepayment应收补贴款Allowance receivable其他应收款Other debtors坏帐准备- 其他应收款Provision for doubtful debts - other debtors其他流动资产Other current assets物资采购Purchase原材料Raw materials包装物Packing materials低值易耗品Low value consumbles材料成本差异Material cost difference自制半成品Self-manufactured goods库存商品Finished goods商品进销差价Difference between purchase & sales of commodities委托加工物资Consigned processiong material委托代销商品Consignment-out受托代销商品Consignment-in分期收款发出商品Goods on instalment sales存货跌价准备Provision for obsolete stocks待摊费用Prepaid expenses待处理流动资产损益Unsettled G/L on current assets待处理固定资产损益Unsettled G/L on fixed assets委托贷款-本金Consignment loan - principle委托贷款-利息Consignment loan - interest委托贷款-减值准备Consignment loan - provision固定资产-房屋建筑物Fixed assets - Buildings固定资产-机器设备Fixed assets - Plant and machinery固定资产-电子设备、器具及家具Fixed assets - Electronic Equipment, furniture and fixtures 固定资产-运输设备Fixed assets - Automobiles累计折旧Accumulated depreciation固定资产减值准备Impairment of fixed assets工程物资-专用材料Project material - specific materials工程物资-专用设备Project material - specific equipment工程物资-预付大型设备款Project material - prepaid for equipment工程物资-为生产准备的工具及器具Project material - tools and facilities for production在建工程Construction in progress在建工程减值准备Impairment of construction in progress固定资产清理Disposal of fixed assets无形资产-专利权Intangible assets - patent无形资产-非专利技术Intangible assets - industrial property and know-how 无形资产-商标权Intangible assets - trademark rights无形资产-土地使用权Intangible assets - land use rights无形资产-商誉Intangible assets - goodwill无形资产减值准备Impairment of intangible assets长期待摊费用Deferred assets未确认融资费用Unrecognized finance fees其他长期资产Other long term assets递延税款借项Deferred assets debits应付票据Notes payable应付帐款Trade creditors预收帐款Adanvances from customers代销商品款Consignment-in payables其他应交款Other payable to government其他应付款Other creditors应付股利Proposed dividends待转资产价值Donated assets预计负债Accrued liabilities应付短期债券Short-term debentures payable其他流动负债Other current liabilities预提费用Accrued expenses应付工资Payroll payable应付福利费Welfare payable短期借款-抵押借款Bank loans - Short term - pledged短期借款-信用借款Bank loans - Short term - credit短期借款-担保借款Bank loans - Short term - guaranteed一年内到期长期借款Long term loans due within one year一年内到期长期应付款Long term payable due within one year长期借款Bank loans - Long term应付债券-债券面值Bond payable - Par value应付债券-债券溢价Bond payable - Excess应付债券-债券折价Bond payable - Discount应付债券-应计利息Bond payable - Accrued interest长期应付款Long term payable专项应付款Specific payable其他长期负债Other long term liabilities应交税金-所得税Tax payable - income tax应交税金-增值税Tax payable - VAT应交税金-营业税Tax payable - business tax应交税金-消费税Tax payable - consumable tax应交税金-其他Tax payable - others递延税款贷项Deferred taxation credit股本Share capital已归还投资Investment returned利润分配-其他转入Profit appropriation - other transfer in利润分配-提取法定盈余公积Profit appropriation - statutory surplus reserve利润分配-提取法定公益金Profit appropriation - statutory welfare reserve利润分配-提取储备基金Profit appropriation - reserve fund利润分配-提取企业发展基金Profit appropriation - enterprise development fund利润分配-提取职工奖励及福利基金Profit appropriation - staff bonus and welfare fund 利润分配-利润归还投资Profit appropriation - return investment by profit利润分配-应付优先股股利Profit appropriation - preference shares dividends利润分配-提取任意盈余公积Profit appropriation - other surplus reserve利润分配-应付普通股股利Profit appropriation - ordinary shares dividends利润分配-转作股本的普通股股利Profit appropriation - ordinary shares dividends converted to shares期初未分配利润Retained earnings, beginning of the year资本公积-股本溢价Capital surplus - share premium资本公积-接受捐赠非现金资产准备Capital surplus - donation reserve资本公积-接受现金捐赠Capital surplus - cash donation资本公积-股权投资准备Capital surplus - investment reserve资本公积-拨款转入Capital surplus - subsidiary资本公积-外币资本折算差额Capital surplus - foreign currency translation资本公积-其他Capital surplus - others盈余公积-法定盈余公积金Surplus reserve - statutory surplus reserve盈余公积-任意盈余公积金Surplus reserve - other surplus reserve盈余公积-法定公益金Surplus reserve - statutory welfare reserve盈余公积-储备基金Surplus reserve - reserve fund盈余公积-企业发展基金Surplus reserve - enterprise development fund盈余公积-利润归还投资Surplus reserve - return investment by investment主营业务收入Sales主营业务成本Cost of sales主营业务税金及附加Sales tax营业费用Operating expenses管理费用General and administrative expenses财务费用Financial expenses投资收益Investment income其他业务收入Other operating income营业外收入Non-operating income补贴收入Subsidy income其他业务支出Other operating expenses营业外支出Non-operating expenses所得税Income tax。

亨格瑞管理会计英文第15版答案 10-12章

CHAPTER 11Capital Budgeting11-A1 (15-25 min.) Answers are printed in the text at the end of the assignment material.11-29 (10-15 min.)1. The present value is $480,000 and the annual payments are an annuity, requiringuse of Table 2:(a)$480,000 = annual payment × 11.2578annual payment = $480,000 ÷ 11.2578 = $42,637(b)$480,000 = annual payment × 9.4269annual payment = $480,000 ÷ 9.4269 = $50,918(c)$480,000 = annual payment × 8.0552annual payment = $480,000 ÷ 8.0552 =$59,5892. (a)$480,000 = annual payment × 8.5595annual payment = $480,000 ÷ 8.5595 = $56,078(b)$480,000 = annual payment × 7.6061annual payment = $480,000 ÷ 7.6061 = $63,107(c)$480,000 = annual payment × 6.8109annual payment = $480,000 ÷ 6.8109 =$70,4753. (a) Total payments= 30 × $50,918 = $1,527,540Total interest paid= $1,527,540- $480,000 = $1,047,540(b) Total payments= 15 × $63,107= $946,605Total interest paid = $946,605 - $480,000 = $466,60511-36 (10 min.)Buy. The net present value is positive.Initial outlay * $(21,000)Present value of cash operating savings, from12-year, 12% column of Table 2, 6.1944 × $5,000 30,972Net present value $ 9,972* The trade-in allowance really consists of a $5,000 adjustment of the sellingprice and a bona fide $10,000 cash allowance for the old equipment. Therelevant amount is the incremental cash outlay, $21,000. The book value isirrelevant.11-39 (10-15 min.)Copyright ©2011 Pearson Education 1Copyright ©2011 Pearson Education21. NPV @ 10% = 10,000 × 3.7908 = $37,908 - $36,048 = $1,860 NPV @ 12% = 10,000 × 3.6048 = $36,048 - $36,048 = $0NPV @ 14% = 10,000 × 3.4331 = $34,331 - $36,048 = $(1,717)2.The IRR is the interest rate at which NPV = $0; therefore, from requirement 1 we know that IRR = 12%.3.The NPV at the company’s cost of capital, 10%, is positive, so the project should be accepted.4.The IRR (12%) is greater than the company’s cost of capital (10%), so the project should be accepted. Note that the IRR and NPV models give the same decision.11-46 (10-15 min.)Annual addition to profit = 40% × $25,000 = $10,000.1.Payback period is $36,000 ÷ $10,000 = 3.6 years. It is not a good measure of profitability because it ignores returns beyond the payback period and it does not account for the time value of money.2. NPV = $5,114. Accept the proposal because NPV is positive. Computation: NPV = ($10,000 × 4.1114) - $36,000= $41,114 - $36,000 = $ 5,1143. ARR = (Increase in average cash flow – Increase in depreciation) ÷ Initialinvestment= ($10,000 - $6,000) ÷ $36,000 = 11.1%11-51 (30-35 min.)1.Annual Operating Cash FlowsXeroxCannon Difference Salaries $49,920(a) $41,600(b) $ 8,320 Overtime 1,728(c) -- 1,728 Repairs and maintenance 1,800 1,050 750Toner, supplies, etc. 3,6003,300 300 Total annual cash outflows $57,048 $45,950 $11,098(a) ($ 8 × 40 hrs.) × 52 weeks × 3 employees = $320 × 52 × 3 = $49,920 (b) ($10 × 40 hrs.) × 52 weeks × 2 employees = $400 × 52 × 2 = $41,600 (c) ($12 × 4 hrs.) × 12 months × 3 machines = $ 48 × 12 × 3 = $ 1,728Initial Cash FlowsXeroxCannon Difference Purchase of Cannon machines $ -- $50,000 $50,000Sale of Xerox machines -- -3,000 -3,000 Training and remodeling -- 4,000 4,000 Total $ -- $51,000 $51,000Copyright ©2011 Pearson Education 3EXHIBIT 11-50All numbers are expressed in Mexican pesos.2. 18% Total Sketch of Relevant Cash Flows(inthousands)PresentPVFactor Value 0 1 2 3 4 5Cash operating savings:* .8475 83,902 99,000108,90078,212.718272,904119,790.608667,966 131,769 .5158.4371 63,356 144,946Total366,340Income tax savings fromdepreciation not changedby inflation, see 1 3.1272 105,074 33,600 33,600 33,600 33,600 33,600471,414TotalRequired outlay at time zero 1.0000 (420,000) (420,000)Net present value 51,414*Amounts are computed by multiplying (150,000 × .6) = 90,000 by 1.10, 1.10 2, 1.10 3, etc.Copyright ©2011 Pearson Education 461PV PresentofValue$1.00ofCashFlows Annual Cash FlowsDiscountedat 12% 0 1 2 3 4 5T OTAL P ROJECT A PPROACH:Cannon:Init. cash outflow 1.0000 $ (51,000)Oper. cash flows 3.6048 (165,641) (45,950) (45,950) (45,950) (45,950) (45,950)Total $(216,641)Xerox:Oper. cash flows 3.6048 $(205,647) (57,048) (57,048) (57,048) (57,048) (57,048)Difference in favor ofretaining Xerox $ (10,994)I NCREMENTAL A PPROACH:Initial investment 1.0000 $(51,000)Annual operatingcash savings 3.6048 40,006 11,098 11,098 11,098 11,098 11,098Net present valueof purchase $(10,994)2. The Xerox machines should not be replaced by the Cannon equipment.Net savings = (Present value of expenditures to retain Xerox machines) less (Present value of expenditures toconvert to Cannon machines)= $205,647 - $216,641 = $(10,994)3. a. How flexible is the new machinery? Will it be useful only for the presently intended functions, or can it be easilyadapted for other tasks that may arise over the next 5 years?b. What psychological effects will it have on various interested parties?Copyright ©2011 Pearson Education 46211-71 (60-90 min.)This is a complex problem because it requires comparing three alternatives. It reviews Chapter 6 as well as covering several of the topics of Chapter 11. The following answer uses the total project approach. The total net future cash outflows are shown for each alternative.1. Alternative A: Continue to manufacture the parts with the current tools.Annual cash outlaysVariable cost, $92 × 8,000 $(736,000)Fixed cost, 1/3 × $45 × 8,000 × .6 (72,000)Tax savings, .4 × ($736,000 + $72,000) 323,200After-tax annual cost $(484,800)Present value, 3.6048 × $484,800 $(1,747,607)PV of remaining tax savings on MACRS:11.52% × $2,000,000 × .4 × .8929 82,2905.76% × $2,000,000 × .4 × .7972 36,735Total present value of costs, Alternative A $(1,628,582)Alternative B: Purchase from outside supplierAnnual cash outlaysPurchase cost, $110 × 8,000 $(880,000)Tax savings, $880,000 × .4 352,000After-tax annual cost $(528,000)Copyright ©2011 Pearson Education 463Present value, $528,000 × 3.6048 $(1,903,334)Sale of old equipment:Sales price $ 400,000Book value [(11.52% + 5.76%) × $2,000,000] 345,600Gain $ 54,400Taxes @ 40% (21,760)Total after-tax effect ($400,000 - $21,760) 378,240Total present value of costs, Alternative B $(1,525,094)Copyright ©2011 Pearson Education 464Alternative C: Purchase new toolsInvestment $(1,800,000) Annual cash outlaysVariable cost, $73 × 8,000 $(584,000)Fixed cost (same as A) (72,000)Tax savings, .4 × ($584,000 + $72,000) 262,400After-tax annual cost $(393,600)Present value, $393,600 × 3.6048 (1,418,849)Tax savings on new equipment* 579,217Effect of disposal of new equipmentSales price $ 500,000Book value 0Gain $500,000Taxes @ 40% 200,000Total after-tax effect $ 300,000Present value, $300,000 × .5674 170,220Effect of disposal of old equipment (see Alternative B) 378,240Total present value of costs, Alternative C $(2,091,172)* Using the MACRS schedule for tax depreciation, the depreciation rate for each year of a 3-year asset's life is shown inExhibit 11-6:Depreciation Tax PV PresentYear Rate Savings Factor Value1 33.33% .3333 × $1,800,000 × .40 = $239,976 .8929 $214,2752 44.45% .4445 × 1,800,000 × .40 = 320,040 .7972 255,1363 14.81% .1481 × 1,800,000 × .40 = 106,632 .7118 75,9014 7.41% .0741 × 1,800,000 × .40 = 53,352 .6355 33,905Total present value of tax savings $579,217Using Exhibit 11-7, we get .8044 × $1,800,000 × .4 = $579,168, which differs from $579,217 by a $49 rounding error.The alternative with the lowest present value of cost is Alternative B, purchasing from the outside supplier.Copyright ©2011 Pearson Education 4652. Among the major factors are (1) the range of expected volume (both large increases and decreases in volume make thepurchase of the parts relatively less desirable), (2) the reliability of the outside supplier, (3) possible changes inmaterial, labor, and overhead prices, (4) the possibility that the outside supplier can raise prices before the end of five years, (5) obsolescence of the products and equipment, and (6) alternate uses of available capacity (alternative uses make Alternative B relatively more desirable).Copyright ©2011 Pearson Education 466Copyright ©2011 Pearson Education467CHAPTER 12 Cost Allocation12-30 (10-15 min.) 1. Rate = [$2,500 + ($.05 × 100,000)] ÷ 100,000 = $.075 per copy Cost allocated to City Planning in August = $.075 × 42,000 = $3,150. 2. Fixed cost pool allocated as a lump sum depending on predicted usage:To City Planning: (36,000 ÷ 100,000) × $2,500 = $900 per monthVariable cost pool allocated on the basis of actual usage: $.05 × number of copies Cost allocated to City Planning in August: $900 + ($.05 × 42,000) = $3,000. 3. The second method, the one that allocated fixed- and variable-cost pools separately, is preferable. It better recognizesthe causes of the costs. The fixed cost depends on the size of the photocopy machine, which is based on predicted usage and is independent of actual usage. Variable costs, in contrast are caused by actual usage.Exhibit 12-34Customer Type 1Customer Type 2 Customer Type 3 Sales Gross price profit per margin Gross Gross Gross Product unit per unit Units Revenue profit Units Revenue profit Units Revenue profitA $11.031$ 4.14 200 $ 2,206 $ 828 2,200 $ 24,266 $ 9,108 500 $ 5,515 $ 2,070 B 20.47 4.09 100 2,047 409 1,200 24,564 4,908 3,000 61,410 12,270 C 51.38 10.28 50 2,569 514 400 20,552 4,112 5,000 256,900 51,400D 90.00 39.38 400 36,000 15,752 800 72,000 31,504 400 36,000 15,752Total 750 $42,822 17,5034,600 $141,382 49,632 8,900 $359,825 81,492 Cost to serve 7,36845,193 87,439 Operating income $10,135 $4,439 ($5,947) Customer gross margin percentage 40.9% 35.1% 22.6% Cost to serve percentage 17.2% 32.0% 24.3%Customer operating income percentage 23.7%3.1% (1.7%)1$32,000 ÷ 2,900 units; etc. The rounded numbers from the first two columns are used in subsequent calculations.5. The chart below shows customer profitability for the three customer types and suggested strategies for profit improvement.Grow business with this customer type byfocused sales efforts and quantity discounts.Work with customers to lowerthe cost to serve. Seek internalprocess improvements to lowerthose elements of the cost toserve controllable by thecompany.Copyright ©2011 Pearson Education 46912-35 (15-20 min.)of1. AllocationCostsGallons Weighting Joint$300,000 $180,000×A 9,000 9/15SolventSolvent B 6,000 6/15 × $300,000 120,00015,000 $300,0002. Relative Sales Allocation ofCostsValue at Split-off* Weighting JointSolvent A $270,000 27/54 × $300,000 $150,000Solvent B 270,000 27/54 × $300,000 150,000$540,000 $300,000 * $30 × 9,000 and $45 × 6,00012-42 (25-30 min.)There a several ways to organize an analysis that provides product costs. We like to focus first on determining total activity-cost pools and activity cost per driver unit. Then, an analysis similar to the one shown in Exhibit 12-8 can be used.Schedule a: Activity center cost poolsResources Supporting the Allocated Setup/Maintenance Activity Center Allocation Calculation Cost Assembly supervisors $90,000 × 2% $ 1,800 Assembly machines $247,000 × (400 ÷ 1,900) 52,000 Facilities management $95,000 × (400 ÷ 1,900) 20,000 Power $54,000 × (10 ÷ 90) 6,000Total assigned cost $79,800Cost per driver unit (setup) $79,800 ÷ 40 $ 1,995 Resources Supporting the Allocated Setup/Maintenance Activity Center Allocation Calculation Cost Assembly supervisors $90,000 × 98% $ 88,200 Assembly machines $247,000 × (1,500 ÷ 1,900) 195,000 Facilities management $95,000 × (1,500 ÷ 1,900) 75,000 Power $54,000 × (80 ÷ 90) 48,000Total assigned cost $406,200Cost per driver unit (machine hour) $406,200 ÷ 1,500 $ 270.80Copyright ©2011 Pearson Education 470Exhibit 12-42 Contribution to cover other value-chain costs by productStandardDeluxe Custom Cost per Driver unit Driver Driver Driver Activity/Resource (Schedule a) Units Cost Units Cost Units Cost Setup/Maintenance $1,995 20 $ 39,900 12 $ 23,940 8 $ 15,960 Assembly $270.80 1,000 270,800 400 108,320 100 27,080 Parts 1,003,800 115,080 15,980Direct labor 298,00072,000 68,000 Total $1,612,500$319,340 $127,020 Units 100,000 10,000 1,000 Cost per display $16.125 $31.934 $127.02Selling price 20.00050.000 250.00 Unit gross profit $ 3.875$18.066 $122.98 Total gross profit $387,500$180,660 $122,980The total contribution of these products is $387,500 + $180,660 + $122,980 = $691,140.12-43 (25-30 min.) See solution to problem 12-42.12-55 (100 – 200 min.)1. Exhibits 12-55A and 12-55B show the calculation of customer gross margin percentage and customer cost-to-serve percentage for the 4 customer types. Exhibit 12-55C shows a plot of customer gross margin percentage versus customer cost-to-serve percentage for the 4 customer types.2. Suggested strategies for profit improvement for the 4 customer types follow.•Customer type 1 - Mega stores. These stores have the lowest cost-to-serve.Profitability can be improved by focusing on a better product mix. A quarter ofthe sales (cases) to these stores are from bulk and singles products – both ofwhich have a negative gross margin. A shift in mix towards more regular andfragile product types would improve profitability.•Customer type 2 – Local small stores. These stores have a product mix that contains a substantial amount (32%) of the negative gross margin products. Thesame change in sales focus that applies to mega stores can be applied to localsmall stores.But unlike mega stores, small stores are very costly to serve. From Exhibit 12-55 B, the largest single cost to serve local small stores is truck deliveries. Theaverage number of cases per order (the same as per truck delivery) is 6,000,000 ÷ 80,000 = 75. Compare this to mega stores that average 7,680,000 ÷ 32,000 = 240 cases per order (delivery). This is a significant factor causing the high cost-to-serve.For example, suppose that the average order size could be increased from 75,000 to 150,000 cases. If the total annual cases sold is unchanged (6,000,000), a totalof 40 orders, a 50% reduction, would be made. An estimate of the cost savingsand the impact on the cost-to-serve percentage can be made as follows:Cost per Driver Unit Reduction in Driver Cost Savings(Exhibit 12-55B) Units of 50% (000) Truck delivery $167.55 34,000 $5,696.70 Order processing 27.49 40,000 1,099.60 Regular scheduling 5.83 36,000 209.88 Expedited scheduling 19.44 4,000 77.76 Total cost savings (000) $7,083.94 Cost savings as a percent of revenue 24.9%New cost-to-serve as a percent of revenue 60.1%In addition to the above savings, other activities would also be impacted by thereduction in orders such as customer service. So while the total impact ofCopyright ©2011 Pearson Education 472focusing on increasing order size can only be estimated, it is reasonable to expect dramatic cost savings from the current 85% of revenue.Other factors that should be investigated include the high level of corporatesupport and customer service.•Customer type 3 – Local large stores. Local large stores generate $68,400 ÷ $136,230 = 50% of DSI’s total revenue and with a net margin of 58% - 47% = 11%. The key to local large store profitability is sales of a large percentage (80%) of regular product. The cost-to-serve percentage is 47%. This could be reduced as for customer type 2 by increasing the order size from the current level of14,400,000 ÷ 120,000 = 120 cases per order. But a dramatic improvementshould not be expected. In general, local large stores are sustaining DSI’sbusiness and their loyalty should be cultivated.•Customer type 4 – Specialty stores. Specialty stores have a low gross margin of 22% coupled with a very large cost-to-serve percent of 106%! Although thesestores do not account for a significant portion of DSI’s revenue the companyshould rationalize their business. Several actions could be suggested. One is to charge a premium for all high-security products. The vast majority of theseproducts are sold to specialty stores with only marginal sales to mega and local small stores. Another action is to adopt a customer loyalty program based onvolume of sales. The list price of $7.25 per case would apply to customers with sales volumes less than a specified level. Most of DSI’s customers would qualify for discounts (similar to those currently existing) so prices would not besignificantly different. For specialty stores, prices would increase dramatically.This may result in losing specialty-store business so DSI needs to decide is this isa direction they wish to consider.Copyright ©2011 Pearson Education 473Exhibit 12-55A (Units and dollars are in thousands.)C u s t o m e r T y p eProductRegular Short Fragile Bulk HighSecurity Singles Total Gross Profit PercentageProduct mix percentage 60% 5% 5% 20% 5% 5% 100% Cases sold 4,608 384 384 1,536 384 3847,680Total Revenue$ 21,888 $ 1,824$ 1,824$7,296$ 1,824 $ 1,824 $36,480Gross Profit per Case $ 3.28 $ 1.58 $ 2.74 $(1.44)$ 0.54 $ (5.30)1Total Gross Profit$ 15,114 $ 607 $ 1,052 $(2,212)$ 207 $(2,035)$12,733 35%Product mix percentage 50% 5% 5% 30% 8% 2% 100% Cases sold3,000 300 300 1,800 480 120 6,000 Total Revenue @ 4.75/case $ 14,250 $ 1,425 $ 1,425 $ 8,550 $ 2,280 $ 570 $28,500 Gross Profit per Case $ 3.28 $ 1.58 $ 2.74 $ (1.44) $ 0.54 $ (5.30)2Total Gross Profit$ 9,840 $ 474 $ 822 $(2,592) $ 259 $ (636)$ 8,167 29%Product mix percentage 80% 0% 10% 10% 0% 0% 100%Cases sold 11,520 -1,4401,440--14,400Total Revenue @ 4.75/case $ 54,720 $ - $ 6,840 $ 6,840 $ - $ - $68,400Gross Profit per Case $ 3.28 $ 1.58 $ 2.74 $ (1.44) $ 0.54 $ (5.30)3Total Gross Profit$ 37,786 $ - $ 3,946 $(2,074) $ - $ - $39,658 58%Product mix percentage 10% 20% 0% 0% 70% 0% 100% Cases sold 60 120 - - 420-600Total Revenue @ 4.75/case $ 285 $ 570 $ - $ - $ 1,995 $ - $ 2,850 Gross Profit per Case $ 3.28 $ 1.58 $ 2.74 $ (1.44)$ 0.54 $ (5.30)4Total Gross Profit $ 197$ 190$ -$ -$ 227$ - $ 61322%Exhibit 12-55B (Units and dollars are in thousands.)ActivityO r d e r P r o c e s s i n gC u s t o m e r S e r v i c eO r d e r C h a n g e sC o r p o r a t e S u p p o r tR e g u l a r S c h e d u l i n gE x p e d i t e d S c h e d u l i n gS h i p p i n gT r u c k D e l i v e r yP a r c e l D e l i v e r y Cost DriverO r d e r sL a b o r H o u r sN u m b e r o f C h a n g e sL a b o r H o u r sO r d e r sO r d e r sP a l l e t sD e l i v e r i e sD e l i v e r i e sC u s t o m e r T y p eCost/DriverUnit $27.49 $43.34$32.63$51.66$5.83 $19.44 $6.60 $167.55 $23.89Total Driver Units3218.73.2 - 29 3 41625.6 1.6 Cost to Serve $879.68 $810.46$104.42-$169.07$58.32$2,745.6$4,289.28$38.22$9,095.05Revenue (See Exhibit 12-55A) $36,480.001 Cost-to-Serve Percentage24.9%Driver Units 80 100 8 20 72 8 640 68 8Cost to Serve $2,199.2 $4,334$261.04$1,033.2 $419.76$155.52$4,224$11,393.4$191.12$24,211.24Revenue (See Exhibit 12-55A) $28,500.02Cost-to-Serve Percentage85.0%Exhibit 12-55B (continued)ActivityO r d e r P r o c e s s i n gC u s t o m e r S e r v i c eO r d e r C h a n g e sC o r p o r a t e S u p p o r tR e g u l a r S c h e d u l i n gE x p e d i t e d S c h e d u l i n gS h i p p i n gT r u c k D e l i v e r y P a r c e l D e l i v e r y Cost DriverO r d e r sL a b o r H o u r sN u m b e r o f C h a n g e sL a b o r H o u r sO r d e r sO r d e r sP a l l e t sD e l i v e r i e sD e l i v e r i e sC u s t o m e r T y p eCost/DriverUnit $27.49 $43.34$32.63$51.66$5.83 $19.44 $6.60 $167.55 $23.89TotalDriver Units 120 70 2.4 80 108 12 840 90 6Cost to Serve$3,298.8 $3,033.8 $78.31$4,132.8 $629.64 $233.28 $5,544$15,079.5$143.34$32,173.47Revenue (See Exhibit 12-55A) $68,400.03 Cost-to-Serve Percentage47.0%Driver Units 12 30 1.2 0 10 2 60 4.8 2.4Cost to Serve $329.88$1,300.2 $39.16- $58.3 $38.88 $396 $804.24 $57.34$3,023.99Revenue (See Exhibit 12-55A) $2,850.004 Cost-to-Serve Percentage106.1%CUSTOMER PROFITABILITYCT3, 47%, 58%0%10%20%30%40%50%60%70%80%90%100%0%10%20%30%40%50%60%70%80%90%100%110%120%COST-TO-SERVE PERCENTAGEG R O S S P R O F I T P E R C E N T A G EExhibit 12-55CCopyright ©2011 Pearson Education 478。

《管理会计》英文版课后习题答案

第二章产品成本计算Exercises2–1（指教材上的第2章练习第1题，下同）1. Part #72A Part #172CSteel* $ 12.00 $ 18.00Setup cost** 6.00 6.00Total $ 18.00 $ 24.00*($1.00 ? 12; $1.00 ? 18)**($60,000/10,000)Steel cost is assigned by calculating a cost per ounce and then multiplying this by the ounces used by each part:Cost per ounce= $3,000,000/3,000,000 ounces= $1.00 per ounceSetup cost is assigned by calculating the cost per setup and then dividing this by the number of units in each batch (there are 20 setups per year):Cost per setup = $1,200,000/20= $60,0002. The cost of steel is assigned through the driver tracing using the number of ounces of steel, and the cost of the setups is assigned through driver tracing also using number of setups as the driver.3. The assumption underlying number of setups as the driver is that each part uses an equal amount of setup time. Since Part #72A uses double the setup time of Part #172C, it makes sense to assign setup costs based on setup time instead of number of setups. This illustrates the importance of identifying drivers that reflect the true underlying consumption pattern. Using setup hours [(40 ?10) + (20 ? 10)], we get the following rate per hour:Cost per setup hour = $1,200,000/600= $2,000 per hourThe cost per unit is obtained by dividing each part’s total setup costs by the number of units:Part #72A = ($2,000 ? 400)/100,000 = $8.00Part #172C = ($2,000 ? 200)/100,000 = $4.00Thus, Part #72A has its unit cost increased by $2.00, while Part #172C has its unit cost decreased by $2.00.problems2–51. Nursing hours required per year: 4 ? 24 hours ? 364 days* = 34,944*Note: 364 days = 7 days ? 52 weeksNumber of nurses = 34,944 hrs./2,000 hrs. per nurse = 17.472Annual nursing cost = (17 ? $45,000) + $22,500= $787,500Cost per patient day = $787,500/10,000 days= $78.75 per day (for either type of patient)2. Nursing hours act as the driver. If intensive care uses half of the hours and normal care the other half, then 50 percent of the cost is assigned to each patient category. Thus, the cost per patient day by patient category is as follows:Intensive care = $393,750*/2,000 days= $196.88 per dayNormal care = $393,750/8,000 days= $49.22 per day*$525,000/2 = $262,500The cost assignment reflects the actual usage of the nursing resource and, thus, should be more accurate. Patient days would be accurate only if intensive care patients used the same nursing hours per day as normal care patients.3. The salary of the nurse assigned only to intensive care is a directly traceable cost. To assign the other nursing costs, the hours of additional usage would need to be measured. Thus, both direct tracing and driver tracing would be used to assign nursing costs for this new setting.2–61. Bella Obra CompanyStatement of Cost of Services SoldFor the Year Ended June 30, 2006Direct materials:Beginning inventory $ 300,000Add: Purchases 600,000Materials available $ 900,000Less: Ending inventory 450,000*Direct materials used $ 450,000Direct labor 12,000,000Overhead 1,500,000Total service costs added $ 13,950,000Add: Beginning work in process 900,000Total production costs $ 14,850,000Less: Ending work in process 1,500,000Cost of services sold $ 13,350,000*Materials available less materials used2. The dominant cost is direct labor (presumably the salaries of the 100 professionals). Although labor is the major cost of providing many services, it is not always the case. For example, the dominant cost for some medical services may be overhead (e.g., CAT scans). In some services, the dominant cost may be materials (e.g., funeral services).3. Bella Obra CompanyIncome StatementFor the Year Ended June 30, 2006Sales $ 21,000,000Cost of services sold 13,350,000Gross margin $ 7,650,000Less operating expenses:Selling expenses $ 900,000Administrative expenses 750,000 1,650,000Income before income taxes $ 6,000,0004. Services have four attributes that are not possessed by tangible products: (1) intangibility, (2) perishability, (3) inseparability, and (4) heterogeneity. Intangibility means that the buyers of services cannot see, feel, hear, or taste a service before it is bought. Perishability means that services cannot be stored. This property affects the computation in Requirement 1. Inability to store services means that there will never be any finished goods inventories, thus making the cost of services produced equivalent to cost of services sold. Inseparability simply means that providers and buyers of services must be in direct contact for an exchange to take place. Heterogeneity refers to the greater chance for variation in the performance of services than in the production of tangible products.2–71. Direct materials:Magazine (5,000 ? $0.40) $ 2,000Brochure (10,000 ? $0.08) 800 $ 2,800Direct labor:Magazine [(5,000/20) ? $10] $ 2,500Brochure [(10,000/100) ? $10] 1,000 3,500Manufacturing overhead:Rent $ 1,400Depreciation [($40,000/20,000) ? 350*] 700Setups 600Insurance 140Power 350 3,190Cost of goods manufactured $ 9,490*Production is 20 units per printing hour for magazines and 100 units per printing hour for brochures, yielding monthly machine hours of 350 [(5,000/20) + (10,000/100)]. This is also monthly labor hours, as machine labor only operates the presses.2. Direct materials $ 2,800Direct labor 3,500Total prime costs $ 6,300Magazine:Direct materials $ 2,000Direct labor 2,500Total prime costs $ 4,500Brochure:Direct materials $ 800Direct labor 1,000Total prime costs $ 1,800Direct tracing was used to assign prime costs to the two products.3. Total monthly conversion cost:Direct labor $ 3,500Overhead 3,190Total $ 6,690Magazine:Direct labor $ 2,500Overhead:Power ($1 ? 250) $ 250Depreciation ($2 ? 250) 500Setups (2/3 ? $600) 400Rent and insurance ($4.40 ? 250 DLH)* 1,100 2,250Total $ 4,750Brochure:Direct labor $ 1,000Overhead:Power ($1 ? 100) $ 100Depreciation ($2 ? 100) 200Setups (1/3 ? $600) 200Rent and insurance ($4.40 ? 100 DLH)* 440 940Total $ 1,940*Rent and insurance cannot be traced to each product so the costs are assigned using direct labor hours: $1,540/350 DLH = $4.40 per direct labor hour. The other overhead costs are traced according to their usage. Depreciation and power are assigned by using machine hours (250 for magazines and 100 for brochures): $350/350 = $1.00 per machine hour for power and $40,000/20,000 = $2.00 per machine hour for depreciation. Setups are assigned according to the time required. Since magazines use twice as much time, they receive twice the cost: Letting X = the pro?portion of setup time used for brochures, 2X + X = 1 implies a cost assignment ratio of 2/3 for magazines and 1/3 for brochures.Exercises3–11. Resource Total Cost Unit CostPlastic1 $ 10,800 $0.027Direct labor andvariable overhead2 8,000 0.020Mold sets3 20,000 0.050Other facility costs4 10,000 0.025Total $ 48,800 $0.12210.90 ? $0.03 ? 400,000 = $10,800; $10,800/400,000 = $0.0272$0.02 ? 400,000 = $8,000; $8,000/400,000 = $0.023$5,000 ? 4 quarters = $20,000; $20,000/400,000 = $0.054$10,000; $10,000/400,000 = $0.0252. Plastic, direct labor, and variable overhead are flexible resources; molds and other facility costs are committed resources. The cost of plastic, direct labor, and variable overhead are strictly variable. The cost of the molds is fixed for the particular action figure being produced; it is a step cost for the production of action figures in general. Other facility costs are strictly fixed.3–3High (1,400, $7,950); Low (700, $5,150)V = ($7,950 – $5,150)/(1,400 – 700)= $2,800/700 = $4 per oil changeF = $5,150 – $4(700)= $5,150 – $2,800 = $2,350Cost = $2,350 + $4 (oil changes)Predicted cost for January = $2,350 + $4(1,000) = $6,350problems3–61. High (1,700, $21,000); Low (700, $15,000)V = (Y2 – Y1)/(X2 – X1)= ($21,000 – $15,000)/(1,700 – 700) = $6 per receiving orderF = Y2 – VX2= $21,000 – ($6)(1,700) = $10,800Y = $10,800 + $6X2. Output of spreadsheet regression routine with number of receiving orders as the independent variable:Constant 4512.98701298698Std. Err. of Y Est. 3456.24317476605R Squared 0.633710482694768No. of Observations 10Degrees of Freedom 8X Coefficient(s) 13.3766233766234Std. Err. of Coef. 3.59557461331427V = $13.38 per receiving order (rounded)F = $4,513 (rounded)Y = $4,513 + $13.38XR2 = 0.634, or 63.4%Receiving orders explain about 63.4 percent of the variability in receiving cost, providing evidence that Tracy’s choice o f a cost driver is reasonable. However, other drivers may need to be considered because 63.4 percent may not be strong enough to justify the use of only receiving orders.3. Regression with pounds of material as the independent variable:Constant 5632.28109733183Std. Err. of Y Est. 2390.10628259277R Squared 0.824833789433823No. of Observations 10Degrees of Freedom 8X Coefficient(s) 0.0449642991356633Std. Err. of Coef. 0.0073259640055344V = $0.045 per pound of material delivered (rounded)F = $5,632 (rounded)Y = $5,632 + $0.045XR2 = 0.825, or 82.5%Pounds of material delivered explains about 82.5 percent of the variability in receiving cost. This is a better result than that of the receiving orders and should convince Tracy to try multiple regression.4. Regression routine with pounds of material and number of receiving orders as the independent variables:Constant 752.104072925631Std. Err. of Y Est. 1350.46286973443R Squared 0.951068418023306No. of Observations 10Degrees of Freedom 7X Coefficient(s) 0.0333883151096915 7.14702865269395Std. Err. of Coef. 0.00495524841198368 1.68182916088492V1 = $0.033 per pound of material delivered (rounded)V2 = $7.147 per receiving order (rounded)F = $752 (rounded)Y = $752 + $0.033a + $7.147bR2 = 0.95, or 95%Multiple regression with both variables explains 95 percent of the variability in receiving cost. This is the best result.5–21. Job #57 Job #58 Job #59Balance, 7/1 $ 22,450 $ 0 $ 0Direct materials 12,900 9,900 35,350Direct labor 20,000 6,500 13,000Applied overhead:Power 750 600 3,600Material handling 1,500 300 6,000Purchasing 250 1,000 250Total cost $ 57,850 $ 18,300 $ 58,2002. Ending balance in Work in Process = Job #58 = $18,3003. Ending balance in Finished Goods = Job #59 = $58,2004. Cost of Goods Sold = Job #57 = $57,850problems5–31. Overhead rate = $180/$900 = 0.20 or 20% of direct labor dollars.(This rate was calculated using information from the Ladan job; however, the Myron and Coe jobs would give the same answer.)2. Ladan Myron Coe Walker WillisBeginning WIP $ 1,730 $1,180 $2,500 $ 0 $ 0Direct materials 400 150 260 800 760Direct labor 800 900 650 350 900Applied overhead 160 180 130 70 180Total $ 3,090 $2,410 $3,540 $ 1,220 $ 1,840Note: This is just one way of setting up the job-order cost sheets. You might prefer to keep the detail on the materials, labor, and overhead in beginning inventory costs.3. Since the Ladan and Myron jobs were completed, the others must still be in process. Therefore, the ending balance in Work in Process is the sum of the costs of the Coe, Walker, and Willis jobs.Coe $3,540Walker 1,220Willis 1,840Ending Work in Process $6,600Cost of Goods Sold = Ladan job + Myron job = $3,090 + $2,410 = $5,5004. Naman CompanyIncome StatementFor the Month Ended June 30, 20XXSales (1.5 ? $5,500) $8,250Cost of goods sold 5,500Gross margin $2,750Marketing and administrative expenses 1,200Operating income $1,5505–201. Overhead rate = $470,000/50,000 = $9.40 per MHr2. Department A: $250,000/40,000 = $6.25 per MHrDepartment B: $220,000/10,000 = $22.00 per MHr3. Job #73 Job #74Plantwide:70 ? $9.40 = $658 70 ? $9.40 = $658Departmental:20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.5050 ? $22 1,100.00 20 ? $22 440.00$ 1,225.00 $ 752.50Department B appears to be more overhead intensive, so jobs spending more time in Department B ought to receive more overhead. Thus, departmental rates provide more accuracy.4. Plantwide rate: $250,000/40,000 = $6.25Department B: $62,500/10,000 = $6.25Job #73 Job #74Plantwide:70 ? $6.25 = $437.50 70 ? $6.25 = $437.50Departmental:20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.5050 ? $6.25 312.50 20 ? $6.25 125.00$ 437.50 $ 437.50Assuming that machine hours is a good cost driver, the departmental rates reveal that overhead consumption is the same in each department. In this case, there is no need for departmental rates, and a plantwide rate is sufficient.5–41. Overhead rate = $470,000/50,000 = $9.40 per MHr2. Department A: $250,000/40,000 = $6.25 per MHrDepartment B: $220,000/10,000 = $22.00 per MHr3. Job #73 Job #74Plantwide:70 ? $9.40 = $658 70 ? $9.40 = $658Departmental:20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.5050 ? $22 1,100.00 20 ? $22 440.00$ 1,225.00 $ 752.50Department B appears to be more overhead intensive, so jobs spending more time in Department B ought to receive more overhead. Thus, departmental rates provide more accuracy.4. Plantwide rate: $250,000/40,000 = $6.25Department B: $62,500/10,000 = $6.25Job #73 Job #74Plantwide:70 ? $6.25 = $437.50 70 ? $6.25 = $437.50Departmental:20 ? $6.25 $ 125.00 50 ? $6.25 $ 312.5050 ? $6.25 312.50 20 ? $6.25 125.00$ 437.50 $ 437.50Assuming that machine hours is a good cost driver, the departmental rates reveal that overhead consumption is the same in each department. In this case, there is no need for departmental rates, and a plantwide rate is sufficient.5–51. Last year’s unit-based overhead rate = $50,000/10,000 = $5This year’s unit-based overhead rate = $100,000/10,000 = $10Last Year This YearBike cost:2 ? $20 $ 40 $ 403 ? $12 36 36Overhead:5 ? $5 255 ? $10 50Total $101 $126Price last year = $101 ? 1.40 = $141.40/dayPrice this year = $126 ? 1.40 = $176.40/dayThis is a $35 increase over last year, nearly a 25 percent increase. No doubt the Carsons arenot pleased and would consider looking around for other recreational possibilities.2. Purchasing rate = $30,000/10,000 = $3 per purchase orderPower rate = $20,000/50,000 = $0.40 per kilowatt hourMaintenance rate = $6,000/600 = $10 per maintenance hourOther rate = $44,000/22,000 = $2 per DLHBike Rental Picnic CateringPurchasing$3 ? 7,000 $21,000$3 ? 3,000 $ 9,000Power$0.40 ? 5,000 2,000$0.40 ? 45,000 18,000Maintenance$10 ? 500 5,000$10 ? 100 1,000Other$2 ? 11,000 22,000 22,000Total overhead $50,000 $50,0003. This year’s bike rental overhead rate = $50,000/10,000 = $5Carson rental cost = (2 ? $20) + (3 ? $12) + (5 ? $5) = $101Price = 1.4 ? $101 = $141.40/day4. Catering rate = $50,000/11,000 = $4.55* per DLHCost of Estes job:Bike rental rate (2 ? $7.50) $15.00Bike conversion cost (2 ? $5.00) 10.00Catering materials 12.00Catering conversion (1 ? $4.55) 4.55Total cost $41.55*Rounded5. The use of ABC gives Mountain View Rentals a better idea of the types and costs of activities that are used in their business. Adding Level 4 bikes will increase the use of the most expensive activities, meaning that the rental rate will no longer be an average of $5 per rental day. Mountain View Rentals might need to set a Level 4 price based on the increased cost of both the bike and conversion cost.分步成本法6–11. Cutting Sewing PackagingDepartment Department DepartmentDirect materials $5,400 $ 900 $ 225Direct labor 150 1,800 900Applied overhead 750 3,600 900Transferred-in cost:From cutting 6,300From sewing 12,600Total manufacturing cost $6,300 $12,600 $14,6252. a. Work in Process—Sewing 6,300Work in Process—Cutting 6,300b. Work in Process—Packaging 12,600Work in Process—Sewing 12,600c. Finished Goods 14,625Work in Process—Packaging 14,625 3. Unit cost = $14,625/600 = $24.38* per pair6–21. Units transferred out: 27,000 + 33,000 – 16,200 = 43,8002. Units started and completed: 43,800 – 27,000 = 16,8003. Physical flow schedule:Units in beginning work in process 27,000Units started during the period 33,000Total units to account for 60,000Units started and completed 16,800Units completed from beginning work in process 27,000Units in ending work in process 16,200Total units accounted for 60,0004. Equivalent units of production:Materials ConversionUnits completed 43,800 43,800Add: Units in ending work in process:(16,200 ? 100%) 16,200(16,200 ? 25%) 4,050 Equivalent units of output 60,000 47,8506–31. Physical flow schedule:Units to account for:Units in beginning work in process 80,000Units started during the period 160,000Total units to account for 240,000Units accounted for:Units completed and transferred out:Started and completed 120,000From beginning work in process 80,000 200,000 Units in ending work in process 40,000Total units accounted for 240,0002. Units completed 200,000Add: Units in ending WIP ? Fraction complete(40,000 ? 20%) 8,000Equivalent units of output 208,0003. Unit cost = ($374,400 + $1,258,400)/208,000 = $7.854. Cost transferred out = 200,000 ? $7.85 = $1,570,000Cost of ending WIP = 8,000 ? $7.85 = $62,8005. Costs to account for:Beginning work in process $ 374,400Incurred during June 1,258,400Total costs to account for $ 1,632,800Costs accounted for:Goods transferred out $ 1,570,000Goods in ending work in process 62,800Total costs accounted for $ 1,632,8006–31、Units t0 account for:Units in beginning work in process(25% completed) 10000Units started during the period 70000 Total units to account for 80000 Units accounted forUnits completed and transferred outStarted and completed 50000From beginning work in process 10000 60000 Units in ending work in process(60% completed) 20000 Total units accounted for 80000 2、60000+20000×60%=72000（units）3、Unit cost for materials:（$/unit）Unit cost for convension:（$/unit）Total unit cost:5+1.13=6.13（$/unit）4、The cost of units of transferred out:60000×6.13=367800($)The cost of units of ending work in process:20000×5+20000×20%×1.13=113560($)作业成本法4–21. Predetermined rates:Drilling Department: Rate = $600,000/280,000 = $2.14* per MHrAssembly Department: Rate = $392,000/200,000= $1.96 per DLH*Rounded2. Applied overhead:Drilling Department: $2.14 ? 288,000 = $616,320Assembly Department: $1.96 ? 196,000 = $384,160Overhead variances:Drilling Assembly TotalActual overhead $602,000 $ 412,000 $ 1,014,000Applied overhead 616,320 384,160 1,000,480Overhead variance $ (14,320) over $ 27,840 under $ 13,5203. Unit overhead cost = [($2.14 ? 4,000) + ($1.96 ? 1,600)]/8,000= $11,696/8,000= $1.46**Rounded4–31. Yes. Since direct materials and direct labor are directly traceable to each product, their cost assignment should be accurate.2. Elegant: (1.75 ? $9,000)/3,000 = $5.25 per briefcaseFina: (1.75 ? $3,000)/3,000 = $1.75 per briefcaseNote: Overhead rate = $21,000/$12,000 = $1.75 per direct labor dollar (or 175 percent of direct labor cost).There are more machine and setup costs assigned to Elegant than Fina. This is clearly a distortion because the production of Fina is automated and uses the machine resources much more than the handcrafted Elegant. In fact, the consumption ratio for machining is 0.10 and 0.90 (using machine hours as the measure of usage). Thus, Fina uses nine times the machining resources as Elegant. Setup costs are similarly distorted. The products use an equal number of setups hours. Yet, if direct labor dollars are used, then the Elegant briefcase receives three times more machining costs than the Fina briefcase.3. Overhead rate = $21,000/5,000= $4.20 per MHrElegant: ($4.20 ? 500)/3,000 = $0.70 per briefcaseFina: ($4.20 ? 4,500)/3,000 = $6.30 per briefcaseThis cost assignment appears more reasonable given the relative demands each product places on machine resources. However, once a firm moves to a multiproduct setting, using only one activity driver to assign costs will likely produce product cost distortions. Products tend to make different demands on overhead activities, and this should be reflected in overhead cost assignments. Usually, this means the use of both unit- and nonunit-level activity drivers. In this example, there is a unit-level activity (machining) and a nonunit-level activity (setting up equipment). The consumption ratios for each (using machine hours and setup hours as the activity drivers) are as follows:Elegant FinaMachining 0.10 0.90 (500/5,000 and 4,500/5,000)Setups 0.50 0.50 (100/200 and 100/200)Setup costs are not assigned accurately. Two activity rates are needed—one based on machine hours and the other on setup hours:Machine rate: $18,000/5,000 = $3.60 per MHrSetup rate: $3,000/200 = $15 per setup hourCosts assigned to each product:Machining: Elegant Fina$3.60 ? 500 $ 1,800$3.60 ? 4,500 $ 16,200Setups:$15 ? 100 1,500 1,500Total $ 3,300 $ 17,700Units ÷3,000 ÷3,000Unit overhead cost $ 1.10 $ 5.904：Elegant Unit overhead cost：[9000+3000+18000*500/5000+3000/2]/3000=$5.1 Fina Unit overhead cost：[3000+3000+18000*4500/5000+3000/2]/3000=$7.94–51. Deluxe Percent Regular PercentPrice $900 100% $750 100%Cost 576 64 600 80Unit gross profit $324 36% $150 20%Total gross profit:($324 ? 100,000) $32,400,000($150 ? 800,000) $120,000,0002. Calculation of unit overhead costs:Deluxe gularUnit-level:Machining:$200 ? 100,000 $20,000,000$200 ? 300,000 $60,000,000Batch-level:Setups:$3,000 ? 300 900,000$3,000 ? 200 600,000Packing:$20 ? 100,000 2,000,000$20 ? 400,000 8,000,000Product-level:Engineering:$40 ? 50,000 2,000,000$40 ? 100,000 4,000,000Facility-level:Providing space:$1 ? 200,000 200,000$1 ? 800,000 800,000Total overhead $25,100,000 $73,400,000Units ÷100,000 ÷800,000Overhead per unit $251 $91.75Deluxe Percent Regular PercentPrice $900 100% $750.00 100%Cost 780* 87*** 574.50** 77***Unit gross profit $120 13%*** $175.50 23%***Total gross profit:($120 ? 100,000) $12,000,000($175.50 ? 800,000) $140,400,000*$529 + $251**$482.75 + $91.753. Using activity-based costing, a much different picture of the deluxe and regular products emerges. The regular model appears to be more profitable. Perhaps it should be emphasized.4–61. JIT Non-JITSalesa $12,500,000 $12,500,000Allocationb 750,000 750,000a$125 ? 100,000, where $125 = $100 + ($100 ? 0.25), and 100,000 is the average order size times the number of ordersb0.50 ? $1,500,0002. Activity rates:Ordering rate = $880,000/220 = $4,000 per sales orderSelling rate = $320,000/40 = $8,000 per sales callService rate = $300,000/150 = $2,000 per service callJIT Non-JITOrdering costs:$4,000 ? 200 $ 800,000$4,000 ? 20 $ 80,000Selling costs:$8,000 ? 20 160,000$8,000 ? 20 160,000Service costs:$2,000 ? 100 200,000$2,000 ? 50 100,000Total $1,160,000 $340,0 0For the non-JIT customers, the customer costs amount to $750,000/20 = $37,500 per order under the original allocation. Using activity assign?ments, this drops to $340,000/20 = $17,000 per order, a difference of $20,500 per order. For an order of 5,000 units, the order price can be decreased by $4.10 per unit without affecting customer profitability. Overall profitability will decrease, however, unless the price for orders is increased to JIT customers.3. It sounds like the JIT buyers are switching their inventory carrying costs to Emery without any significant benefit to Emery. Emery needs to increase prices to reflect the additional demands on customer-support activities. Furthermore, additional price increases may be needed to reflectthe increased number of setups, purchases, and so on, that are likely occurring inside the plant. Emery should also immediately initiate discussions with its JIT customers to begin negotiations for achieving some of the benefits that a JIT supplier should have, such as long-term contracts. The benefits of long-term contracting may offset most or all of the increased costs from the additional demands made on other activities.4–71. Supplier cost:First, calculate the activity rates for assigning costs to suppliers:Inspecting components: $240,000/2,000 = $120 per sampling hourReworking products: $760,500/1,500 = $507 per rework hourWarranty work: $4,800/8,000 = $600 per warranty hourNext, calculate the cost per component by supplier:Supplier cost:Vance FoyPurchase cost:$23.50 ? 400,000 $ 9,400,000$21.50 ? 1,600,000 $ 34,400,000Inspecting components:$120 ? 40 4,800$120 ? 1,960 235,200Reworking products:$507 ? 90 45,630$507 ? 1,410 714,870Warranty work:$600 ? 400 240,000$600 ? 7,600 4,560,000Total supplier cost $ 9,690,430 $ 39,910,070Units supplied ÷400,000 ÷1,600,000Unit cost $ 24.23* $ 24.94**RoundedThe difference is in favor of Vance; however, when the price concession is considered, the cost of Vance is $23.23, which is less than Foy’s component. Lumus should accept the contractual offer made by Vance.4–7 Concluded2. Warranty hours would act as the best driver of the three choices. Using this driver, the rate is $1,000,000/8,000 = $125 per warranty hour. The cost assigned to each component would be:Vance FoyLost sales:$125 ? 400 $ 50,000$125 ? 7,600 $ 950,000$ 50,000 $ 950,000Units supplied ÷400,000 ÷1,600,000Increase in unit cost $ 0.13* $ 0.59**Rounded$0.075 per unitCategory II: $45/1,000 = $0.045 per unitCategory III: $45/1,500 = $0.03 per unitCategory I, which has the smallest batches, is the most undercosted of the three categories. Furthermore, the unit ordering cost is quite high relative to Category I’s selling price (9 to 15 percent of the selling price). This suggests that something should be done to reduce the order-filling costs.3. With the pricing incentive feature, the average order size has been increased to 2,000 units for all three product families. The number of orders now processed can be calculated as follows:Orders = [(600 ? 50,000) + (1,000 ? 30,000) + (1,500 ? 20,000)]/2,000= 45,000Reduction in orders = 100,000 – 45,000 = 55,000Steps that can be reduced = 55,000/2,000 = 27 (rounding down to nearest whole number)There were initially 50 steps: 100,000/2,000Reduction in resource spending:Step-fixed costs: $50,000 ? 27 = $1,350,000Variable activity costs: $20 ? 55,000 = 1,100,000$2,450,000预算9-4Norton, Inc.Sales Budget For the Coming YearModel Units Price Total SalesLB-1 50,400 $29.00 $1,461,600LB-2 19,800 15.00 297,000WE-6 25,200 10.40 262,080 WE-7 17,820 10.00 178,200 WE-8 9,600 22.00 211,200 WE-9 4,000 26.00 104,000 Total $2,514,080二、1. Raylene’s Flowers and GiftsProduction Budget for Gift BasketsFor September, October, November, and DecemberSept. Oct. Nov. D ec.Sales 200 150 180 250Desired ending inventory 15 18 25 10Total needs 215 168 205 260Less: Beginning inventory 20 15 18 25 Units produced 195 153 187 2352. Raylene’s Flowers and GiftsDirect Materials Purchases BudgetFor September, October, and NovemberFruit: Sept. Oct. Nov.Production 195 153 187? Amount/basket (lbs.) ? 1 ? 1 ?1Needed for production 195 153 187Desired ending inventory 8 9 12Needed 203 162 200Less: Beginning inventory 10 8 9Purchases193 154 190Small gifts: Sept. Oct. Nov.Production 195 153 187 ? Amount/basket (items) ? 5 ? 5 ? 5Needed for production 975 765 935Desired ending inventory 383 468 588Needed 1,358 1,233 1,523Less: Beginning inventory 488 383 468Purchases 870 850 1,055Cellophane: Sept. Oct. Nov.Production 195 153 187。

《管理会计(双语)》教学大纲

《管理会计（双语）》课程教学大纲课程编码：12120203k206课程性质：专业必修课学分：3课时：48开课学期：第五学期适用专业：会计学一、课程简介《管理会计(双语》是会计学专业（本科）的一门必修课程。

是以现代企业所处的社会经济环境为背景，明确阐明以企业为主体，密切联系现代会计的预测、决策、规划、控制、考核评价等职能，系统地介绍了现代管理会计的基本理论、基本方法和实用操作技术。

课程分为三部分，第一部分主要交代了管理会计的基本原理和传统管理会计的基本方法；第二部分主要分别讨论管理会计各项职能在实践中的应用程序与具体操作方法。

第三部分集中介绍管理会计发展的新领域。

管理会计是一门理论性较强、计算内容较多的课程。

通过该门课程的学习，使学生领会管理会计的精髓，掌握管理会计的基本理论和基本方法，学会各种分析方法的应用技能和技巧，不断提高学生分析问题和解决问题的能力。

二、教学目标课程总体目标：通过本课程教学，掌握管理会计的基本理论和基本分析方法，结合相应的实践教学，培养学生能独立开展各项管理会计工作的能力。

具体入下：1.了解管理会计的产生与发展，明确管理会计的特点、职能、内容和任务；2.掌握成本习性与变动成本法、本量利分析等管理会计基础分析方法，并了解方法的一般原理；3.掌握短期经营决策分析、长期投资决策分析、全面预算、标准成本控制、责任会计等内容的基本理论与方法。

三、教学内容（一）Chapter 1 Managerial Accounting Concepts and PrinciplesThe main content: Chapter 1 introduces students to managerial accounting and the manufacturing process. Students will learn how managerial accounting is used in the management decision process. They will also be exposed to the terminology used to describe costs related to manufacturing.Learning Objectives：After studying the chapter, your students should be able to:1. Describe managerial accounting and the role of managerial accounting in a business.2. Define and illustrate the following costs: 1. direct and indirect costs, 2. direct materials,direct labor, and factory overhead costs, 3. product and period costs.3. Describe and illustrate the following statements for a manufacturing business: 1.balance sheet, 2. statement of cost of goods manufactured, 3. income statement.4. Describe the uses of managerial accounting information.Some key points: direct and indirect costs, direct materials, direct labor, factory overhead costs, product and period costs; cost of goods manufactured.Teaching methods: use of multimedia tools. We ad opt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange stud ents to d o some appropriate exercises and self-extending reading after class.（二）Chapter 2Job Order CostingThe main content：Chapter 2 introduces students to managerial job order cost systems. Students will be exposed to the terminology used to describe costs related to manufacturing. The first of two basic manufacturing accounting systems, job order, is described in this chapter. Students learn how costs flow through a manufacturing system and the basis for determining product costs under job order costing.Learning Objectives：After studying the chapter, your students should be able to:1. Describe cost accounting systems used by manufacturing businesses.2. Describe and illustrate a job order cost accounting system.3. Describe the use of job order cost information for decision making.4. Describe the flow of costs for a service business that uses a job order cost accountingsystem.Some key points: Job Order Cost System; Overapplied Factory Overhead; Underapplied Factory Overhead; predetermined overhead rate;Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is suppl emented by the necessary classroom discussion. Besides，arrange stud ents to d o some appropriate exercises and self-extending reading after class.（三）Chapter 3Process Cost SystemsThe main content：Chapter 3 completes the coverage of manufacturing accounting by introducing process costing. The text demonstrates process costing under the FIFO method.The average cost method is presented in th e chapter’s appendix. Chapter 3 also discusses the impact of just-in-time systems on manufacturing.Learning Objectives：After studying the chapter, your students should be able to:1. Describe process cost systems.2. Prepare a cost of production report.3. Journalize entries for transactions using a process cost system.4. Describe and illustrate the use of cost of production reports for decision making.5. Compare just-in-time processing with traditional manufacturing processing.Some key points: Process Cost System; First-in, First-out (FIFO) Method; Cost of Production Report; Just-in-Time (JIT) Processing.Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（四）Chapter 4 Cost Behavior and Cost-Volume-Profit AnalysisThe main content: In Chapter 4, students learn how to conduct cost-volume-profit analysis. In preparation for this activity, the chapter discusses variable, fixed, and mixed costs.Learning Objectives：After studying the chapter, your students should be able to:1. Classify costs as variable costs, fixed costs, or mixed costs.2. Compute the contribution margin, the contribution margin ratio, and the unitcontribution margin.3. Determine the break-even point and sales necessary to achieve a target profit.4. Using a cost-volume-profit chart and a profit-volume chart, determine the break-evenpoint and sales necessary to achieve a target profit.5. Compute the break-even point for a company selling more than one product, theoperating leverage, and the margin of safety.Some key points:variable costs; fixed costs; mixed costs; High-Low Method; Contribution Margin; Cost-Volume-Profit Analysis; Contribution Margin Ratio; Unit Contribution Margin.Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（五）Chapter 5 BudgetingThe main content: Chapter 5 emphasizes accounting activities that help managers plan, direct, and control the operations of a business. Budgeting is used to establish business goals in the planning function. Budgets help guide managers’ operational decisions. Budgets are also used to control operations as actual results are compared to the budgeted results.Learning Objectives：After studying the chapter, your students should be able to:1. Describe budgeting, its objectives, and its impact on human behavior.2. Describe the basic elements of the budget process, the two major types of budgeting,and the use of computers in budgeting.3. Describe the master budget for a manufacturing company.4. Prepare the basic income statement budgets for a manufacturing company.5. Prepare balance sheet budgets for a manufacturing company.Some key points: Goal Conflict；Budgetary Slack；Continuous Budgeting；Static Budget；Flexible Budget；Zero-Based Budgeting；Capital Expenditures Budget.Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（六）Chapter 6 Performance Evaluation Using Variances from Standard Costs The main content: Standard cost systems set budgets for the materials, labor, and factory overhead used by a manufacturer to produce its product. Deviations from these standards are reported as variances.Learning Objectives：After studying the chapter, your students should be able to:1. Describe the types of standards and how they are established.2. Describe and illustrate how standards are used in budgeting.3. Compute and interpret direct materials and direct labor variances.4. Compute and interpret factory overhead controllable and volume variances.5. Journalize the entries for recording standards in the accounts and prepare an incomestatement that includes variances from standard.6. Describe and provide examples of nonfinancial performance measures.Some key points: Direct Labor Rate Variance ；Direct Materials Price Variance；Direct Labor Time Variance；Direct Materials Quantity Variance；Budgeted Variable Factory Overhead；Factory Overhead Cost Variance Report；Controllable Variance；Volume Variance.Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（七）Chapter 7 Performance Evaluation for Decentralized Operations The main content: Chapter 7 applies responsibility accounting to cost, profit, and investment centers. The chapter demonstrates the responsibility accounting reports that are used to evaluate department or division performance. This provides an excellent opportunity to remind your students that managers are judged, at least in part, using accounting data.Learning Objectives：After studying the chapter, your students should be able to:1. Describe the advantages and disadvantages of decentralized operations.2. Prepare a responsibility accounting report for a cost center.3. Prepare responsibility accounting reports for a profit center.4. Compute and interpret the rate of return on investment, the residual income, and thebalanced scorecard for an investment center.5. Describe and illustrate how the market price, negotiated price, and cost priceapproaches to transfer pricing may be used by decentralized segments of a business.Some key points:Responsibility Accounting；Balanced Scorecard；Profit Margin；DuPont Formula；Rate of Return on Investment (ROI)；Investment Center ;Residual Income；Investment TurnoverTeaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（八）Chapter 8 Differential Analysis, Product Pricing, and Activity-Based Costing The main content: This chapter covers (1) differential analysis, (2) methods of determining the selling price of a product using a cost-plus markup approach, (3) the effects of production bottlenecks, and (4) activity-based costing. The cost-plus approach of product cost is described in Objective 2; total cost and variable cost methods are presented in thechapter appendix. All topics in this chapter are able to stand alone. Therefore, the instructor is free to cover only one or two of the topics if class time is a limited resource as the term draws to a close.Learning Objectives：After studying the chapter, your students should be able to:1. Prepare differential analysis reports for a variety of managerial decisions.2. Determine the selling price of a product, using the product cost concept.3. Compute the relative profitability of products in bottleneck production processes.4. Allocate product costs using activity-based costing.Some key points:Product Cost Concept ; Target Costing; Production Bottleneck; Theory of Constraints (TOC); Activity-Based Costing (ABC).Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.（九）Chapter 9 Capital Investment AnalysisThe main content: Capital investment analysis is a topic that usually receives detailed coverage in introductory finance courses and/or intermediate accounting. The purpose of this chapter is to give students a brief introduction to the basics of capital investment analysis using the following methods: average rate of return, cash payback, net present value, and internal rate of return.Learning Objectives：After studying the chapter, your students should be able to:1. Explain the nature and importance of capital investment analysis.2. Evaluate capital investment proposals using the average rate of return and cashpayback methods.3. Evaluate capital investment proposals using the net present value and internal rate ofreturn methods.4. List and describe factors that complicate capital investment analysis.5. Diagram the capital rationing process.Some key points: Capital Investment Analysis；Time Value of Money Concept；Average Rate of Return；Cash Payback Period；Internal Rate of Return (IRR) Method；Capital Rationing.Teaching methods: use of multimedia tools. We adopt Classroom-based teaching, which is supplemented by the necessary classroom discussion. Besides，arrange students to do some appropriate exercises and self-extending reading after class.四、整体课时分配五、实验教学1. 实验项目与课时分配3.实验报告The basic requirements of the experiment report, including: name of the experiment, purpose of the experiment, case data, case analysis, conclusions and enlightenment.六、课程考核与成绩评定1.考核方式：考查；笔试；闭卷。

《管理会计(双语)》 (10)

Management Accounting: Information for Decision Making andStrategy ExecutionSixth EditionAnthony A. AtkinsonRobert S. KaplanElla Mae MatsumuraS. Mark YoungPrentice HallBoston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei TokyoThis work is protected by United States copyright laws and is providedsolely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (includingon the World Wide Web) will destroy the integrity of the work and is not permitted. The work and materials from it should never be made availableto students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needsof other instructors who rely on these materials.Editor-in-Chief:Donna BattistaExecutive Editor:Stephanie WallEditorial Project Manager:Christina RumbaughProduction Project Manager: Carol O'RourkeSenior Operations Specialist: Diane PeiranoPrinter/Binder: Offset Paperback ManufacturersCopyright © 2012 Pearson Education, Inc., publishing as Prentice Hall, One Lake Street, Upper Saddle River, New Jersey 07458. All rights reserved. Manufactured in the United States of America. This publication is protected by Copyright, and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or likewise. To obtain permission(s) to use material from this work, please submit a written request to Pearson Education, Inc., Permissions Department, One Lake Street, Upper Saddle River, New Jersey 07458.Many of the designations by manufacturers and seller to distinguish their products are claimed as trademarks. Where those designations appear in this book, and the publisherwas aware of a trademark claim, the designations have been printed in initial caps or all caps.1098765432 1ISBN-13: 978-0-13-702502-2ISBN-10: 0-13-7022502-5CONTENTSChapter 1 How Management Accounting Information Supports Decision Making 1 Chapter 2 The Balanced Scorecard and Strategy Map 21 Chapter 3 Using Costs in Decision Making 52 Chapter 4 Accumulating and Assigning Costs to Products 102 Chapter 5 Activity-Based Costing 138 Chapter 6 Measuring and Managing Customer Relationships 196 Chapter 7 Measuring and Managing Process Performance 233 Chapter 8 Measuring and Managing Life-Cycle Costs 272 Chapter 9 Behavioral and Organizational Issuesin Management Accounting and Control Systems 303 Chapter 10 Using Budgets for Planning and Coordination 356 Chapter 11 Financial Control 434。

管理会计第11章责任会计

10
二、剩余利润评价和考核投资中心工作成果的另一个指标，是“剩余利润”，它是指投资中心的经营净利润扣减其经营资产按规定的最低利润率计算的投资报酬后的余额。
项目经营资产平均占用额经营净利润投资利润率经营资产最低的投资报酬(按15%计算) 剩余利润
方法1 方法2 100000 100000 20000 20000 20% 15000 5000
8
同投资利润率计算有关的一个问题，是经营资产中的固定资产应如何计价，才能更好地反映实际情况。固定资产的帐面价值（原价减累计折旧）是逐年递减的，如果按帐面价值计算，经营净利润不变，也会表现为投资利润率的逐年提高，这同生产经营的实际成果是脱节的。固定资产如按原始价值计算，则可避免出现这种情况。
13
第三节内部转移价格问题
3、在企业内部转移的中间产品如果没有现成的正常的市场价格可资利用，则可改用成本加成的方法来制定内部转移价格。
所谓成本加“成”，就是在完全成本的基础上加一个合理的利润百分比，以它为依据在部门之间进行计价、结算，有关部门就能“分享”中间产品如向外销售可得到的利润。
9
例设某固定资产原价600000元，可使用3年，按直线法计算计提折旧，没有残值。有关数据如下：
项目年扣减折旧前的经营净利年折旧费经营净利润固定资产平均帐面价值投资利润率固定资产原始价值投资利润率 1 260000 200000 60000 500000 12% 600000 10% 2 260000 200000 60000 300000 20% 600000 10% 3 260000 200000 60000 100000 60% 600000 10%
6
投资利润率的展开式：

高级管理会计双语课程大纲

高级管理会计双语课程大纲课程名称：高级管理会计（双语）/Advanced Management Accounting （Bilingual）课程编号：241075课程属性：专业教育选修课授课对象：会计学专业本科生总学时/学分：48/3开课学期：第7学期执笔人：先修课程：中级财务会计（上）、编写日期：中级财务会计（下）、管理会计一、课程概述本课程主要讲述管理会计领域中更深层次的内容，其所涉及到的内容包括：管理会计和管理决策之间的关系、决策实务框架内容、决策过程中所涉及的各种深层次问题、当前管理会计最新使用的实务方法、作业本钱法和作业管理内容、管理会计所涉及的代理理论、转移价格的制定及对业绩的影响、管理会计中深层次的道德内容，以及管理会计各种知识内容的整合。

通过本课程学习，学生将在更深的层次上理解管理会计相关理论和实践内容。

This course focuses on the field of deeper content of management accounting.The contents include the relationship between management accounting and management decision-making, decision-making practice frame content, a variety of deep-seated problems involved in the decision-making process, current methods of management accounting practices, activity-based costing method, agency theory in management accounting,transfer pricing and its influence on performance, deep moral content of management accounting, as well as a variety of integrated management accounting knowledge content. Through this course, students will understand the theory and practice of management accounting-related content on a deeper level.二、课程目标1.掌握开展管理会计中所涉及的决策过程相关问题的处理和当前最新的管理会计实务方法；2.熟悉管理会计中决策的作用、实务工作中完成决策工作的必要环节和框架结构、作业本钱法和作业管理的机理和操作、绩效管理中转移价格政策所造成的影响、管理会计实践过程中的道德问题；3.学会当前最新管理会计实务方法的应用、作业本钱法和作业管理的实施以及转移价格的制定；4. 了解管理会计所涉及的深层次的理论，如：代理理论，管理会计实践过程中的道德问题形成的机理等内容。

双语版管理会计第十一章

Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
11-2
Decentralization in Organizations
Benefits of Decentralization
低层管理人员更易于把低层管理人员更易于把握优质决策信息握优质决策信息低层管理人员能更快地低层管理人员能更快地回应顾客要求回应顾客要求低层管理人员能够从决低层管理人员能够从决策制定过程中吸取经验策制定过程中吸取经验决策制定权导致了工作决策制定权导致了工作满意度的提升满意度的提升高管将集中精力于企业高管将集中精力于企业战略发展战略发展
What is Regal Company’s ROI?
ROI = Margin Turnover
ROI =
Net operating income Sales
×
Sales Average operating assets
11-17
Increasing ROI – An Example
ROI = Margin Turnover
11-3
Decentralization in Organizations
低层管理人员决策制定时低层管理人员决策制定时缺乏全局观念缺乏全局观念管理层之间缺乏合作，各管理层之间缺乏合作，各自为政自为政
Disadvantages of Decentralization
低层管理人员目标可能与低层管理人员目标可能与企业总目标相矛盾企业总目标相矛盾企业内部创新理念难于普及企业内部创新理念难于普及
Costs
Mfg. costs Commissions Salaries Other

管理会计学(双语)课程介绍

第二章相关成本计算
• 1. 相关性(Relevance)的概念 • 2. 沉没成本(Sunk Costs)的概念 • 3. 相关成本的具体决策：
– – – – – – 外购决策(Outsourcing Decisions) 稀缺资源决策(Scarce Resources Decisions) 销售组合决策(Sales Mix Decisions) 特殊订单决策(Special Order Decisions) 产品线决策(Product Line Decisions) 补充：销售或进一步加工决策(Sell or Process Further Decisions)
• 2. 传统的存货管理技术
– – – – 经济订货量 (Economic Order Quantity, EOQ) 经济生产量(Economic Production Run, EPR) 订货点(Order Point) 安全库存(Safety Stock)
• 3. 生产生命周期(Product Life Cycles)
第九章组织绩效的计量和激励
• 1. 绩效计量(Performance Measurement)对组织的作用 • 2. 传统的短期业绩计量的财务指标：
– – – – – 部门利润(Divisional Profits) 现金流量(Cash Flow) 投资报酬率(Return on Investment) 剩余收益 (Residual Income) 经济附加值(Economic Value Added, EVA)
– 中文教材：根据下面课程主要内容选择。 – 网络
二、课程主要内容
• 本课程总共分９章（英文教材的第１１－１９章），其中第５章和第７章作为阅读材料不在课堂详细讲解。

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11-24
加权平均资本成本WACC
WACC=(E/V）×Re+（D/V）×Rd×(1-Tc) 其中： WACC=Weighted Average Cost of Capital（加权平均资本成本） Re = 股本成本 Rd = 债务成本 E = 公司股本的市场价值 D = 公司债务的市场价值 V=E+D E/V = 股本占融资总额的百分比 D/V = 债务占融资总额的百分比 Tc = 企业税率
11-16
Increasing ROI – An Example
Regal Company reports the following:
Net operating income Average operating assets Sales Operating expenses $ 30,000 $ 200,000 $ 500,000 $ 470,000
11-20
例：
某投资中心，在生产经营中掌握、使用的营业资产年初为110,000元，年末为90,000元；相应负债都为40,000元。预期相关的利息费用为3,000元，税后利润为6,000元，所得税率为50% 计算投资报酬率
11-21
Residual Income - Another Measure of Performance
Corporate Headquarters
11-11
Investment Centers
投资中心：对投资负责的责任中心，一个就本身投资基础的盈利能力对最高层管理者负责的企业单位特点：（1）既要对收入、成本和利润负责，又要对利润与投资之间的比例关系、投资的效果、资本支出决策、存货储存量、顾客应收账款放账、坏账收回和材料采购负责；（2）投资中心适用于经营规模和管理权力较大的部门，一般是企业的最高层，如事业部、分公司、分厂等。投资中心是分权管理最突出的表现，它一般是独立的法人
What is Regal Company’s ROI?
ROI = Margin Turnover
ROI =
Net operating income Sales
×
Sales Average operating assets
11-17
Increasing ROI – An Example
ROI = Margin Turnover
Net operating income above some minimum return on operating assets
11-22
Calculating Residual Income
Residual = income Net operating income
(
Average operating assets
使用资本时所付出的代价,取得资本时所付出的代价主要指发行债券、股票的费用，向非银行金融机构借款的手续费用等；使用资本所付出的代价，主要由货币时间价值构成，如股利、利d Average Cost of Capital， WACC) ，是指企业以各种资本在企业全部资本中所占的比重为权数，对各种长期资金的资本成本加权平均计算出来的资本总成本。
Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
11-2
Decentralization in Organizations
Benefits of Decentralization
低层管理人员更易于把低层管理人员更易于把握优质决策信息握优质决策信息低层管理人员能更快地低层管理人员能更快地回应顾客要求回应顾客要求低层管理人员能够从决低层管理人员能够从决策制定过程中吸取经验策制定过程中吸取经验决策制定权导致了工作决策制定权导致了工作满意度的提升满意度的提升高管将集中精力于企业高管将集中精力于企业战略发展战略发展
Costs
Mfg. costs Commissions Salaries Other
11-9
Profit Centers
利润中心：对利润负责的责任中心特点：（1）既要对收入负责，又要对成本和费用负责；（2）可以决定生产什么产品、生产多少、生产资源在不同产品之间如何分配，也可以决定产品销售价格、制定销售政策
11-3
Decentralization in Organizations
低层管理人员决策制定时低层管理人员决策制定时缺乏全局观念缺乏全局观念管理层之间缺乏合作，各管理层之间缺乏合作，各自为政自为政
Disadvantages of Decentralization
低层管理人员目标可能与低层管理人员目标可能与企业总目标相矛盾企业总目标相矛盾企业内部创新理念难于普及企业内部创新理念难于普及
ROI =
Net operating income Sales
×
Sales Average operating assets
$30,000 ROI = $500,000
$500,000 × $200,000
ROI = 6% 2.5 = 15%
11-18
Investing in Operating Assets to Increase Sales
11-4
Cost, Profit, and Investments Centers
Cost Cost Center Center Profit Profit Center Center Investment Investment Center Center
Cost, profit, and investment centers are all known as responsibility centers.
ROI =
Net operating income Sales
×
Sales Average operating assets
ROI = $50,000 $535,000
$535,000 × $230,000
ROI = 9.35% 2.33 = 21.8% ROI ROI increased increased from from 15% 15% to to 21.8%. 21.8%.
Responsibility Responsibility Center Center
11-5
Cost Center
A segment whose manager has control over costs, but not over revenues or investment funds.
成本中心只控制成本，不关注收入或者投资
11-6
Cost Centers
成本中心：只对成本或费用负责的中心特点：（1）只对生产经营过程中投入的成本或费用负责，无需对利润情况和投资情况承担责任；（2）只对可控成本承担责任（3）只对责任成本进行评价和控制
标准成本中心
费用中心
11-7
Revenue Centers
收入中心：只对产品或劳务的销售收入负责的中心特点：（1）一般是指销售部门；（2）以收入确定部门经济责任，费用以弹性预算确定即可（3）以销售数量差异及销售组合差异作为业绩评价标准，容易造成只对收入负责不对利润负责的情况（4）一般公司不设收入中心
11-15
Return on Investment 投资回报率
ROI ROI = = Income Income ÷ ÷ Sales Sales
销售利润率
ROI ROI
资产周转率
Sales SalesRevenue Revenue Average Averageoperating operatingassets assets
11-12
Return on Investment (ROI) Formula
Income Incomebefore beforeinterest interest and andtaxes taxes(EBIT) (EBIT)
Net operating income ROI = Average operating assets
自然利润中心
人为利润中心
11-10
Investment Center
A segment whose manager has control over costs, revenues, and investments in operating assets. 投资中心控制成本，收入以及对营运资产的投资
Assume that Regal's manager invests in a $30,000 piece of equipment that increases sales by $35,000, while increasing operating expenses by $15,000. Regal Company reports the following:
11-8
Profit Center
A segment whose manager has control over both costs and revenues, but no control over investment funds. 利润中心控制成本和收入。但不控制投资
Revenues
Sales Interest Other
Net operating income Average operating assets Sales Operating expenses $ 50,000 $ 230,000 $ 535,000 $ 485,000
Let’s calculate the new ROI.

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