CIMA—F2模拟题及分析(6)
bim二级题讲解
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bim二级题讲解
BIM二级考试样题解析
以下是一道BIM二级建筑设计专业考试样题:
题目:请根据以下给出的建筑模型,回答下列问题。
1. 根据建筑模型,给出该建筑物的总建筑面积和总楼层数。
2. 根据建筑模型,给出该建筑物的结构类型和材料类型。
3. 根据建筑模型,给出该建筑物的门窗类型和数量。
解析:对于这道题目,我们需要根据给出的建筑模型进行分析和推断。
首先,在模型中查找建筑物的总建筑面积和总楼层数的信息。
可以通过查看模型的属性或测量工具来获取相关数据。
其次,根据建筑模型的结构和材料,可以通过查看模型的构件属性来获取相关信息。
最后,通过查看建筑模型的门窗构件,可以得到门窗的类型和数量。
通过以上解析,我们可以看到,在BIM二级考试中,除了对BIM软件的操作熟练程度要求较高外,还需要具备对建筑模型的分析和推断能力。
总结:BIM二级历年真题解析
这只是其中的一道题目,想要获取更多BIM二级试题及解析,建议查阅相关论坛或购买专业书籍。
ECOMSIMA考试题
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ECOMSIMA考试题ECOMSIMA考试题1.新餐厅的ECOSIMA 执行由麦当劳()、项目经理、工程部、营运督导和DC 设计人员共同协作和配合完成[10分]A 餐厅经理B 盘存经理C PATCH盘存专家D 营运顾问2.关于干仓,下列描述哪个是错误的?[10分]A 食品类和非食品类货品应分开存放,同类的货品应存放在一起B 同类货品种优先选择相似的货品存放在同一层板上或同一区域内C 对于同类或需搭配使用的相关联货品尽可能安排在同一层货架(或同一货架区域)存储D 存放重货的层板高度应在100 厘米-180 厘米之间3.货品和地面的距离应保持在多少厘米以上[10分]A 10厘米B 15厘米C 20厘米D 5厘米4.冷藏库风机周围多少厘米的空间内,不能存放货物[10分]A 15厘米B 20厘米C 30厘米D 40厘米5.关于冷藏库,下列描述哪个是错误的?[10分]A 冷藏货架中,生熟货品应严格区分存储层次,避免食品污染B 存放生菜及苹果片的货架位置应避免被风机直吹C 解冻架、腌制架的安置位置应避免被风机直吹,影响肉类制品解冻效果D 奶浆类栏装堆放高度以五栏奶浆+1 件空栏高度为上限6.周营业额在96000-135000,冷冻库建议的到货周期是()[10分]A E3DB E5DC E6DD E7D7.关于冷冻库,下列描述哪个是错误的?[10分]A 派类及牛肉类货品应存放在远离冻库门温度稳定区域B 存量在5 箱以下的货品集中存放,通常使用冷冻货架集中存放上述货品C 冷冻蛋糕可以和烟肉、薯饼、松饼、全熟产品等同层摆放D 用量较高的冻货(如:薯条、鸡翅、鸡腿及鸡排)应堆放在靠近冻库门的位置,方便货品周转8.货品的码放应充分考虑库房内空气的流动,货品与库房墙面之间的距离应保持在()英寸[10分]A 1英寸B 2英寸C 3英寸D 5英寸9.ECOSIMA 的库房摆放设计应遵循以下优先顺序原则:法律法规要求、安全原则、QA 原则、操作便利原则、常识与习惯,对吗?()[10分]A 正确B 不正确10.奶浆可以与鸡蛋上下相邻摆放吗?()[10分]A 可以B 不可以。
CIMA—E2模拟题及分析(3)
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CIMA—E2模拟题及分析(3)1.TS Consultants has been asked to investigate the issues underlying the underperformance and low staff morale of the Finance Department in YR Hospital.The consultants have access to various sources of information such as the recent staff satisfaction survey which shows that staff morale in the department is low. In addition, statistics from the HR Department reveals that both absenteeism and staff turnover are exceptionally high in the Finance Department. There have also been many complaints from other areas of the hospital about both the management and staff working in the department. However, staff enjoy competitive salaries and other excellent working conditions such as free car parking, a subsidised canteen and access to sports facilities.The consultants have run some focus groups with members of staff working in the department to try to gather more information to help them better understand the causes of underperformance and low staff morale. The findings suggest that there appears to be very much a “them and us” culture between management and staff, with the managers in the department exerting power based on their position and status. Staff say that they are only allowed to undertake the specific activities included in their narrow job descriptions and feel unable to fully contribute as a result of the chain of command in the Finance Department. Staff also say that they are not involved in decisions regarding the department’s activities, and many say they have not had any training.They mentioned that there are very few career progression opportunities because of this. They feel their contributions are not recognised by management and that they never receive feedback on their performance. Staff characterise the leadership and management of the department as task-focused, with tight controls and close supervision.Having undertaken the review, the consultants are preparing the recommendations on how to improve the poor performance and low staff morale.RequiredWith reference to theory, discuss the recommendations TS Consultants could make to help improve performance and staff morale in the Finance Department of YR Hospital.(Total for Question One = 10 marks)2. M is a business that sells custom made computer-based information systems. Each customer order is for a unique system, which will involve experts from many functional areas within M. Each customer expects a high level of individual attention. Some systems take only four to six months to design and produce and cost less than €50,000, whereas other systems cost several million Euros and can take up to three years to complete. Projects are continually being completed and started.A Management Consultant's review of M's organisational effectiveness has concluded that the matrix structure is the most appropriate for M.Required:Identify the characteristics of the organisation that make it appropriate for M to have a matrix structure.(Total for Question Two = 10 marks)3. JB has recently joined the Finance Department of P Company as a trainee management accountant. As part of the Company's induction, she has been offered a mentor. However, since JB has not had any previous experience of mentoring, she is unconvinced of the benefits. She has asked LC, the facilitator of the induction session, to explain what is involved in the process of mentoring and how it might be a benefit to her as a new member of staff.Required:Explain the points that LC should make concerning the process and the benefits of mentoring for new members of staff.(Total for Question Three = 10 marks)4. PRC Company, a retailer of baby clothes and toys, has been in existence for 20 years. Its approach to strategy has tended to be informal and emergent rather than planned. However, the company is facing uncertain times and at a recent Board meeting, one of the directors suggested that the company should adopt a more formal approach to how it develops its strategy. He has suggested that the use of strategic management tools and techniques could help and, as a start, has recommended that the company should undertake a corporate appraisal.Required:Explain the purpose of corporate appraisal (SWOT), and what would be involved in PRC Company undertaking a corporate appraisal.(Total for Question Four = 10 marks)(6 marks) (Total for Question Three = 10 marks)试题答案:1、【答案】In making their recommendations TS Consultants could refer to Hertzberg’s theory on motivation. Essentially, the two factor theory proposed by Herzberg suggests that there are hygiene factors which need to be in place in order to reduce staff dissatisfaction. If they are absent this can lead to dissatisfaction and consequently impact on performance. For ex ample, factors surrounding the job context such as pay, working environment, company policy and interpersonal relationships. These factors tend to be extrinsic to the job itself and whilst they are unlikely to motivate staff, if they are not right can cause dissatisfaction and de- motivation. The other set of factors are those, which if present, can motivate individuals to superior effort and performance. They tend to be related to the job itself, in other words are intrinsic factors and are referred to as motivators or growth factors.Applying this theory to the Finance Department based on the Consultants findings, it is apparent that the hygiene factors such as competitive salaries and good physical working conditions are in place. However, there are some hygiene factors that need attention, specifically the nature of supervision. The consultants should recommend that action is needed to address the nature of supervision by management and the poor relationships suggested by the 'them and us' culture, which would involve a shift in the approach to leadership in the department.Another set of recommendations should be made which relate to the potential motivating factors, such as those relating to recognition, challenging work, responsibility and advancement. This could include reviewing job design to determine possibilities for job enlargement and job enrichment. This would involve exploring the design of job roles in the Finance Department to widen the scopeof jobs, providing more interesting and challenging work for staff. The benefit to employees would be the development of new skills and being given greater responsibility through empowerment. This would, however, require the managers to adopt a more participative leadership style, with junior staff given greater responsibility for their own areas of work and encouraged to participate in decision making, but with managers providing constructive feedback.Another recommendation would be to look at how improved prospects for career development could be achieved. This might mean providing opportunities for lateral moves to enable staff to gain new experiences and competencies.A recommendation could be made to introduce some kind of recognition scheme since recognition is an important motivator. This could be achieved, at one level, by simply encouraging managers to thank members of staff for their contribution, acknowledging extra effort and performance. More formal recognition systems could also be considered.TS Consultants should make a recommendation which highlights the training and development needs of managers in the Finance Department. To resolve some of the difficulties, it is likely that the managers will need to adapt their leadership style to a more democratic approach. Reference to the Blake and Mouton managerial grid would help identify the focus on the training needs for the managers. It would seem from the scenario that currently they have the characteristics of authority-compliance management with a high concern for the task, but low concern for people. Leadership training and development should be designed to help the managers to understand the need to balance concern for the task with the concern for people. Development interventions should focus on helping them to develop better working relationships with their teams, perhaps using team building techniques.(Answers could develop with reference to alternative theories on motivation and management/leadership styles).2、【答案】The characteristics of M that are appropriate to it adopting a matrix organisational structure are as follows:•The business of M consists of a series of projects which are custom made, which are complex and require staff from a number of different functional areas;•The projects undertaken by M have different start and end dates, so the organisation is continually reassigning resources from project to project as one ends and another begins;•The projects undertaken by M are complex so the staff benefit from also being assigned to a technical function (such as finance or procurement) where they can share knowledge and experience with colleagues in their functional teams;•The projects undertaken by M are often expensive, so having resources controlled by functional heads should lead to improved utilisation and reduced duplication across the different projects; •The projects undertaken by M are customer facing and customers expect a high level of customer focus. Therefore, the customer will require a single point of contact (the project manager) to deal with customer requests and problems.3、【答案】LC could start by explaining to JB that the purpose of a mentoring system is to provide new employees with a forum to discuss development issues in a relaxed and supportive environment. A mentoringsystem would be useful to JB, as a new member of staff, in helping her socialise into the culture of the organisation and facilitate quicker learning about the way the organisation works. LC could go on to say that the mentoring relationship is not based on authority but, rather, a genuine wish by a mentor to share knowledge, advice and experience with junior members of staff.LC should explain that the mentor would be in a senior position within P Company, and the purpose would be to guide and support JB, as a less experienced employee. LC should also explain that whilst JB’s mentor will hopefully be from the finance function that she has joined, the person acting as mentor would not be her direct line manager. The reason for this is to ensure that the mentor can act as an independent arbiter, and avoid the danger of conflict given the developmental nature of mentoring versus line management. The mentor would normally be a role model, having already achieved a status to which JB might aspire.LC could then explain the different functions of mentoring, for example differentiating between career-enhancing and psychological functions.In terms of career enhancing, a mentor could help JB in her career with P Company through exposure, visibility and sponsorship. Having a mentor could also help JB in expanding her network of contacts and in gaining greater exposure in the organisation.The psychological function of mentoring could help JB enhance her competence and effectiveness in her role. LC could point out that the role of the mentor would be to encourage and assist JB in analysing her performance and identifying her strengths and weaknesses.The mentor would provide JB with honest but supportive feedback and guidance on how she could work on her weaknesses. The mentor would also provide feedback and encourage JB to reflect on her behaviour and experiences as she develops into her new role. LC could explain that JB could ask her mentor questions and learn from her mentor’s experience, using the mentor as a safe sounding board. So having a mentor should help JB in her new job through encouragement and nurturing her learning and development.LC should also explain that mentoring would work alongside some of the more formal control mechanisms such as appraisal. The mentor would be able discuss with JB her training needs, advise on qualifications and provide a forum for her to discuss any interpersonal problems a nd career goals.4、【答案】Corporate appraisal, sometimes referred to as SWOT, involves the quantitative and qualitative review of a company’s internal strengths and weaknesses and its relationship with external opportunities and threats. In essence, it could be used to summarise the key issues from PRC's business environment and its strategic capability, that are most likely to impact on its future strategic development.Conducting a corporate appraisal brings together information derived from an analysis of the trends in the external and competitive environments and internal developments that may be of significance to PRC Company. The outcomes from the corporate appraisal could then be used to determine the company's current position and inform whether it should continue with its existing strategy or formulate a new strategy that will enable it to operate more effectively.The process of conducting a corporate appraisal will require PRC to draw on two sets of data: •Information on the current performance and resource position of the company to establishinternal capability. Data will need to be captured from performing ananalysis of the internal position of PRC Company, its resources and competences, and conclusions from value chain analysis.•Information on the business environment and how this is likely to change, identifying key trends. This information will need to be collected through the process of external environment analysis (for example using the PESTEL framework and competitor analysis using Porter’s five forces framework).The internal appraisal for PRC Company should highlight:•Strengths, which are the particular skills or distinctive/core competences which the company possesses and which will give it an advantage over its competitors. These are the things the company should seek to exploit. In identifying strengths, it is important that it highlights not just what PRC Company is good at, but how it is better, relative to the competition. •Weaknesses, which are the shortcomings in the company and which can hinder it in achieving its strategic aims. For example, lack of resources, expertise or skill.Strengths and weaknesses should relate to industry key factors for success and help PRC Company to assess how capable it is in dealing with changes in its business environment. •Opportunities relate to the events or changes outside the company, i.e. trends in its external business environment which are favourable to the company. For example, what opportunities exist in the business environment, what is the capability profile of the competitors, are they better placed to exploit these opportunities? The events or changes identified will provide some strategic focus to the decision-making for managers in the company.•Threats relate to events or changes outside the company, i.e. trends in its business environment which are unfavourable and that must be defended against. The company will need to introduce strategies to overcome these threats in some way or it may start to lose market share to its competitors.The external appraisal will assist PRC Company in identifying opportunities which can be exploited by the company’s strengths and also to anticipate environmental threats against which the company must protect itself. In other words, strategies should be developed to minimise weaknesses, or develop strengths, taking advantage of opportunities or counteracting problems from environmental changes.Using the SWOT analysis should help PRC Company to focus on future choices and gain a better understanding of the extent to which it has the internal capability to support the changes. It will also facilitate the identification and generation of possible future strategic options for PRC.参与CIMA的考生可按照复习计划有效进行,另外高顿网校官网CIMA考试辅导高清课程已经开通,还可索取CIMA考试通关宝典,针对性地讲解、训练、答疑、模考,对学习过程进行全程跟踪、分析、指导,可以帮助考生全面提升备考效果。
ACCAF2练习题2012(题)
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ACCAF2练习题2012(题)F2 MANAGEMENT ACCOUNTING-Q1. A firm which bottles shampoo selects some filled bottles for examination. The procedure used is that two random numbers, x and y, are chosen. Starting at the xth bottle filled, every bottle at an interval of y is then chosen for examination.This type of sampling is known as:A Multi-stageB RandomC SystematicD Stratified2. The following statements relate to responsibility center:(i) Return on capital employed is a suitable measure of performance in both profit and investment centers.(ii) Cost centers are found in manufacturing organizations but not in service organizations.(iii) The manager of a revenue center is responsible for both sales and costs in a part of anorganization.Which of the statements are incorrect?A (i) and (ii)B (ii) and (iii)C (i) and (iii)D All of them3. A pie chart is being produced to represent the sales from different regional offices of a business:$000North 125North West 180East 241South 691South East 147Total 1,384What would be the angle of the East divisions section on the pie chart (to the nearest whole degree)?A 63°B 33°C 180°D 5804.Which of the following is not a type of benchmarking?A InternalB StrategicC InternationalD Functional5.K Class has calculated the following indicators: (i)Return on capital employed (ii)Training costs as a percentage of total costs Which of the balanced scorecard perspectives would these measures relate to?(i) (ii)A Financial FinancialB Financial InternalC Internal Learning and growthD Financial Learning and growth6. A government body uses measures based upon the ‘three Es’ to t he measure value for money generated by a publicly funded hospital. It considers the most important performance measure to be ‘cost per successfully treated patient’.W hich of the three E’s best describes the above measure?A EconomyB EffectivenessC EfficiencyD Externality6.The diagram represents the behaviour of a cost item as the level of output changes: Which ONE of the following situations is described by the graph?A Discounts are received on additional purchases of material when certain quantities are purchased.B Employees are paid a guaranteed weekly wage, together with bonuses for higher levels of production.C A license is purchased from the government that allows unlimited production.D Additional space is rented to cope with the need to increase production8.The following production and total cost information relates to a single product organization for the last three months: Month production units total costs1 1200 66,6002 900 58,2003 1400 68200The variable cost per unit is constant up to a production level of 2,000 units per month but a step up of $6,000 in the monthly total fixed cost occurs when production reaches 1,100 units per month. What is the total cost for a month when 1,000 units are produced?A $54,200B $55,000C $59,000D $60,2009.Which of the following will be completed by a production department requiring new materials to be obtained from suppliers?A A purchase orderB A delivery noteC A purchase requisitionD A goods received noteThe following information applies to questions 10, 11 and 12 Point uses the economic order quantity (EOQ) model to establish the reorder quantity for raw material Y. The company holds no buffer inventory. Information relating to raw material Y is as follows:48,000 units Annual usage$80 per unit Purchase price$120 per order Ordering costs10% of the purchase price Annual holding cost10.The EOQ for raw material Y is:A 438B 800C 1,200D 3,79511.The total annual cost of purchasing, ordering and holding inventory of raw material Y is:A $3,849,600B $3,850,400C $3,853,600D $3,854,40012.The supplier has offered Point a discount of 1% on the purchase price if each order placed is for 2,000 units.The total annual saving to Point of accepting this offer is :A $29,280B $30,080C $37,200D $38,00013.Which of the following are included in the cost of holding inventory?(i) the cost of insurance(ii)rental payment of storage space(iii)the cost of placing a orderA (i) and (ii)B (i) and (iii)C (ii) and (iii)D (i), (ii) and (iii)14.If the direct labor costs in a manufacturing company are $95,000 in March, the costs would be recorded in the cost ledger as:A Debit Work-in-progress $95,000, Credit Wages and salaries $95,000B Debit Wages and salaries $95,000, Credit Bank $95,000C Debit Wages and salaries $95,000, Credit Work-in-progress $95,000D Debit Bank $95,000, Credit Wages and salaries $95,00015.A direct labor employee works a standard 37 hour week and is paid a basic rate of $15 per hour. Overtime is paid at time and a half. In a week when 40 hours were worked and a Bonus of $20 was paid, what was the direct labor cost?A $555B $600C $622.50D $642.5016.A cost centre has an overhead absorption rate of $4.25 per machine hour, based ona budgeted activity level of 12,400 machine hours.In the period covered by the budget, actual machine hours worked were 2% more than the budgeted hours and the actual overhead expenditure incurred in the cost center was $56,389.What was the total over or under absorption of overheads in the cost center for the period?A $1,054 over absorbedB $2,635 under absorbedC $3,689 over absorbedD $3,689 under absorbed17.The management accountant’s report shows that fixed production overheads were over-absorbed in the last accounting period. The combination that is certain to lead to this situation is:A Production volume is lower than budget and actual expenditure is higher than budgetB production volume is higher than budget and actual expenditure is higher than budgetC production volume and actual cost are as budgetedD production volume is higher than budget and actual expenditure is lower than budget.18.A law firm recovers overheads on chargeable consulting hours. Budgeted overheads were $615,000 and actual consulting hours were 32,150. Overheads were under-recovered by $35,000.If actual overheads were $694,075, the budgeted overhead absorption rate per hour is (to 2 decimal places):A $20.21B $20.50C $21.59D $22.68/doc/091272678.htmlst month a manufacturing company’s profit was $2,000, calculated using absorption costing principles. If marginal costing principles had been used, a loss of $3,000 would have occurred. The company’s fixed production cost is $2 per unit. Sales last month were 10,000 units.What was last month’s production (in units)?A 7,500B 9,500C 10,500D 12,500The following data are for questions 20 and 21.The budget for Bright’s first month of trading, producing and selling boats was as follows: $Variable production cost of boats 45Fixed production cost 30Production cost of 750 boats 75Closing inventory of 250 boats (25)Production cost of 500 sold 50Variable selling cost 5Fixed selling cost 2580Profit 10Sales revenue 90The budget has been produced using an absorption costing system.20.If a marginal costing system were used, the budgeted profit would be:A $22,500 lowerB $10,000 lowerC $10,000 higherD $22,500 higher21.Assume that at the end of the first month unit variable costs and fixed costs and selling price for the month were in line with the budget and any inventory was valued at the same unit cost as in the above budget.However, if production was actually 700 and sales 600, what would be the reported profit using absorption costing?A $9,000B $12,000C $14,000D $15,00022.For a product that has a positive unit contribution, which of the following events would tend to increase total contribution by the greatest amount:A 10% decrease in variable cost.B 10% increase in selling price.C 10% increase in volume sold.D 15% decrease in total fixed costs23.A company uses process costing to value output. During the last month the following information was recorded: Output: 2800kg valued at $7.5/kgNormal loss: 300kg which has a scrap value of $3/kgActual gain: 100kgWhat was the value of the input?A $22,650B $21,900C $21,600D $21,15024.Vare produces various inks at its Normanton factory. Production details for Process 1 are as follows:Opening work-in-progress, 1 April 400 units60% complete Closing work-in-progress, 30 April 600 units20% complete Units started 1,000Units finished 800The degree of completion quoted relates to labour and overhead costs. Three-quarters of the materials are added at the start of the process and the remaining quarter added when the process is 50% complete. The company uses the FIFO method of cost allocation.The equivalent units of production for materials in the period are:A 1,250B 1,000C 850D 68025.In process costing, if an abnormal loss arises the process account is generally:A debited with the scrap value of the abnormal loss unitsB debited with the full production cost of the abnormal loss unitsC credited with the scrap value of the abnormal loss unitsD credited with the full production cost of the abnormal loss units26.X uses process costing. In Process 3 the normal loss is 4% of total input.Last period the input from Process 2 was 8,500 kg and additional material of 4,250 kg was added to process 3.Actual output to finished goods was 12,700 kg.There was no opening or closing work-in-progress in the period.The abnormal gain or loss in kg for period 3 was:A 460 kg gainB 460 kg lossC 290 kg gainD 290 kg loss27.Which of the following are features of service organizations?(i)High levels of inventory(ii)High proportion of fixed costs(iii)Difficulty in identifying suitable cost unitsA (i) and (ii) onlyB (i) and (iii) onlyC (ii) and (iii) onlyD All of these28.Which ONE of the following is an advantage of Activity Based Costing?A It provides more accurate product costsB It is simple to applyC It is a form of marginal costing and so is relevant to decision makingD It is particularly useful when fixed overheads are very low29. As an indirect result of purchase of under-standard materials, are the materials usage variance and labor efficiency variance likely to be adverse or favorableMaterials usage Labor efficiencyA Favorable FavorableB Adverse FavorableC Favorable AdverseD Adverse Adverse30. A company operates a standard absorption costing system. The standard fixed production overhead rate is $15 per hour.The following data relate to last month:Actual hours worked 5500Budgeted hours 5000Standard hours for actual production 4800What was the fixed production overhead capacity variance?A$7,500 adverseB$7,500 favourableC$10,500 adverseD$10,500 favourable31. Which of the following could be the cause of an adverse sales volume variance for garden furniture.(i)The company offers discounts on sales prices in order to maintain business.(ii)Poor weather leads to a reduction in sales.(iii)A strike in the factory causes a shortage of finished goods.A (i) and (ii) onlyB (i) and (iii) onlyC (ii) and (iii) onlyD all above32. An extract from the standard cost card for product CJ is as follows:Direct labour (0.5 hours × $12) $6710 units of CJ were produced in the period and staff worked 378 hours at a total cost of $4,725. Of these hours 20 were lost due to a material shortage.The labour efficiency variance is:A$516 favourableB$36 favourableC$36 adverseD$516 adverse33. A flexible budget is:A a budget for semi-variable overhead costs only;B a budget which, by recognising different cost behaviour patterns, is designed to change as volume of activity changes;C a budget for a twelve month period which includes planned revenues, expenses, assets and liabilities;D a budget which is prepared for a rolling period which is reviewed monthly, and updated accordingly34. Which of the following statements are true about IRRs?(i)IRR considers the time value of money(ii)if the IRR exceeds the companies cost of capital the NPV at the company’s cost ofcapital should be positive(iii)it is possible for one investment to have 2 IRRsA (i) onlyB (i) and (ii) onlyC (ii) and (iii) onlyD (i), (ii) and (iii)35. A company is considering an investment of $400,000 in new machinery. The machinery is expected to yield incremental profits over the next five years as follows:Year Profit ($)1 175,0002 225,0003 340,0004 165,0005 125,000Thereafter, no incremental profits are expected and the machinery will be sold. It is company policy to depreciate machinery on a straight line basis over the life of the asset. The machinery is expected to have a value of $50,000 at the end of year 5. Calculate the payback period of the investment in this machinery to the nearest 0.1 years.A 0.9 yearsB 1.3 yearsC 1.5 yearsD 1.9 years36. Performance standards that have remained unchanged over a long period of time are known as:A deal standardsB current standardsC basic standardsD Attainable standards37. A company has determined that the net present value of an investment project is $17,706 when using a 10% discount rate and $(4,317) when using a discount rate of 15%. Calculate the internal rate of return of the project to the nearest 1%.A 13%B 14%C 15%D 16%38. CC Company is considering an investment of $300,000 which will earn a contribution of $40,000 each year for 10 years at today’s prices. The company’s cost of capital is 11% per annum.Calculate the net present value of the project:A ($64,440)B $23,556C $64,440D $235,56039. The principal budget factor for a footwear retailer is:A The cost item taking the largest share of total expenditure.B The product line contributing the largest amount to sales revenue.C The product line contributing the largest amount to business profits.D The constraint that is expected to limit the retailer’s activities during the budget period40. A process has a normal loss of 10% and budgeted output is 4,500 litres for the period.Opening inventory of raw material is 600 litres and is expected to increase by 20% by the end of the period. The material usage budget is:A 4,500 litresB 5,000 litresC 5,133 litresD 5,120 litres41. Put the stages of the product life cycle in the correct order:(i)Growth(ii)Decline(iii)Maturity(iv)Development(v)IntroductionA (i), (v), (iii), (iv), (ii)B (v), (iv), (i), (iii), (ii)C (iv), (v), (i), (iii), (ii)D (iv), (i), (iv), (iii), (ii)42. Which of the following correlation coefficients indicates the weakest relationship between two variables?A + 1.0B + 0.4C – 0.6D – 1.043. The correlation coefficient (r) for measuring the connection between two variables (x and y) has been calculated as 0.6.How much of the variation in the dependent variable (y) is explained by the variation in the independent variable (x).A 36%B 40%C 60%D 64%44. Charleville operates a continuous process producing three products and one by-product.Output from the process for a month was as follows:Product Selling price per unit Units of output from process1 $18 100002 $25 200003 $20 200004 (by-product) $2 3500Total joint costs were $277,000.What was the unit cost valuation for product 3 using the sales revenue basis for allocating joint costs assuming that the revenue receivable from the by-product is deducted from the joint costs?A $4.70B $4.80C $5.00D $5.1045. In the context of quality costs, customer compensation costs and test equipment running costs would be classified as: Customer compensation costs Test equipment running costA internal failure cost prevention costB internal failure cost appraisal costC external failure cost appraisal costD external failure cost prevention cost46. The selling price of product K is set at $450 for each unit.If the company requires a return of 20% in the coming year on product K, the target cost for each unit for the coming year is:A $300B $360C $400D $45047. Regression analysis is being used to find the line of best fit (y = a + bx) from eleven pairs of data. The calculations have produced the following information:Σx = 440, Σy = 330, Σx2 = 17,986, Σy 2 = 10,366 and Σxy = 13,467.What is the value of ‘b’ in the equation for the line of best fit (to 2 decimal places)?A 0.63B 0.69C 2.33D 5.3348. A time series model of sales volume has the following trend and additive seasonal variation.Trend Y = 5,000 + 4,000 XWhere Y = quarterly sales volume in units.X = the quarter number (Where the first quarter of 2009 = quarter 17, the second quarter of 2009 = quarter 18 etc).Quarter seasonal variationFirst +3000Second +1000Third -1500Fourth -2500What would be the time series forecast of sales units for the third quarter of 2010?A 79,500B 95,500C 97,000D 98,500The following information applies to questions 49 and 50.A company records the following information concerning a product:Standard time allowed per unit 16 munitesActual output in period 720 unitsActual hours worked 180Budgeted hours 18549. What is the labour efficiency ratio?A 93.75%B 97.3%C 102.5%D 106.7%50. What is the labour capacity ratio?A 102.8%B 99.4%C 98.6%D 97.3%。
CIMA E2 2011年9月考试题目及答案
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The Examiner's Answers – September 2011E2 - Enterprise ManagementSECTION ASome of the answers that follow in Sections A and B are fuller and more comprehensive than would be expected from a well-prepared candidate. They have been written in this way to aid teaching, study and revision for tutors and candidates alike.Answer to Question OneThere are a number of different management styles and leadership theories which could be used to compare and contrast J’s approach and the approach senior management thinks she should adopt.It would seem from the scenario information that J’s approach is more people centred than task centred. Adair’s action centred leadership model is based on the premise that effective leadership requires the bringing together of task, team and individual needs. In J’s case, senior management is suggesting that J has a focus on the needs of the individual and the group, but has not paid sufficient attention to the task achievement.The Blake and Mouton managerial grid provides a useful framework for understanding and applying effective management. The grid was developed from the precept that management is essentially concerned with production and people. The grid suggests that any combination of concern for production and concern for people may be present in an organisation.Using the Blake and Mouton grid, perhaps J could be viewed as adopting the country club approach to management where the emphasis is on people. People are encouraged and supported and any inadequacies are overlooked on the basis that they are doing their best and that coercion or a more authoritive/directive approach would not improve things.It could be argued that senior management wants J to adopt a task oriented style where the emphasis is on achieving the task, without concern for people. J would be responsible for planning, directing and controlling the work of her subordinates, treating people as commodities or machines.In fact the most effective approach would bring together both J’s current approach and the approach her senior management team suggests. This is a team style, and whilst it might be viewed as idealistic it advocates a high degree of concern for both production and people. It endeavours to discover the best and most effective solutions aimed at the highest attainable level of production to which all involved contribute and in which everyone finds a sense of achievement. In adopting this approach J would assume that employees are committed to the organisation, and that any conflict which occurs can be successfully managed.Note from examiner: Although this answer has been based on Adair’s action centred leadership, and Blake and Mouton Managerial Grid, alternative management style and leadership theories could be used to develop the answer.Answer to Question TwoPorter's Diamond is based on four interacting determinants that assist the country, and hence individual organisations operating in that country, to be more competitive in international markets. These are factor conditions; home demand conditions; related and supporting industries; firm strategy, structure and rivalry.Taking each determinant in turn:•Factor conditions refer to the factors of production that go into making a product or service. Different nations have different stocks of factors which can be categorised as human resources; physical resources; knowledge; capital; infrastructure. It is notsufficient to have an abundance of the factors, rather it is the efficiency with whichthey are deployed that is important.Porter also distinguished between basic factors, which he claims are unsustainableas a source of competitive advantage, and advanced factors.•Home demand conditions refer to the nature of the domestic customer becoming a source of competitive advantage. Dealing with sophisticated and demandingcustomers with high expectations in an organisation's home market will help driveinnovation and quality, which in turn will help an organisation to be effective in othercountries.Although economies of scale are relevant, it is not necessarily about the quantity ofhome demand but the information that the home market gives organisations and theimpetus to innovate. If the customer needs are understood in the home market earlier than in the world market, the firms benefit from the experience.•Related and Supporting Industries. Porter proposes that a nation's competitive industries are clustered, where a cluster is a linking of industries through relationships which are either vertical (buyer-supplier) or horizontal (common customers,technology, skills).Related and supporting industries of local clusters of related and mutually supportive industries can be a source of competitive advantage. In other words, competitivesuccess in one industry is linked to the success in related industries. Having adomestic supplier industry can be preferable to a good foreign supplier as proximity to managerial and technical people along with cultural similarity can facilitate free andopen information flows.•Firm strategy, industry structure and rivalry are related to the fact that nations are likely to secure competitive advantage in industries that are more culturally suited totheir normal management practices and industrial structures. For example, industries in different countries have different time horizons, funding needs and infrastructures.Fierce domestic rivalry and competition will drive innovation, force down costs anddevelop new methods of competing. This can enhance global competitive advantage.Answer to Question ThreeRequirement (a)A matrix structure is based on a dual chain of command and is often used as a structure in project management. In the case of C Consultancy Company, it would involve establishing cross specialist teams, as necessary, to work on particular consultancy projects.Since the consultancy projects will be time bound, a matrix structure provides a way of resourcing and organising work, bringing people together to work on a particular client project and then returning to their specialist area.Consultants would have a dual role in terms of belonging to their specialist area as well as being a member of a project team. This would mean reporting to both the senior manager of the specialist area and the project manager for their work on a particular consultancy project. Requirement (b)The matrix structure could bring a number of advantages to consultancy project work. For instance, it would bring together a wide range of expertise cutting across specialisms to work on a client project. This would also enable the company to offer a broader portfolio of consultancy interventions. From an employee perspective, it can facilitate the development of new skills and adaptation to unexpected problems, broadening a specialist’s outlook by working with others.Whilst there are benefits, there can be disadvantages to the matrix project structure. One of the main problems is associated with the lack of clear responsibilities and potential clashes and tensions between the different priorities of the project tasks and the specialist area. Employees may end up being confused by having to report to two bosses and deciding whose work should take precedence. Conflicts may arise due to the differences in the backgrounds and interests of staff from different specialist areas working together, and some attention will be required to assist team development in the early stages of the project.The project manager may be reluctant to impose authority as they may be subordinates in later projects.Answer to Question FourRequirement (a)In explaining why undertaking competitor analysis is important, the presentation should include points on the following:•The overriding purpose of gathering competitor intelligence is to identify the specific competitive advantage of rival organisations. This would help the company indeveloping a better understanding of strengths and weaknesses of its potentialcompetitors and to help predict competitor behaviour.•It should also help management in understanding the competitive advantage (or indeed disadvantage) of the organisation relative to competitors.•It can help in generating insights into the past, present and potential strategies of its competitors and how they have reacted. This in turn will provide an informed basis for developing future strategies to sustain and establish advantage over competitors and to assist with the forecasting of the returns on strategic investments when decidingbetween alternative strategies.Requirement (b)The second part of the presentation should include points to highlight the types of information that should be collected on competitors.The first point would be to identify the competitors for which information should be collected. This could be based on which competitors it perceives as posing the greatest threat. Other types of information that should be collected as part of competitor analysis include: •The present strategies of key competitors, for example; how is the firm competing and where the firm is competing.•Identifying competitors' current goals and objectives. For example, is a particular competitor seeking sales growth or market share growth in an aggressive manner? Is it investing in new premises?•Information on competitors' current products and services. Also their segmentation strategies, branding and image, and the customer segments targeted.•Identifying the competitors' resources and capabilities. This will therefore involve gathering information on their management profiles, organisational structure, financial strength and technologies to understand not only what they are doing now, but alsowhat they are capable of doing in the future. The scale and size of the company'sresources are both important indicators of the competitor's threat.Answer to Question FiveCompetitive advantage refers to the significant advantages that an organisation has over its competitors. It can be gained on the basis of price or through some form of differentiation, such as quality of service, product design or branding which allows an organisation to charge higher prices for its products/services.The resource based view (RBV) to achieving competitive advantage is a more recent paradigm of strategic management. This is an inside-out-view where competitive advantage is gained from the exploitation of an organisation's resources, competences and capabilities. In other words, it refers to the distinctive groups of skill that would allow an organisation to provide particular benefits and deliver competitor advantage and is not dictated by the constraints of the external environment.The RBV approach emphasises the development of strategy based on internal capability, hence an organisation would need to use strategic management frameworks that would help it in understanding the internal aspects of the organisation. In other words, to determine what it is good at, what its strengths are and what its weaknesses are.Adopting the RBV means that superior profitability would depend on its possession of unique resources or abilities that cannot be easily imitated by its rivals. The assumption here is that an organisation is a collection of resources, capabilities and competences that are relatively unique. These can provide the basis for an organisation's strategic development and its ability to compete better than those of competitors.The RBV has developed from the work of Prahalad and Hamel’s work on core competences which focuses on the strategic intent of an organisation to leverage its internal capabilities and core competences to confront competition. This is sometimes referred to as strategic stretch.Resources can be tangible, such as plant and equipment, access to raw materials and finance, trained/skilled workforce or intangible such as brand and intellectual property. However, it is the way the resources are used which provides the capability to compete. For resources to be unique, Barney (1991) suggests that they must add value, be rare, difficult to imitate and cannot be easily substituted.Intangible resources are often the most likely to create sources of competitive advantage, as it is argued that they are more difficult for competitors to understand and imitate. In addition, it is the way resources are integrated with each other to perform a task or activity that provides the capability or competence for an organisation to compete. Therefore, one of the most important resources for an organisation is the skill and knowledge possessed by the organisation's employees, which is acquired over time and embedded in its culture.SECTION BAnswer to Question SixRequirement (a)PRINCE2 is an acronym for Projects In Controlled Environments and is a structured approach to project management. Essentially it provides a project framework with a set of project tools, guidelines and standards. It includes bureaucratic controls on the planning and execution so that any potential problems that may arise are identified and can be resolved early in the process. Whilst it could be argued that aspects of PRINCE2 could be considered to be just good project management, the difference is in the level of structure and documentation required.The key processes of PRINCE2 methodology offer a number of features that would help the client management IT system project, including:• A defined management structure of roles and responsibilities• A system of plans• A set of control procedures• A focus on product based planningThe key processes and documentation of PRINCE2 would provide the project team with a clear structure of authority and responsibility between members in the project team, so that each party has clear objectives. As part of this, the control responsibilities of the various members of the project team would be determined.The methodology can help in the future planning of the project, which R will need to do to get the project back on track. The PRINCE2 hierarchy of plans include:•The overall project plan.•Individual work plans for each project team member.•Stage plans - which involves preparing plans for each stage. This assists in managing stage boundaries in terms of ensuring that all deliverables planned in a current stage have been completed as defined before authorising the next stage.•The exception plan which is used when there are signs that the project is slipping behind schedule or deviating from budget or quality targets. If the project is going toexceed its tolerance, for example variances in time, cost or quality, this would bereported to the project board including B, the project sponsor. The implications on the whole project deliverables would then be discussed and plans amended to reflect any changes needed to ensure the project delivers its objectives.PRINCE2 has a set of progressive documents for a project and control is achieved through the authorisation of work packages. These include controls on quality, time and costs and identify reports and handover requirements, all of which appear to be problems with regard to the client management IT system project.The methodology also includes a series of ‘management products’, for example, project initiation documents, project budget, quality plan and various checkpoint and progress reports which would improve controls for the project.PRINCE2 would divide the project into:•Technical products, which are the things the project has been set up to provide to users.•Quality products, which define the quality standards the technical product must achieve.•Management products, which include project management structure planning documentation and reports.Requirement (b)B, as the project sponsor, is the person who will initiate the project and appoint the project manager. She will make the resources available for the project and would be responsible for approving the project plan. B will also expect to receive status reports as the project progresses to see that key milestones have been reached. If any changes are made to the plan during the project lifecycle, then the project sponsor will need to be informed.The project sponsor will primarily take the role of watching over the project, she will not get involved in the day to day operational aspects of project management. However, she will provide support and senior management commitment to the project, acting when appropriate as a champion for the project. B will also be responsible for overseeing the financial aspects of the project, and may need to approve any capital expenditure if it is over a certain budget. In contrast, R, as the project manager, will take responsibility for planning the various activities of the project. He will want to ensure the success of the project in terms of delivering its objectives on time and within budget. He will need to secure stakeholder approval, inform key stakeholders of progress and manage the different expectations of the various stakeholders including, for instance, the project sponsor and the project customer.R's role will involve co-ordinating, controlling and communicating project activities on a day to day basis. This will involve securing and allocating project resources, monitoring project progress and controlling costs. He will need to keep B, the project sponsor, informed of progress and alert her to any serious problems which could impact on achieving the project objectives, should they occur.As project manager, R will be responsible for leading and motivating the project team and fostering a collaborative working environment. He may need to manage any conflicts within the project team.However well planned a project is, if problems do occur it will be the responsibility of the project manager to be the negotiator and to resolve problems.Answer to Question SevenRequirement (a)Organisational conflict can occur on a number of different levels and can have a detrimental impact on the business. The conflict in Z Company is best characterised as horizontal conflict. This is where conflict occurs between groups or departments at the same level in the hierarchy. A number of factors play a part in creating the conflict:Goal incompatibility is often the main cause, where the goals of one area block the achievement by other areas. In Z Company, the functional structure of the organisation could encourage employee loyalty to particular departments with employees wanting to concentrate on their own goals. The goals of different departments are often seen as mutually exclusive. This can result in conflict and lack of cooperation between different departments during the New Product Development (NPD) process.Goals of innovation often can cause more conflict than other goals since the NPD process requires departments to co-operate. However, where there is an increase in task interdependence between different departments, then the potential for conflict increases. This is because the greater interdependence means that departments may exert pressure for fast response because the work in one department has to wait on other departments. Employees will need to spend time sharing information and communicating. As a result, differences in goals and attitudes can emerge leading to conflict. There appears to be a lack of understanding and appreciation of the pressures and needs of other departments during the NPD process.For example whilst the Research & Development (R & D) Department wants to come up with the best possible product range from a technical perspective, in doing so it may not take account of the cost aspect, nor of the implications for the production of the new products, which will be of concern for the Production Department.The marketing sales staff will want a new product range ready for the sales team. The Finance Department is viewed very much as a controller and an obstacle to the NPD process. The marketers and R&D staff may see finance as only taking a short term view rather than investing for the future of the company.Another source that can lead to horizontal conflict are the differences in the personalities, attitudes and experience of managers in different functional departments. This is often apparent between the different values of those working in marketing, finance and R &D. This stems from the different skills, qualifications and time horizons of the people working in these different areas.Requirement (b)Meetings can take up a significant amount of time and should, ideally, be seen to benefit those who attend. However, as in the scenario, people often leave meetings feeling frustrated at the time spent without any useful outcomes for them.As a first step, the Finance Director should prepare for the meeting, set clear objectives onthe purpose of the meeting, and establish who from the project team needs to attend. This should ensure that the time is not wasted for people who do not need to be there and to ensure the objectives of the meeting can be achieved. A practical aspect is to make arrangements in terms of the location and time of the meeting to encourage attendance.An agenda should be drawn up by the Finance Director in advance and circulated to those attending. The agenda should provide a focus for the discussion and allow people to prepare before coming to the meeting, ensuring that they have relevant information with them. In the scenario, it is likely this had not been done since the necessary information from finance was not brought along to the meeting.Other common problems that can occur during the meeting stem from having an ineffective chairperson, which can then result in the domination of discussion by a few people, conflict between attendees and the agenda items being unrealistic or badly structured. These problems can be addressed by the Finance Director acting as an effective chairperson. Ideally there will also be a secretary or administrator who will be responsible for taking the minutes at the meetings.The Finance Director should impose some order on the meeting and ask participants to contribute in accordance with meeting protocols, such as time constraints. His role is to facilitate discussion at the meeting. The Finance Director should also be able to manage conflict should it arise in a meeting and control any disruptive elements. Whilst encouraging constructive debate the skill is in limiting the scope of the discussion to agenda items.Throughout the meeting the Finance Director should summarise and clarify key points made, explaining any jargon used and check understanding by all attending the meeting. He should note the actions that need to be taken, by whom and when, so that it is clear who is responsible for what. At the end of the meeting, a summary of the results should be gone through so that all participants are clear on the action points and their commitment is gained.The Finance Director needs to bear in mind that the level of attention of participants diminishes towards the end of a meeting, particularly when it goes on too long. People may agree to anything towards the end of the meeting simply to get away.After the meeting, the main problem is that actions are not always carried out. Therefore, minutes should be distributed to the attendees and other interested parties so that the outcomes are not lost, and team members are reminded of their responsibilities, priorities and action points. This should be kept as brief as possible to improve the chances of the minutes being read and action points acted upon. The minutes should form the basis of the next meeting so that failure to carry out actions is identified.。
注册会计师职业能力综合测试试卷二模拟及答案解析(16)
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注册会计师职业能力综合测试试卷二模拟及答案解析(16)(1~11/共11题)案例分析题资料一大华钢铁集团股份有限公司(以下简称大华钢铁)为一家上市公司,于2011年6月在上海证券交易所上市,2012年度经审计的合并财务会计报告期末资产总额为5亿元,主要从事以不锈钢为主的特殊钢产品的生产和销售。
随着我国经济迅速增长,制造机器、设备及汽车的工业不断发展,带动我国不锈钢需求的显著增加。
行业普遍认为在未来数年不锈钢产品的需求仍将持续上升。
制造不锈钢的一种重要原料为镍。
我国的镍矿石本地供应量有限,因此近年镍的进口量大幅上升。
2007年1月,镍成为首种突破每盎司1美元的基本金属,价格创历史新高,镍价格急升主要是由于存量低而需求上涨。
由于我国本地镍矿石的供应量不可能在可预见的未来大幅增加,我国必须继续进口镍矿石以应付本地需求。
大华钢铁所需的镍矿石原本全在国内采购,但随着大华钢铁的不锈钢产量大幅提高,国内供应商所能提供的镍矿石已不能满足大华钢铁的生产需要。
并且由于镍矿石本地供应量有限,大华钢铁近两年的需求基本上由国外进口镍矿石满足。
大华钢铁的镍矿石一般是从加拿大及澳大利亚的不同供应商进口,在计入运输费用后每吨的平均采购价仍较国内的采购价略低,但采购价及供应量随国际总体需求波动,大华钢铁未能获得稳定的镍矿石供应。
大华钢铁于2010年在某东南亚岛国找到了一个新的镍矿石供应商(以下简称岛国供应商),并向其试采购了数批镍矿石。
该供应商提供的镍矿石品质较好,镍含量为1%,其他供应商镍矿石的镍含量平均为0.7%。
由于该岛国较为接近我国,海运费用较低,由该岛国矿石提炼的镍金属单位成本比从加拿大及澳大利亚进口矿石的提炼成本低,最终生产出来的不锈钢产品毛利率由原来的25%提高到30%。
随后,大华钢铁成功地收购了岛国供应商,由于当地法规的要求,必须以岛国货币现金结算与岛国供应商购买矿石的货款,大华钢铁将会面对较大的外币汇兑风险。
大华钢铁从无使用金融工具进行套期活动的经验。
工业分析与检验模拟试题(附参考答案)
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工业分析与检验模拟试题(附参考答案)一、单选题(共45题,每题1分,共45分)1.热导池检测器的灵敏度随着桥电流增大而增高,因此,在实际操作时桥电流应该()。
A、越小越好B、在灵敏度满足需要时尽量用小桥流C、选用最高允许电流D、越大越好正确答案:B2.氢火焰检测器的检测依据是()。
A、不同溶液折射率不同B、有机分子在氢氧焰中发生电离C、被测组分对紫外光的选择性吸收D、不同气体热导系数不同正确答案:B3.下列属于浓度型检测器的是()。
A、FIDB、TCDC、TDCD、DIF正确答案:B4.德瓦达合金还原法只适用于()测定。
A、有机态氮B、过磷酸钙C、硝态氮D、氨态氮正确答案:C5.下列哪个系统不是气相色谱仪的系统之一()。
A、检测记录系统B、光电转换系统C、气体流量控制系统D、温度控制系统正确答案:B6.下列关于离子选择性电极描述错误的是()。
A、是一种电化学传感器;B、由敏感膜和其他辅助部分组成;C、在敏感膜上发生了电子转移;D、敏感膜是关键部件,决定了选择性。
正确答案:C7.下列情况下应对色谱柱进行老化()。
A、每次安装了新的色谱柱后B、色谱柱每次使用后C、分析完一个样品后,准备分析其他样品之前D、更换了载气或燃气正确答案:A8.使用氢火焰离子化检测器,选用下列哪种气体作载气最合适?A、H2B、HeC、ArD、N2正确答案:D9.气相色谱分析的仪器中,检测器的作用是()。
A、检测器的作用是感应到达检测器的各组分的浓度或质量,将其物质的量信号转变成电信号,并传递给信号放大记录系统。
B、检测器的作用是分离混合物组分。
C、检测器的作用是将其混合物的量信号转变成电信号。
D、检测器的作用是与感应混合物各组分的浓度或质量。
正确答案:A10.凯达尔定氮法的关键步骤是消化,为加速分解过程,缩短消化时间,常加入适量的()。
A、无水碳酸钾B、无水碳酸钠C、草酸钾D、无水硫酸钾正确答案:D11.色谱法是()。
A、色谱法亦称色层法或层析法,是一种分离技术。
注册会计师职业能力综合测试试卷二模拟及答案解析(4)
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注册会计师职业能力综合测试试卷二模拟及答案解析(4)(1~12/共12题)案例分析题资料(一)泰华汽车股份有限公司(以下简称泰华汽车或公司)是由泰华汽车工业(集团)总公司(以下简称泰华集团)独家发起设立的一家以整车制造为主的A股上市公司。
该公司是我国汽车行业成长最快的制造商,也是商用车行业最大的企业之一,从2000年至2010年的十年间,销售量从最初的16972辆猛增到73292辆,年均增幅达到37%,实现销售收入以接近4倍的增长速度。
2010年度经审计的合并财务会计报告显示,泰华汽车全年实现营业收入86亿元,营业利润12亿元,净利润7亿元。
2010年末总资产69亿元,净资产55亿元,其税前利润比2000年提升了10倍。
公司出色的经营管理能力对其稳定盈利起到了重要的支撑作用。
泰华公司报表反映,公司管理费用和营业费用持续降低。
特别是在主要产品价格下降而原材料价格大幅上涨的挤压下,泰华公司通过成功的成本控制,仍旧保持了历年来20%上下的毛利水平,更衬托出其卓越的管理能力。
当然,这种成功与公司管理层先进的管理理念密不可分。
“公司在任何情况下,都要勤俭节约,要用最经济的方法、最有效的投资来达到目的”。
这是泰华公司管理层朴素而高效的管理法则。
泰华公司作为我国最早的汽车外资企业之一,曾率先改变了传统的“粗放式”的生产、管理方式,注重借鉴采用国际上最新的经营理念和管理手段,做行业内领先的管理现代化企业。
资料(二)汽车工业的发展都必不可少地进行过不同程度、不同规模的组织结构和产品结构调整,分析两者之间的内在关系,不难发现产品结构调整的战略目标往往是组织结构调整的出发点,而组织结构调整又是实现产品结构调整的重要手段。
这一点在企业拓宽产品系列时表现得尤为突出。
世界各国汽车工业的成长与发展经验证明,集团化是汽车工业发展的必由之路,我国汽车工业的发展当然也不例外。
但早期阶段,我国汽车工业走的是通过铺摊子求发展的粗放型发展道路,低水平重复建设比较严重,这种发展模式难以保证持续发展。
2024年乌鲁木齐货运从业资格考试模拟考试题及答案
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60、集装单元货物的包装标志应位于包装端面。
A、正确
B、错误
答案:B
61、驾驶货车在图中所示情况下会车时,应该( )。
A、高速行驶避开眩光
B、保持原速行驶
C、减速或停车让行
答案:C
62、道路运输驾驶员继续教育有效性的确认方式有( )。
A、职业技能鉴定
B、职业技能竞赛
C、考核或学时认定
答案:C
答案:A
14、《安全生产法》规定,生产经营单位的从业人员发现直接危及人身安全的紧急情况时,有权在采取可能的应急措施后撤离作业场所。
A、正确
B、错误
答案:A
15、汽车高速行驶,会使胎温急剧升高,胎体刚性增大,导致胎面磨损增加。
A、正确
B、错误
答案:A
16、下列哪项做法体现了货运驾驶员良好的职业道德?
A、注意避让有优先通行权的校车、特种车辆
B、5分
C、10分
答案:A
12、《安全生产法》制定的目的是( )。
A、加强安全生产监督管理
B、防止和减少生产安全事故
C、保障人民群众生命和财产安全
D、促进经济发展
答案:ABCD
13、承运人、托运人、货运代办人商定在一定时期内批量运输货物时,可以使用( )。
A、定期运输合同
B、一次性运输合同
C、长期运输合同
34、行车中,若发现发动机机油压力过高时,应及时停息发动机,进行诊断维修。
A、正确
B、错误
答案:A
35、驾驶货车下长坡,发现制动器效能减弱时,应该( )。
A、继续重踩制动踏板
B、挂空挡继续行驶
C、及时停车降温
答案:C
36、根据规定,已获得道路运输证的车辆不得改装。
CIMA—C5模拟题及分析(3)
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CIMA—C5模拟题及分析(3)1 Which ONE of the following is correct?A. A contract is frustrated when something happens after it has been entered into, which is not fault of either party and which renders the contract more difficult to perform.B. A contract is frustrated when a party expressly agrees to manufacture and supply goods and then discovers that they will be far more expensive to produce than he thought at the time of the contract.C. A contract is frustrated when something happens after it has been entered into, which is not fault of either party and which renders the contract impossible to perform.D. A contract is frustrated if it is impossible to perform at the time that it is made through no fault of either party.2 Exe Ltd was under contract to deliver goods by road to London for Wye Ltd for £2,000. After part of the journey was completed, the delivery vehicle broke down and Wye Ltd was forced to arrange for Zed Ltd to complete the delivery. If there are no provisions in the contract to deal with this situation, which of the following is correct?A. Exe Ltd is entitled to part of the delivery fee.B. Exe Ltd is entitled to nothing.C. Exe Ltd is entitled to a reasonable sum for the work done.D. Exe Ltd is entitled to the full £2,000.3 Which ONE of the following remedies is NOT available for a breach of a contract to provide personal services?A. Damages.B. A decree of specific performance.C. An injunction.D. An action for the price.4 Which ONE of the following does NOT discharge a contract?A. Precise performance of all the contractual obligations.B. A subsequent event causing the contract to be impossible to perform.C. Breach of contractual term which is classified as a warrantyD. The agreement of the parties, contained in a deed, to the effect that the contract should be discharged.5 In the event of a breach of contract, what is the purpose of damages?i. To punish the contract breaker.ii. To compensate the innocent party.iii. To put the innocent party in the same position as if the contract had been carried out correctly.A. i only.B. ii and iii only.C. iii only.D. i, ii and iii.6 Tee Ltd has contracted to use Vee Ltd’s “Grand Hotel” for a business conference. Which of the following would be regarded as a valid reason for Vee Ltd for the unavailability of the hotel on the agreed date under the law of frustration?i. The hotel was closed due to flood damage.ii. The hotel was double booked.iii. The hotel manager had arranged to have the hotel redecorated. The decorators had failed to complete the work by the agreed date.A. i only.B. iii only.C. ii and iii only.D. i, ii and iii.7 Which ONE of the following is not an equitable remedy?A. Damages.B. Specific performance.C. Rescission.D. Injunction.8 Which of the following statements is/are correct?i. An employer is vicariously liable for the torts of employees committed in the course of their employment.ii. An employer is vicariously liable for the torts of independent contractors, if they were committed whilst carrying out work for the employer.A. i only.B. ii only.C. Both i and ii.D. Neither i nor ii.9 Which of the following statements suggests that John is an independent contractor in relation to the work he carries out for Zed Ltd?i. He is required to provide his own tools.ii. He is required to carry out his work personally and is not free to send a substitute.iii. He is paid in full without any deduction of income tax.A. i and ii only.B. ii and iii only.C. i and iii only.D. i, (ii) and iii.10 In relation to a claim for wrongful dismissal, which of the following statements is CORRECT?i. Only employees below the normal retiring age may claim.ii. There is frequently no limit on the amount of compensation that a tribunal can award.iii. Claims must be made within 3 months of the dismissal.A. i only.B. ii only.C. iii only.D. None of them11 An employer must provide an employee with a written statement of particulars of the employment:A. Within one month of the employment commencing.B. As soon after the commencement of employment as possible.C. Within two months of the employment commencing.D. Within a reasonable time of the employment commencing.12 Which of the following statement is INCORRECT?A. There is a general duty on every employer under the Health and Safety at Work Act 1974 to ensure, so far as is reasonably practicable, the health, safety and welfare at work of all his employees.B. The Employers Liability Commission is responsible for the enforcement of the Health and Safety at Work Act and related legislationC. In terms of the Management of Health and Safety at Work Regulations, employers are required to carry out a hazard analysis of their business operation.D. Employers should check that potential employees are legally entitled to work and remain in the UK13 Which one of the following is an employer today always bound to do?A. Give a testimonial to an employee who asks for one when he or she wishes to leave.B. Insure himself against possible occupational safety liabilities to employees.C. Pay wages to an employee during absence for illness.D. Prohibit smoking indoors.14 Which of the following duties does an employer owe?i. To always provide a reasonably safe system of work.ii. To pay fines imposed for breach of the Management of Health and Safety at Work Regulations1999. iii. To insure against possible civil liability to employees.A. i and ii onlyB. i, iii and iv onlyC. ii, iii and iv onlyD. All of them15 Which of the followings is not the aim of the Health and Safety at Work Act 1974?A. To integrate and extend the law on health and safety at all places of workB. To prevent employers requiring employees to retire at 65C. To make detailed regulations to be enforced by sanctions of criminal lawD. To provide effective means of shaping the policy and regulations16 Quentin was employed by Bee Ltd as its senior design consultant. Quentin contracted with Bee Ltd that when his employment with the company ceased, he would not act in competition with it or solicit its customers.After Quentin left Bee Ltd, he registered a company called Cee Ltd, which immediately began working in competition with Bee Ltd and soliciting its customers. Bee Ltd complained to Quentin about this conduct, but Quentin stated that as the work was being undertaken by Cee Ltd, a separate legal entity, he had not acted in breach of the agreement with Bee Ltd.Which ONE of the following is correct?A. Quentin is correct and cannot be said to be in breach of the agreement with Bee Ltd.B. If the court finds that Cee Ltd was set up by Quentin to avoid the agreement with Bee Ltd, it will “lift the corporate veil” and enforce Quentin’s contract with Bee Ltd against Quentin and Cee Ltd.C. Cee Ltd will be bound by the agreement because a company is always liable for the actions of its shareholders.D. The agreement between Bee Ltd and Quentin is of no legal effect as it attempts to regulate Quentin’s activities after he has left Bee Ltd’s employment.17 Which ONE of the following is CORRECT?A. The shares of all public limited companies are quoted on the Stock Exchange.B. The company secretary of a public limited company must be qualified.C. A private limited company must have at least two shareholders.D. A public limited company cannot trade until it has paid-up share capital of at least £50,000.18 Which ONE of the following statements in relation to partnership law is incorrect?A. In England, a partnership has no existence separate from the partners.B. Each partner can bind the firm in contract if acting in the ordinary course of business.C. Partners are not liable for debts contracted before they became partners.D. To be binding, a partnership agreement must be in writing.19 Which ONE of the following statements is incorrect?A. A private company limited by shares must have at least one director.B. A public company limited by shares must have at least two directors.C. A private company must have authorised share capital of at least £30,000.D. A public company must have an authorised share capital of at least £50,000.20 Which ONE of the following statements is incorrect?A. The Articles of Association form a contract between the shareholders and the board.B. The Articles of Association form a contract between the shareholders and the company.C. The Articles of Association form a contract between each shareholder and the other shareholders.D. The Articles of Association are only contractual in respect of ordinary membership rights试题答案:1、【答案】 C2、【答案】 B3、【答案】 B4、【答案】 C5、【答案】 B6、【答案】 A7、【答案】 A8、【答案】 A9、【答案】 D10、【答案】 D11、【答案】 C12、【答案】 B13、【答案】 B14、【答案】 D15、【答案】 B16、【答案】 B17、【答案】 B18、【答案】 D19、【答案】 C20、【答案】 A参与CIMA的考生可按照复习计划有效进行,另外高顿网校官网CIMA考试辅导高清课程已经开通,还可索取CIMA考试通关宝典,针对性地讲解、训练、答疑、模考,对学习过程进行全程跟踪、分析、指导,可以帮助考生全面提升备考效果。
F2重点例题分析
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声明:考官屡次在考试报告中明确指出猜题的诸多弊端,同时他强调了只有完全深入的掌握了大纲要求的知识点才能顺利通过考试。
这也是ACCA对所有考生的基本要求。
本文并非对2010 6 月的考试进行预测,而是对考试大纲进行梳理,突出重要的知识章节,以帮助考生能更好的备考。
重点例题分析以下是针对2009年12月份考试出现的错误率(大于70%)最高的题目,Example 1A machine is no longer used by a company. It could be sold now for net proceeds of $300. Its only other use is on a short-term contract which is under consideration. The variable running costs of the machine during the period of the contract would be $400. On completion of the contract the machine would have no realisable value and would cost $150 to dismantle and remove.What is the total relevant cost of using the machine on the contract?A $450B $550C $700D $850官方解释:The correct answer was D. This question tested Sections F2(b) and (c) in the Study Guide, which require candidates to be able to calculate relevant costs for overheads and those for non-current assets.By not selling the machine now there is an opportunity cost of $300, the variable running cost($400) are relevant and at the end of the contract the dismantling and removal cost ($150) is also relevant. This gives a total relevant cost of $850.Answer B was chosen by more than 50% of the candidates. This wrong answer could have been obtained in two ways. First as $300 + $400 – $150, the mistake here is to treat the dismantling cost as revenue from the sale of the machine. Second as $400 + $150, the mistake here is to regard the realisable value now as being non-relevant.解释:这是一道考核固定资产相关成本的考题。
CIMA—C2模拟题及分析(1)
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CIMA—C2模拟题及分析1.On 1 May, A pays a rent bill of $1,800 for the twelve months to 30 April. What is the charge/creditto the income statement for the year ended 30 November?2. A car was purchased for $12,000 on 1 April in year 1 and has been depreciated at 20% each yearstraight line, assuming no residual value. The company policy is to charge a full year‟s depreciation in the year of purchase and no depreciation in the year of sale. The car was traded in for a replacement vehicle on 1 August in year 4 for an agreed figure of $5,000.What was the profit or loss on the disposal of the vehicle in year 4?3.The following information relates to M:At 30 SeptemberInventories:Year 2 Year 1$000 $000Raw materials 75 45Work-in-progress 60 70Finished goods 100 90For the year ended 30 September Year 2$Purchases of raw materials 150,000Manufacturing wages 50,000Factory/production overheads 40,000What is the prime cost of production in the manufacturing account for year 2?4. A company bought a machine on 1 October year 1 for $52,000. The machine had an expected lifeof eight years and an estimated residual value of $4,000. On 31 March year 6, the machine was sold for $35,000. The company‟s yearend is 31 December. The company uses the straight-line method for depreciation and it charges a full year‟s depreciation in the year of purchase and none in the year of sale.What is the profit or loss on disposal of the machine?A. Loss $13,000B. Profit $7,000C. Profit $10,000D. Profit $13,0005.N purchased a machine for $15,000. The transportation costs were $1,500 and installation costswere $750. The machine broke down at the end of the first month in use and cost $400 to repair.N depreciates machinery at 10% each year on cost, assuming no residual value.What is the net book value of the machine after one year?A. $13,500B. $14,850C. $15,525D. $15,8856. B made an issue of 150,000 $1 ordinary shares at a premium of 20% the proceeds of which isreceived by cheque.What is the correct journal to record this?Dr CrA. Bank $180,000Share capital $150,000Share premium $30,000B. Bank $180,000Share premium $180,000C. Bank $180,000Share capital $180,000D. Bank $150,000Share premium $30,000Share capital $120,0007.APM provides the following note to non-current assets in its statement of financial position. Plant and machineryCost $000 Depreciation $000 Net book value $000Opening balance 25 12 13Additions/charge 15 4 11Disposals (10) (8) (2)Closing balance 30 8 22The additional machinery was purchased for cash. A machine was sold at a profit of $2,000. What is the net cash outflow for plant and machinery?A. $9,000B. $11,000C. $13,000D. $15,0008.Which ONE of the following expenses should be included in prime cost in a manufacturing account?A. Repairs to factory machinery.B. Direct production wages.C. Office salaries.D. Factory insurance.9.SSG bought a machine for $40,000 in January year 1. The machine had an expected useful lifeof six years and an expected residual value of $10,000. The machine was depreciated on the straight-line basis where a full year‟s charge in made in the year of purchase and none inthe year of sale. In December year 4, the machine was sold for $15,000. The company has a policy in its internal accounts of combining the depreciation charge with the profit or loss on disposal of assets. Its year end is 31 December.What is the total amount of profit/loss charged to the income statement over the life of the machine?A. $15,000 LossB. $20,000 ProfitC. $25,000 LossD. $30,000 Loss10.At the beginning of the year GHI, had opening work-in-progress of $240,000. During the year,the following expenditure was incurred:$Prime cost 720,000Factory/production overheads 72,000Closing work-in-progress 350,000What was the factory/production cost of goods completed during?A. $538,000B. $610,000C. $682,000D. $902,00011.In July year 1, a company sold goods at VAT rate with a net value of $200,000, goods exemptfrom VAT with a value of $£50,000 and goods at zero VAT rate with a net value of$25,000.The purchases in July year 1, which were all subject to VAT, were $161,000, including VAT. Assume that the rate of VAT is 15%.The difference between VAT input tax and VAT output tax isA. Dr £9,000B. Cr £5,850C. Cr £9,000D. None of these12.S purchased equipment for $80,000 on 1 July year 1. The company‟s accounting year end is 31December. It is S…s policy to charge a full year‟s depreciation in the year of purchase. S depreciates its equipment on the reducing balance basis at 25% per annum.What is the net book value of the equipment at 31 December year 4?A. NilB. $25,312C. $29,531D. $33,75013.H began trading on 1 July. The company is now preparing its accounts for the accounting yearended 30 June year 1. Rent is charged for the year from 1 April to 31 March, and was$1,800 for the year ended 31 March year 1 and $2,000 for the year ended 31 March year 2. Rent is payable quarterly in advance, plus any arrears, on 1 March, 1 June, 1 September and 1 December. The charge to H …S income statement for rent for the year ended 30 June year 2 isA. $1,650B. $1,700C. $1,850D. $1,90014.The following information related to Q for the year ended 28 February: For use$Prime cost 122,000Factory/production overheads 185,000Opening work-in-progress 40,000Factory cost of goods completedWhat is the closing work-in-progress for Q? 300,00015.The profit of a business may be calculated by using which one of the following formulae?A. Opening capital - drawings + capital introduced - closing capitalB. Closing capital + drawings - capital introduced - opening capitalC. Opening capital + drawings - capital introduced - closing capitalD. Closing capital - drawings + capital introduced - opening capital16.On 1 June year 1, H paid an insurance invoice of $2,400 for the year to 31 May year 2. What is the charge to the income statement and the entry in the financial statement for the year ended31 December year 1?A. $1,000 income statement and prepayment of $1,400.B. $1,400 income statement and accrual of $1,000.C. $1,400 income statement and prepayment of $1,000.D. $2,400 income statement and no entry in the statement of financial position.17. The following information at 5 January year 3 relates to a club, which has a year end of 31 December year 2:$Subscriptions for year 1 unpaid at January year 2 300Subscriptions for year 1 paid during the year ended 31 December year 2 250Subscriptions for year 2 paid during the year ended 31 December year 2 6,000Subscriptions for year 3 paid during the year ended 31 December year 2 1,000Subscriptions for year 2 unpaid at 31 December year 2It is the club‟s policy to write off overdue subscriptions after one year. 750What amount should be credited to the income and expenditure account for 31 December year 2?A. $6,250B. $6,750C. $7,050D. $7,25018. On the first day of Month 1, a business had prepaid insurance of $10,000. On the first day of Month 8, it paid, in full, the annual insurance invoice of $36,000, to cover the following year. What is the amount charged in the income statement and the prepayment shown in the statement of financial position at the year end?IS $ SFP$A. 5,000 24,000B. 22,000 23,000C. 25,000 21,000D. 36,000 15,00019. SAD paid $240,000 in net wages to its employees in August. Employees‟ tax was $24,000, employees ‟ national insurance was $12,000 and employer‟s national insurance was$14,000. Employees had contributed $6,000 to a pension scheme and had voluntarily asked for $3,000 to be deducted for charitable giving.What is the amount of wages expense to be charged to the income statement in August?A. $285,000B. $293,000C. $296,000D. $299,00020.Which ONE of the following formulae correctly expresses the relationship between the return on capital employed (ROCE), net profit margin (NPM) and asset turnover (AT)?A. ROCE = NPM ÷ ATB. ROCE = NPM + ATC. ROCE = NPM x ATD. ROCE = NPM – AT试题答案:1、【答案】 B2、【答案】 D3、【答案】 D4、【答案】 B5、【答案】 A6、【答案】 C7、【答案】$16,5008、【答案】False9、【答案】False10、【答案】 A11、【答案】 A12、【答案】 B13、【答案】 C14、【答案】 B15、【答案】 C16、【答案】 B17、【答案】 B18、【答案】 D19、【答案】 D20、【答案】 B参与CIMA的考生可按照复习计划有效进行,另外高顿网校官网CIMA考试辅导高清课程已经开通,还可索取CIMA考试通关宝典,针对性地讲解、训练、答疑、模考,对学习过程进行全程跟踪、分析、指导,可以帮助考生全面提升备考效果。
CIMA管理级案例分析考试课堂练习题答案(SWOT)
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E模块 – 练习题1参考答案简要报告本报告的内容包括:•战略规划方法 – 资源基础法和定位基础法•Aurora Automotive的SWOT分析资源基础法和定位基础法资源基础法资源基础法有时被称为“由内到外”的战略制定方法。
资源基础法适用于有意将一个或以上的能力发展为主要竞争优势来源的公司(在本案例中,即为Aurora Automotive)。
例如,为Aurora的无人驾驶汽车开发一系列的软件,让用户在计划更换零件时,通过互联网搜索当地的零件供应,并提供最优的价格和零件到达维修中心的到货日期,或开发独特的车身处理化合物,以避免多次处理。
为了取得成效,这些独特的技术必须难以被复制,并且稀有和能够建立真正的竞争优势。
理想而言,这些技术可以整合至整个价值链当中,并在全球市场完全发挥其潜力。
Aurora Automotive难以在无人驾驶汽车领域采用这种方法,因为全球汽车巨头(宝马、丰田和特斯拉)目前具备先进的无人驾驶技术,因而要超越他们几乎是不可能的。
定位基础法定位基础法常被称为“由外至内”的方法。
这意味着公司在市场的战略优势及全球市场不断变化的消费偏好方面确立战略优势地位。
就全球汽车行业而言,汽油车型和柴油车型均发生了重大的转变。
诸如电动车等新车型更加环保。
Aurora Automotive停止开发柴油发动机的决定促使公司针对未来数十年将其资源部署在战略定位之上。
资源定位部署的其中一个方法就是收购电陶及电路板等基础零件(例如电池中使用的稀土)生产商,并尽量获得和保证在全球范围内有充足的供应。
如果可以实现上述目标,那么Aurora Automotive将能够在未来数十年抢得战略先机。
Aurora Automotive – SWOT 分析优势•根据财务报表,Aurora的财务稳健•High Quality cars汽车产品质量高(性价比高)•品牌忠诚度高(重复消费者)•成熟的自动化协作机器人生产•拥有全球装配线(8家装配厂)•因应客户选择进行定制(150个选择)•综合的全球供应网络(自营或战略合作伙伴)劣势•持续投资,以跟上行业的步伐•由于为了取得更高利润而作出较高的定价,导致市场渗透率有限•在电池技术方面的经验不足•无人驾驶汽车技术的经验不足,以及并无战略合作伙伴的证据•在汽车装配方面,规模经济的水平不及全球汽车巨头CIMA – 管理级案例分析考试 – 2017年8月 E模块练习题1机遇•可能研发推出无人驾驶汽车•可能研发推出其他能源汽车(混合动力/电动车)•成立Aurora Automotive银行(如大众、福特、通用)•与科技公司合作(苹果i-car、百度的中国无人驾驶汽车等)•随着全球经济的复苏,进军新兴国家•增加厢式货车的车型(目前的车型非常有限)•通过以适用于任何品牌的以旧换新活动,充分利用反映迟缓的竞争对手的机会(例如,使用超过10年的汽车换取Aurora的新电动车)威胁•在技术进步方面,落后于全球汽车巨头•监管变动 – 排放(中国、挪威、加州、法国的柴油和汽油监管规定)•监管变动 – 重组整个商业模型 – 制造商控制经销商(中国解除制造商与经销商的关系限制)•知识产权(被盗用/非法共享)•随着全球经济的复苏,钢铁(及金属)价格呈上升态势•经销商销售二手车(特别是其他品牌的二手车)•召回造成的商誉风险(大众 – 排放作弊或更换安全气囊等)签字人财务经理。
CIMA管理级案例分析考试预览材料(中文版)
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评价
Dinosaur Crash 3
80
Liner Rescue
35
Poverty Row
15
系列电影中的第三部,也是最后一部。前两部系列 电影以其真实的特效赢得不少赞誉。
Dinosaur Crash 3 将以数个新物种为卖点,这些新物种均要求新 模型,因为它们与我们利用过往模型制作的恐龙在活动和皮肤标 记上存在差异。
制片人
制片人负责在从开发到最终发行的整个制片流程控制电影,涉及的业务和艺术范围甚广。一 旦项目开始制作,制片人通常会向其他专业人员下放电影的制作责任。 制片人是工作室的员工,负责筛选意见和方案,以确定可行的项目。独立制片商也会向工作 室提出他们希望能付诸于制作的特定思路。 成功的制片人,不论是独立制片人或是由工作室聘请的制片人,都会收取大量的费用,因为 他们在交付可观利润的电影方面具有良好的往迹。 PGB 规定,为了获取积分,制片人必须在上述的六个电影制作阶段承担主要作用。
电影工作室通常大量投资于知识产权,以便为日后的电影项目确立范围。例如,工作室通常 向畅销书、话剧,甚至是电子游戏购买拍摄权。这些权利一般是为工作室提供选择权(而非 义务)是否在协议涵盖的期间制作电影。如果电影确实开拍,那么版权所有者将获得协议指 定的进一步付款。
电影在商业上能否取得成功难以预测。成本难以预计,特别是电影需要大量的特效或需要把 大量工作人员运送至外景时,他们需要获得支持和住宿。观众的需要同样难以预料。有些大 投资的电影无法吸引观众,而其他由不知名演员出演的小制作电影却能够成为热点。
利用 CGI 展示游轮在海中遭遇暴风雨的情景。
Poverty Row 的背景是 20 世纪 90 年代初的 Capital City。 电影的开始场景是物资困乏的地区,街道拥挤并透过窗 户可以看到住宅租户。整个场景利用 CGI 制成,因为使 用背景幕布和真实演员拍摄的成本极高。
2010.Nov.CIMA.P2.for.publication
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24 November 2010 – Wednesday Afternoon Session
Instructions to candidates
You are allowed three hours to answer this question paper. You are allowed 20 minutes reading time before the examination begins during which you should read the question paper and, if you wish, make annotations on the question paper. However, you will not be allowed, under any circumstances, to open the answer book and start writing or use your calculator during this reading time. You are strongly advised to carefully read ALL the question requirements before attempting the question concerned (that is all parts and/or subquestions). ALL answers must be written in the answer book. Answers written on the question paper will not be submitted for marking. You should show all workings as marks are available for the method you use. ALL QUESTIONS ARE COMPULSORY. Section A comprises 5 questions and is on pages 2 to 6. Section B comprises 2 questions and is on pages 8 to 11. Maths tables and formulae are provided on pages 13 to 16. The list of verbs as published in the syllabus is given for reference on page 19. Write your candidate number, the paper number and examination subject title in the spaces provided on the front of the answer book. Also write your contact ID and name in the space provided in the right hand margin and seal to close. Tick the appropriate boxes on the front of the answer book to indicate which questions you have answtinues on page 4
CIMA—F2模拟题及分析(4)
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CIMA—F2模拟题及分析(4)1.EMR made an investment in a debt instrument on 1 July 2010 at its nominal value of $4,000,000. Theinstrument carries a fixed coupon interest rate of 7%, which is receivable annually in arrears. The instrument will be redeemed for $4,530,000 on 30 June 2014. Transaction costs associated with the investment were $200,000 and were paid on 1 July 2010. The effective interest rate applicable to this instrument has been calculated at approximately 8.4%. EMR intends to hold this investment until its redemption date.Required:(a) (i) Explain how this investment should be classified and prepare the journal entry to initially record it in accordance with relevant accounting standards.(ii) Calculate the carrying value of the investment to be included in EMR’s statement of financial position as at 30 June 2012, in accordance with IAS 39 Financial instruments: recognition and measurement.(5 marks)EMR’s main business risk is the price of raw materials. As a manufacturer of jewellery, its profits can be significantly affected by the price of precious metals. Therefore, in order to minimise the risk of future price increases adversely affecting its future profits, EMR entered into a forward contract on 1 May 2012, at nil cost, to purchase 100,000 units of metal A at $105 per unit on 1 August 2012.At 30 June 2012, the forward rate for purchasing 100,000 units of metal A was $101 per unit. EMR adopts hedge accounting where permitted by IAS 39 Financial instruments: recognition and measurement.Required:(b) Explain how this forward contract should be accounted for by EMR in its financial statements for the year ended 30 June 2012, in accordance with IAS 39 Financial instruments: recognition and measurement.(5 marks) Total for Question Four = 10 marks2.SR is a service-based entity, listed on its local stock exchange, which relies on its human resources to generaterevenue. The directors believe that the information provided by the annual financial report fails to provide a complete picture of the resources available to the entity. They are keen to ensure that current and potential investors are aware of the investment the entity has made in its employees and are considering including a narrative report in respect of human capital.Required:(a) Discuss, referring specifically to the recognition principles of the IASB’s Framework for the Preparation and Presentation of Financial Statements, why human resources cannot be recognised as an asset in the financial statements of SR.(3 marks)(b) Discuss the pressures in the current economic climate to extend narrative reporting in corporate reports AND the potential advantages that could be gained by investors if SR included voluntary narrative disclosures specifically in respect of human capital.(4 marks)(c) Discuss the potential drawbacks to investors of relying on voluntary disclosures as part of their investment appraisal.(3 marks) Total for Question Five = 10 marks3.The statements of financial position for AB and CD as at 30 June 2012 are provided below:ASSETS AB$000 CD$000Non-current assetsProperty, plant and equipment58,0008,500Available for sale investment (note 1) 7,000 -Current assets 65,000 8,500Inventories 15,500 2,000Receivables 16,500 4,750Cash and cash equivalents 3,000 75035,000 7,500Total assets 100,000 16,000EQUITY AND LIABILITIESEquityShare capital ($1 equity shares)50,0002,500Retained earnings 18,975 6,500Other components of equity 1,025 -Total equity 70,000 9,000Non-current liabilities 9,750 2,000Current liabilities 20,250 5,000Total liabilities 30,000 7,000Total equity and liabilities 100,000 16,000Additional information:1. AB acquired a 10% investment in CD on 1 February 2009 for $800,000. The investment was classified as available for sale with any associated gains or losses recorded within other components of equity in AB’s individual financial statements.On 1 January 2012, AB acquired an additional 60% of the equity share capital of CD at a cost of$5,175,000. The fair value of the original 10% investment at 1 January 2012 was $1,000,000. In its own financial statements, AB continues to hold the investment in CD as an available for sale asset and it is recorded at its fair value of $7,000,000 as at 30 June 2012.At 1 January 2012, the fair value of the net assets acquired was assessed to be the same as their carrying value, with one exception, property, plant and equipment (PPE). Property, with a carrying value of $3,200,000, had a fair value of $4,000,000. The remaining useful life of this asset is 10 years from the date of acquisition. Depreciation on PPE is charged on a monthly straight line basis.2. It is the group policy to value non-controlling interest at fair value at the date of acquisition. The fair value of the non-controlling interest at 1 January 2012 was $2,700,000.3. The profit for the year of CD was $2,500,000 and profits are assumed to accrue evenly throughout the year.4. CD sold goods to AB for $1,000,000. Half of these goods remained in AB’s inventories at 30 June 2012. CD earnsa 25% margin on all sales.5. Neither entity paid a dividend in the year ended 30 June 2012.Required:(a) Prepare the consolidated statement of financial position as at 30 June 2012 for the AB Group.(20 marks)AB purchased a further 10% of the ordinary share capital of CD on 1 July 2012 for $1,172,000.Required:(b) (i) Explain how the acquisition of this additional investment will be accounted for in the consolidated financial statements of AB for the year to 30 June 2013.(ii) Prepare the journal entry that records the purchase of the additional 10% of CD’s share capital in the consolidated financial statements of AB.(5 marks) Total for Question Six = 25 marks4.TYU is a listed entity that operates in a highly competitive market. A new entrant to this market (entered on 1May 2011) has created pressure amongst the competitive entities by developing a marginally lower quality product and selling it at a lower price. The result has been a shift in market share to this new entrant in the last few months.You have been asked to review the financial performance and position of TYU for a large institutional investor who had identified TYU as a potential investment for 2012.TYU’s share price had fallen significantly due partly to a downturn in the stock market that TYU is listed on and partly to the poor interim results that TYU posted in November 2011. The share price recovered slightly following the announcement of a final dividend shortly before the year-end. The share price at 31 March 2012 was $2.50 (31 March 2011 $4.34).The financial statements for TYU are provided below:Consolidated statement of financial position at 31 March 2012 2011 ASSETS $m $mNon-current assetsProperty, plant and equipment 393 353Investment in associate 21 24Current assets414377Inventories 210 110Trade and other receivables 118 103Cash and cash equivalents - 24328237Total assets742 614EQUITY AND LIABILITIESEquity attributable to owners of the parentShare capital ($1 shares) 20 20Share premium 67 67Revaluation reserve (Note 4) 20 -Retained earnings (Note 3) 278 298385 385Non-controlling interest 24 19Total equityNon-current liabilities409404Long-term borrowings (Note 1) 90 90Current liabilitiesTrade and other payables 196 120Short-term borrowings (Note 2)Total liabilities47243333- 120210Total equity and liabilities742614Notes:1. The long-term borrowings are repayable in 2015.2. TYU has a facility in place permitting short-term borrowings up to a maximum of $50 million.3. TYU and its subsidiary both paid a dividend in the year.4. TYU changed its group policy on Property, plant and equipment in the year to 31 March 2012 and now hold these assets at valuation.Required:(a) Calculate the earnings per share AND the price/earnings ratio for TYU for the year ended 31 March 2012 and the comparatives for 2011.(2 marks)(b) Analyse the financial performance and financial position of TYU and make a recommendation as to TYU’s suitability for investment based upon the information that has been presented to you.(6 marks are available for the calculation of relevant ratios which are additional to those calculated in part (a) above.)(20 marks)(c) Discuss what post year-end information might be available that would provide your client with additional information before making an investment decision.(3 marks) Total for Question Seven = 25 marks试题答案:1、【答案】RationaleThis question tested the classification and measurement of a held to maturity investment and the ability of the candidates to calculate amortised cost. The second part tested the treatment ofa derivative instrument where hedge accounting is adopted.The question tested learning outcomes B1(d) and B1(e).Suggested approachCandidates should have been able to identify a held to maturity investment from the information given in the question. The calculation of amortised cost should have been straightforward provided candidates realised that it was an investment and not a liability.For part (b), provided candidates understand that hedge accounting is largely about changing the rules of recognition for a derivative that is linked to another item, the first few marks should have been easy to attain.(a) (i) The investment should be classified as held to maturity investment because EMR intends to hold the investment until its redemption date. Initially the investment will be measured at its fair value (which in this case is its cost), plus any associated issue costs. The initial journal entry required is therefore:DR: Investment in HTM investment $4,200,000CR: Cash $4,200,000(ii) Subsequent measurementYear end 30 June Opening balance Effective interest 8.4% Interest received 7% x $4m Closing balance$000 $000 $000 $0002011 4,200 353 (280) 4,2732012 4,273 359 (280) 4,352The investment will be held at $4,352,000 in the statement of financial position at 30 June 2012.(b) This forward contract is an example of a derivative and in accordance with IAS 39 such derivative contracts are classified as an asset or liability held at fair value through profit and loss. This would mean that at each year end the contract would need to be re-valued to its fair value (being the difference between the derivative price and the market price of the underlying asset under the contract). Any gains or losses would usually then be recorded in profit or loss. However this contract is specifically intended to mitigate the risk of future adverse cash flows as a result of potential increases in raw material prices. This contract is therefore being used as a cash flow hedge (because it’s being used to fix the price of material to be acquired in the future on 1 August). In such circumstances IAS 39 has some special hedge accounting rules. Hedge accounting allows the gains or losses on a derivative contract being used in a cash flow hedge to be taken to reserves until the cash flow it is designed to hedge against is recognised in the financial statements. In this case, the gains or losses will be held in reserves until the year ended 30 June 2013, which is the year in which the cash flow is actually incurred, and then released to the profit or loss.In this case, a loss on the derivative of $400,000 (100,000 x $(105-101)) will be included in reserves at 30 June 2012.2、【答案】RationaleThis question tested Section D of the syllabus, and required an element of application by candidates. Human capital accounting and intellectual property are areas that candidates should be aware of as there has been much debate in recent years about the reasons for and against their recognition.This question tested learning outcome D1 (a) and (d).Suggested ApproachCandidates will have seen questions testing this area in previous diets, however it was intended to require them to focus on the specifics of the question. The key element being the recognition principles of IFRS. Part (b) focussed on the increasing voluntary disclosures and the benefits to investors and part (c) asked for limitations of these voluntary disclosures.(a) RecognitionThe framework defines an asset as a resource controlled by an entity and from which economic benefits will flow. The amount also has to be measured with sufficient reliability to be recognised in the financial statements. The value associated with human capital cannot be controlled as employees are free to leave, taking their skills elsewhere. In addition, the amount of potential value created is uncertain. There is no way of measuring this with sufficient reliability. Therefore human capital is not recognised in the financial statements.(b) Pressure to extend narrative reporting and advantages to investorsFinancial statements are by their nature backward-looking, based primarily on historical information and are therefore limited in their usefulness for decision-making by investors. In addition, this entity is service-based and as the main resource is not included on the financial statements it is difficult for users to estimate future revenue streams. This has led to general pressure by the markets and investors for entities to provide additional information to that contained in the financial statements.Investors in SR would benefit in this case from additional information on the resources available to the entity in order to generate future revenue. This information could be useful for users in estimating future profits and returns. It would also help users identify any key personnel or skills that the entity relies on and this helps users determine the risks that threaten the future income streams of SR. In addition, it would help show the hidden assets of the business without which traditional ratios like ROCE are meaningless, preventing comparison with other entities.(c) Potential drawbacksThe absence of formal guidance on the content and structure of voluntary disclosures does reduce the level of comparability between entities. In addition, reporting entities are free to choose the information they wish to report which often results in the voluntary disclosures being more of a PR exercise by only reporting the positive aspects.Voluntary information is not likely to be audited and therefore may not be reliable. This reduces the usefulness of the information.The inclusion of voluntary disclosures will incur additional costs of preparation and therefore reduces the future returns available to shareholders.3、【答案】RationaleThis question tested consolidation. The first section tested the basics of preparing a s tatement of financial position for a group, including the calculation of goodwill, NCI and group retained earnings. The complex area tested in part (a) was acquiring a controlling interest in the year but the basic consolidation techniques accounted for more than 80% of the marks.Part (b) dealt specifically with an acquisition (control to control) and an adjustment to parent’sequity.This question tested learning outcomes A1(a) and (b).Suggested ApproachThe most time-efficient method would have been to set up the pro-formas for the SOFP and then systematically work through the headings, preparing consolidation adjustments where required. Annotating the additional information highlighting the balances that require adjustment is always a worthwhile exercise.(a) Consolidated statement of financial position for the AB Group as at 30 June 2012: All workings in $000ASSETS AB$000Non-current assetsProperty, plant and equipment (58,000+8,500+760(W1))67,260Goodwill (W2) 325Current assets 67,585Inventories (15,500 +2,000 - 125 (W3)) 17,375Receivables (16,500 + 4,750) 21,250Cash and cash equivalents (3,000+ 750) 3,75042,375Total assets 109,960EQUITY AND LIABILITIESEquityShare capital ($1 equity shares)50,000Retained earnings (W4)Other components of equity (W5) 19,935- 69,935Non-controlling interest (W6) 3,025Total equity 72,960Non-current liabilities (9,750 + 2,000) 11,750Current liabilities (20,250+ 5,000) 25,250Total liabilities 37,000Total equity and liabilities 109,960Working 1 FV adjustments $000 $000 $000Uplift in PPE 800Additional dep’n (800/10 yrs x 6/12) (40) 760Working 2 Goodwill $000 $000Consideration transferred for the 60% 5,175Fair value of 10% holding at 1 January 2012 1,000Fair value of non-controlling interest 2,7008,875Net assets acquired:Share capital 2,500Retained earnings (6,500 – (2,500 x 6/12)) 5,250FV adjustment (W1) 800 (8,550)Goodwill at acquisition 325Working 3 Unrealised profit on inventories $000Sales from CD to AB 1,00050% in inventories 500Profit margin 25% 125Working 4 Retained earnings AB CD$000 $000As at 30 June 2012 18,975 6,500Pre-acquisition (W2) (5,250)Less unrealised profit of CD (W3) (125)FV adjustment (W1) (40)Group share 70% 760 1,085Group profit on derecognition of AFS Investment – to deemed disposal date, 1 January 2012 (1,000 – 800)200Consolidated retained earnings 19,935Working 5 Other components of equity and AFS investments $000Cost of 60% investment (1 Jan 2012) 5,175Cost of 10% investment (1 Feb 2009) 800Therefore, cost of 70% investment 5,975Compared with fair value of 70% investment (30 June 2012) 7,000Resultant gain recognised by AB in individual accounts since 1 Feb 2009 and balance in other reserves of AB 1,025This gain will be removed from the consolidated accounts as the group gain on derecognition of the original investment is the relevant figure for the consolidated accounts, leaving a balance of NIL in the group accounts for other reserves.Working 6 Non-controlling interest $000Fair value at 1 January 2012 2,700Plus 30% adjusted post-acquisition reserves of 1,085 (W4) 325NCI at 30 June 2012 3,025(b) (i) Additional acquisition of sharesThe purchase of the additional 10% of CD’s share capital is treated as a transaction between owners of the entity, as NCI reduces and parent’s share increases. No additional goodwill is calculated as AB already controls CD and goodwill is only calculated when control is attained. Any difference between the consideration paid by AB and the reduction in the NCI is adjusted through group retained earnings.(ii) Adjustment to parent’s equity $000 $000Dr Reduction in NCI at 1 July 2012 (10/30% x $3,025,000) 1,008Dr Retained earnings 164Cr Bank - consideration transferred 1,172Being adjustment to parent’s equity4、【答案】The question was a standard-style analysis question covering Section C of the syllabus. Candidates were required to calculate EPS and P/E and then select and calculate a further 6 ratios in order to analyse the financial performance and position of the entity.This question tested learning outcomes C1(a), C2(a) and C2(b).Suggested ApproachCandidates should have calculated ratios and then considered the results in conjunction with the opening scenario. The analysis should have included the candidates’ recommendations based on the information available and then highlighted the post-year end info that could be available to investors.(a) Earnings per share 2012 2011Profit attributable to parent $8,000,000 $14,000,000Equity shares in issue 20,000,000 20,000,000Eps 40 cents 70 centsP/E ratioShare price $2.50 $4.34Eps 40 cents 70 centsP/E (share price/eps) 6.25 6.2(b) Report to client Re TYUGross profit margin has fallen from 35% to 32.4%, which is likely to be a direct impact of the pressure on selling prices from the new market entrant. TYU appears to have reacted well to this and has controlled expenses resulting in an increase in operating profit margin from 4.9% to 5.2%. This indicates TYU management are reasonably able to react quickly and positively to changes in economic conditions. The profit for the year has reduced but largely due to the loss making activities of the associate. The attention to cost control has resulted in ROCE increasing, despite the increase in capital employed from the revaluation of PPE.The current ratio has fallen significantly although still offers sufficient cover of liabilities, however the quick ratio shows that TYU have an immediate problem that threatens going concern. The quick ratio has fallen from 1.1 to 0.5 at the year-end. This is due to issues with all the component parts of working capital. Cash has fallen from a positive $24m to an overdraft of $47m and is dangerously close to breaching the agreed banking terms for short-term borrowings. This may have been the motivation for holding back on payments to creditors, resulting in an increase in payables days from 109 days to 156 days. This increase is unlikely to have been authorised as TYU was already being extended 3 months of credit. This is likely to put TYU in an unfavourable position with its suppliers, not a good position when the suppliers have a new entrant to switch to. Despite the cash crisis, TYU has failed to collect its debts timeously, with receivables days sliding from 61 days to 64 days. Inventories days have also increased significantly from 100 days to 167 days at the year-end. This may indicate TYU has an issue with obsolete inventory resulting from the inflow of cheaper products in the market.Conversely, it could mean that TYU has been stocking up at the year-end for a concerted sales promotion to combat the competition.Gearing has increased during the year due to the increase in short-term borrowings, despite thefact that there has been a revaluation in the year. The change in revaluation policy may be a deliberate attempt to boost equity and make the gearing level appear more attractive, to enable TYU to raise additional long-term finance. Although this is sometimes seen as misleading, it is a commercially valid adjustment as the property is likely to act as security for any loan and having an updated valuation makes good business sense. The interest cover however has dropped from 3.8 to 1.8 and shows an increased risk. This increased risk is reflected in the average rate of borrowing which has increased from 8.9% to 13.9%. The short- term borrowings are being charged at a much higher rate and it is imperative that TYU secures longer-term finance to ease the cash flow issue, pay suppliers and hopefully lower interest payable.TYU announced a final dividend despite the cash crisis suggesting that it is under significant pressure from shareholders to provide a return. The P/E ratio has remained constant despite the reduction in earnings per share, which suggests that investors still have confidence in the management of TYU.ConclusionDespite the current cash crisis the management team appears to have reacted positively to the market pressures, by reducing prices to be more competitive and by actively cutting costs to maintain margins. Provision of longer-term finance would enable TYU to pay suppliers and meet interest payments which must be seen as a priority. TYU remains a possible target for investment, although some additional information is required.(c) Additional informationThe post-year-end situation will, to a certain extent, answer the main questions raised about cash availability. If the dividend has been paid, then this suggests that finance has in fact been raised. Corporate research will highlight if the entity’s suppliers have taken action to recover amounts due – if not, then it is likely again that finance has been raised/generated and supplier accounts settled. It must be remembered that there will be limited information in the public domain, but if TYU has survived this cash crisis then it indicates a strong management team and an investment that is worth pursuing.参与CIMA的考生可按照复习计划有效进行,另外高顿网校官网CIMA考试辅导高清课程已经开通,还可索取CIMA考试通关宝典,针对性地讲解、训练、答疑、模考,对学习过程进行全程跟踪、分析、指导,可以帮助考生全面提升备考效果。
CIMA—C1模拟题及分析(2)
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CIMA—C1模拟题及分析(2)CIMA—C1模拟题及分析(2)1. The term “budget slack” refers to theA. Extended lead time between the preparation of the functional budgets and the master budget.B. Difference between the budgeted output and the breakeven output.C. Additional capacity available which can be budgeted for.D. Deliberate over-estimation of costs and under-estimation of revenues in a budget.2. RS is currently preparing the production budget for Product A and the material purchase budget for material X for the forthcoming year. Each unit of Product A requires 5 kgs of material X. The anticipated opening inventory for Product A is5,000 units and the company wishes to increase the closing inventory by 30% by the end of the year.The anticipated opening inventory for material X is 50,000 kgs and in order to avoid stock outs the required closing inventory has been increased to 60,000 kgs.The Sales Director has confirmed a sales requirement of 70,000 units of Product A. How many units of Product A will need to be produced?A. 68,500 unitsB. 71,500 unitsC. 76,500 unitsD. 80,000 units3. RS is currently preparing the production budget for Product A and the material purchase budget for material X for the forthcoming year. Each unit of Product A requires 5 kgs of material X. The anticipated opening inventory for Product A is5,000 units and the company wishes to increase the closing inventory by 30% by the end of the year.The anticipated opening inventory for material X is 50,000 kgs and in order to avoid stock outs the required closing inventory has been increased to 60,000 kgs.The Sales Director has confirmed a sales requirement of 70,000 units of Product A. What will be the purchases budget for material X?A. 347,500 kgsB. 350,000 kgsC. 357,500 kgsD. 367,500 kgs4. The principal budget factor is theA. Factor which limits the activities of the organisation and is often the starting point in budget preparation.B. Budgeted revenue expected in a forthcoming period.C. Main budget into which all subsidiary budgets are consolidated.D. Overestimation of revenue budgets and underestimation of cost budgets, which operates as a safety factor against risk.5. Which of the following would NOT be included in a cash budget?(i) Depreciation(ii) Provisions for doubtful debts(iii) Wages and salariesA. (i) and (ii) onlyB. (ii) and (iii) onlyC. (iii) onlyD. (i) only6. Overtime premium isA. The additional amount paid for hours worked in excess of the basic working week.B. The additional amount paid over and above the normal hourly rate for hours worked in excess of the basic working week.C. The additional amount paid over and above the overtime rate for hours worked in excess of the basic working week.D. The overtime rate.7. A standard cost isA. The planned unit cost of a product, component or service in a period.B. The budgeted cost ascribed to the level of activity achieved in a budget centre in a control period.C. The budgeted production cost ascribed to the level of activity in a budget period.D. The budgeted non-production cost for a product, component or service in a period.8. X operates a standard marginal costing system. The following budgeted and standard cost information is available: Budgeted production and sales 10,000 unitsDirect material cost – 3 kg x $10 $30 per unit Actual results for the period were as follows: Production and sales 11,500 units Direct material – 36,000 kg $342,000The direct material price variance isA. $18,000 adverseB. $3,000 adverseC. $3,000 favourableD. $18,000 favourable9.Y operates a standard marginal costing system. The following budgeted and standard cost information is available:Budgeted production and sales 10,000 unitsDirect material cost – 3 kg x $10 $30 per unitActual results for the period were as follows:Production and sales 11,500 unitsDirect material – 36,000 kg $342,000 The direct material usage variance isA. $15,000 adverseB. $14,250 adverseC. $14,250 favourableD. $15,000 favourable10. Which ONE of the following factors could explain a favourable direct material usage variance?A. More staff were recruited to inspect for quality, resulting in a higher rejection rate.B. When estimating the standard product cost, usage of material had been set using ideal standards.C. The company had reduced training of production workers as part of a cost reduction exercise.D. The material price variance was adverse.11. G repairs electronic calculators. The wages budget for the last period was based on a standard repair time of 24 minutes per calculator and a standard wage rate of $10.60 per hour. Following the end of the budget period, it was reported that: Number of repairs 31,000Labour rate variance $3,100 (A) Labour efficiency variance NilBased on the above information, the actual wage rate during the period was:A. $10.35 per hourB. $10.60 per hourC. $10.85 per hourD. $11.10 per hour12.P operates a standard marginal costing system. The following budgeted and standard cost information is available: Budgeted production and sales 10,000 units Variable production overheads – 5 hours x $4 $20 per unit Actual results for the period were as follows:Production and sales 11,500 units Variable production overheads – 52,000 hours $195,000The variable production overhead expenditure variance isA. $35,000 adverseB. $13,000 adverseC. $13,000 favourableD. $35,000 favourable13. XYZ operates an integrated accounting system. The material control account at 31 March 2011 shows the following information:Material control account$ $Balance b/d 50,000 Production overhead control account 10,000Creditors 100,000 ? 125,000Bank 25,000 Balance c/d 40,000175,000 175,000The $125,000 credit entry represents the value of the transfer to theA. Cost of sales accountB. Finished goods accountC. Profit and loss accountD. Work-in-progress account14.R makes one product, which passes through a single process. Details of the process account for period 1 were as follows: $Material cost – 20,000 kg 26,000Labour cost 12,000Production overhead cost 5,700Output 18,800 kgNormal losses 5% of inputThere was no work-in-progress at the beginning or end of the period. Process losses have no value. The cost of the abnormal loss (to the nearest $) isA. $437B. $441C. $460D. $46515. In a standard cost bookkeeping system, when the actual material usage has been greater than the standard material usage, the double entry to record this is:A. Debit the material usage variance account, Credit the raw material control accountB. Credit the material usage variance account, Debit the raw material control accountC. Debit the material usage variance account, Credit the work-in-progress accountD. Credit the material usage variance account, Debit the work-in-progress account16. A company produces a single product that passes through two processes. The details for process 1 are as follows: Materials input 20,000 kg at $2?50 per kgDirect labour $15,000Production overheads 150% of direct labourNormal losses are 15% of input in process 1 and without further processing any losses can be sold as scrap for $1 per kg. The output for the period was 18,500 kg from process 1.There was no work-in-progress at the beginning or end of the period.What value (to the nearest $) will be credited to the process 1 account in respect of the normal loss?A. NilB. $3,000C. $4,070D. $5,25017. A company has been asked to quote for a job. The company aims to make a net profit of 30% on sales. The estimated cost for the job is as follows:Direct materials 10 kg @ £10 per kg Direct labour 20 hours @ £5 per hourVariable production overheads are recovered at the rate of £2 per labour hour.Fixed production overheads for the company are budgeted to be £100,000 each year and are recovered on the basis of labour hours.There are 10,000 budgeted labour hours each year. Other costs in relation to selling, distribution and administration are recovered at the rate of £50 per job.The company quote for the job should beA. £572B. £637C. £700D. £83318.A company produces a single product that passes through two processes. The details for process 1 are as follows: Materials input 20,000 kg at $2?50 per kgDirect labour $15,000Production overheads 150% of direct labourNormal losses are 15% of input in process 1 and without further processing any losses can be sold as scrap for £1 per kg. The output for the period was 18,500 kg from process 1.There was no work-in-progress at the beginning or end of the period. What is the value (to the nearest $) of the output to process 2?19. In an integrated bookkeeping system, when the actual production overheads exceed the absorbed production overheads, the accounting entries to close off the production overhead account at the end of the period would be:A. Debit the production overhead account and credit the work-in-progress account.B. Debit the work-in-progress account and credit the production overhead account.C. Debit the production overhead account and credit the profit and loss account.D. Debit the profit and loss account and credit the production overhead account.20. In a standard cost bookkeeping system, when the actual material price exceeds the standard price, the double entry to record the difference in price is:A. Debit the material price variance account and credit the raw material control accountB. Credit the material price variance account and debit the raw material control accountC. Debit the material price variance account and credit the work-in-progress accountD. Credit the material price variance account and debit the work-in-progress account试题答案:1、【答案】 A2、【答案】 D3、【答案】 B4、【答案】 D5、【答案】 A6、【答案】 A7、【答案】 B8、【答案】 A9、【答案】 D10、【答案】 A11、【答案】 D12、【答案】 C13、【答案】 C14、【答案】 D15、【答案】 C16、【答案】 A17、【答案】 B18、【答案】 C19、【答案】 C20、【答案】 D参与CIMA的考⽣可按照复习计划有效进⾏,另外⾼顿⽹校官⽹CIMA考试辅导⾼清课程已经开通,还可索取CIMA考试通关宝典,针对性地讲解、训练、答疑、模考,对学习过程进⾏全程跟踪、分析、指导,可以帮助考⽣全⾯提升备考效果。
CIMA—F2模拟题及分析(2)
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CIMA—F2模拟题及分析(2)1. On 1 January 2009 CSA, a listed entity, had 3,000,000 $1 ordinary shares in issue. On 1 May 2009, CSA made a bonus issue of 1 for 3.On 1 September 2009, CSA issued 2,000,000 $1 ordinary shares for $3.20 each. The profit before tax of CSA for the year ended 31 December 2009 was $1,040,000. Income tax expense for the year was $270,000.The basic earnings per share for the year ended 31 December 2008 was 15.4 cents.On 1 November 2009 CSA issued convertible loan stock. Assuming the conversion was fully subscribed there would be an increase of 2,400,000 ordinary shares in issue. The liability element of the loan stock is $4,000,000 and the effective interest rate is 7%.CSA is subject to income tax at a rate of 30%.Required:(a) Calculate the basic earnings per share to be reported in the financial statements of CSA for the year ended 31 December 2009, including comparative, in accordance with the requirements of IAS 33 Earnings Per Share.(4 marks)(b) Calculate the diluted earnings per share for the year ended 31 December 2009, in accordance with the requirements of IAS 33 Earnings Per Share.(3 marks)(c) Briefly explain why the bonus issue and issue at full market value are treated differently in arriving at basic earnings per share.(3 marks)(Total for Question Three = 10 marks)2. MX acquired 80% of the 1 million issued $1 ordinary share capital of FZ on 1 May 2009 for $1,750,000 when FZ’s retained earnings were $920,000.The carrying value was considered to be the same as fair value with the exception of the following: •The carrying value of FZ’s property, plant and equipment at 1 May 2009 was $680,000. The market value at that date was estimated at $745,000. The remaining useful life of the property, plant and equipment was estimated at 5 years from the date of acquisition.•FZ had a contingent liability with a fair value of $100,000. There was no change to the value of this liability at the year-end.MX estimates that the costs of reorganising the combined entity following acquisition will be $200,000.MX depreciates all assets on a straight line basis over their estimated useful lives on a monthly basis.FZ sold goods to MX with a sales value of $300,000 during the 8 months since the acquisition. All of these goods remain in MX’s inventories at the year end. FZ makes 20% gross profit margin on all sales.The retained earnings reported in the financial statements of MX and FZ as at 31 December 2009 are $3.2 million and $1.1 million respectively. There has been no impairment to goodwill sincethe date of acquisition.The group policy is to measure non-controlling interest at fair value at the date of acquisition. The fair value of non-controlling interest at 1 May 2009 was $320,000.Required:Calculate the amounts that will appear in the consolidated statement of financial position of the MX Group as at 31 December 2009 for:(i) Goodwill;(ii) Consolidated retained earnings; and(iii) Non-controlling interest.(Total for Question Four = 10 marks)3. You are a trainee accountant with a large accountancy firm and a training day has been organised to update all technical staff on a range of topics across various technical disciplines.You have been asked to prepare a brief report for inclusion in the course notes which will be distributed to all staff attending the training day. The report is to cover the recent attempts at convergence between IFRS and US GAAP.Required:Prepare the report, explaining the progress to date of the convergence project. Include four examples of areas of accounting where convergence has been achieved.(Total for Question Five = 10 marks)试题答案:1、【答案】Answer to Question Four(i). Goodwill$ $Consideration transferred 1,750,000Non-controlling interest at fair value 320,000Net assets at date of acquisition:Carrying value 1,920,000FV adjustment (745 – 680) 65,000Contingent liability (100,000)(1,885,000)Goodwill 185,000(ii). Consolidated retained earningsMX FZ$ $As reported in SOFP 3,200,000 1,100,000Less pre-acquisition retained earnings (920,000)Depreciation on PPE FV adjustment ( 8/60 months x $65,000) (8,667)Unrealised profit ($300,000 x 20%) (60,000)111,333Group share of FZ ($111,333 x 80%) 89,066Consolidated retained earnings 3,289,066(iii). Non controlling interest$Non controlling interest at fair value 320,000Plus NCI share of adjusted post acquisition retained earnings (as in (ii) above) (20% x $111,333) 22,267342,2672、【答案】Report on convergence project to dateThe US has traditionally adopted a rules-based approach to financial reporting standard setting, whereas the IASB’s financial reporting standards are principles-based. The US has, in light of a number of major corporate scandals, now accepted that a principles-based reporting framework is more appropriate to current corporate reporting needs.In September 2002, the US standard setter, Financial Accounting Standards Board (FASB) and the IASB agreed to undertake a project to converge their accounting practices and aimed to reduce the number of differences between US GAAP and IFRS. The agreement, known as the Norwalk agreement, committed the two parties to making their existing standards fully compatible as soon as practicable, and to co-ordinate their future work programs to avoid future differences in approach. A short term project was undertaken to remove some of the differences between existing standards in order to achieve the first objective of the Norwalk agreement. In order to meet the second, the two bodies have collaborated on the development of new and revised standards, and continue to do so.A memorandum of understanding between FASB and the IASB sets out a “Roadmap” of convergence between IFRS and US GAAP. This was aimed at removing the need for entities having prepared their financial statements using IFRS to prepare reconciliation to US GAAP in order to be listed on a US exchange. The requirement for the reconciliation has now been removed, ahead of the scheduled date and both parties announced their continued commitment to the process in 2009.Projects undertaken jointly between FASB and IASB have produced the following:•The issue of IFRS 5 Non-current assets held for sale and discontinued operations;•IFRS 8 Operating segments;•The revision of IAS 1 Presentation of financial statements, and an agreement on common wording to be used in accounting standards;•The revision of IFRS 3 Business combinations.There are a number of ongoing, longer term projects including the revising of the accounting framework set out in the Framework for the preparation and presentation of financial statements, income taxes and revenue recognition.3、【答案】Consolidated statement of comprehensive income for the SOT Group for the year ended 30 September 2009.$000Revenue (6,720 + (5/12 x 6,240) + (9/12 x 5,280)) 13,280Cost of sales (3,600 + (5/12 x 3,360) + (9/12 x 2,880)) (7,160)Gross profit 6,120Administrative expenses (760 + (5/12 x 740) + (9/12 x 650) + 10(W1) + 23(W2) - 40(W5)) (1,549)Distribution costs (800 + (5/12 x 700) + (9/12 x 550)) (1,505)Gain on disposal of investment in UV (W3) 163Finance costs (360 + (5/12 x 240) + (9/12 x 216)) (622)Share of profit of associate (35% x 684 x 3/12) 60Profit before tax 2,667Income tax expense (400 + (5/12 x 360) + (9/12 x 300)) (775)Profit for the year 1,892Other comprehensive income:Actuarial gains on defined benefit pension plan (110 + (9/12 x 40)) 140Tax effect of other comprehensive income (30 + (9/12 x 15)) (41)Recognised gains on AFS investments 46Recycling of previously recognised gains on AFS investment (40)Share of other comprehensive income of associates, net of tax (35% x 25 x 3/12) 2Other comprehensive income for the year, net of tax 107Total comprehensive income for the year 1,999Profit for the year attributable to:Equity holders of the parent (1,892 – 196) 1,696Non-controlling interest (W6) 1961,892Total comprehensive income attributable to:Equity holders of the parent (1,999– 201) 1,798Non-controlling interest (W6) 2011,999WorkingsW1 Fair value adjustments $000Increase in value at acquisition date 960Remaining useful life from acquisition date 40 yearsAnnual charge 24Charge from date of acquisition ($24,000 x 5/12) charged to admin expenses 10W2 Goodwill impairment $000 $000Consideration transferred 2,800Non-controlling interest at proportionate share (20% x 3,210) 642Net assets at acquisition:Share capital 200Reserves 2,050Fair value uplift 960(3,210)Goodwill 23210% impairment to be charged to administrative expenses 23W3 Gain on disposal of UV $000 $000Fair value of consideration received 960Plus fair value of 35,000 shares retained 792Less share of fair value of consolidated carrying value of the subsidiary at date control is lost: Share capital (75% x $100,000) 75Reserves (1,300 + (9/12 x 709)) x 75% 1,374Unimpaired goodwill (W4) 140(1,589)Gain on sale 163W4 Goodwill on acquisition of UV $000 $000Fair value of consideration transferred 980Non controlling interest at proportionate share of net assets (25% x 1,120,000) 280 1,260Net assets at acquisition:Share capital 100Reserves 1,020(1,120)Goodwill 140W5 Recyclying of previously recognised gains of $40,000 from reserves to administrative expenses, recorded as: dr reservesCr administrative expensesW6 Non-controlling interestsProfit for the year Total comprehensive income$000 $000As per PB accounts 840 840Additional deprecation on FV (24) (24)816 81620% NCI x 5/12 months 68 68As per UV accounts 684 70925% NCI x 9/12 months 128 133Total NCI in PFY(68 + 128) 196Total NCI in TCI (68 + 133) 2014、【答案】(a)Briefing note on KERThe expansion to new markets has resulted in a 40% increase in revenue. This appears to have been achieved, however at the expense of the profit margins. Gross profit margin has fallen from 31% to 26%in the last year, and with the same product base it is likely then that this is caused by selling at reduced prices to break into new markets. The distribution costs have increased by 58% from 2008 and although an increase would be expected with the expansion, it is considerably higher than the increase in revenue. It is possible that the new markets are a significant distance away geographically.The profit for the year appears to have increased slightly, but this is in fact due to the incl usion of the associate’s profit. Without the associate’s profit in 2009, the profit margin is 2.8% compared with 9% in 2008. This is a significant decrease and is likely to be caused by a combinationof reduced gross margins, high distribution costs and finance costs which have doubled in the year.Interest cover has fallen from 5.2 in 2008 to 3.7 as a result of diminished profits, increased long-term borrowings and the introduction of an overdraft facility. Although there is still adequate cover, it increases KER’s vulnerability to increases in interest rates. The gearing ratio has also increased significantly despite the increases in equity from the revaluation of property, plant and equipment and investments. The increased loans have resulted in an increase in gearing from 43% to 60% and this together with falling interest cover may affect KER’s ability to raise further finance in the future.The return on capital employed has been maintained, however a significant part of the increase in capital employed has come from revaluation and so will not necessarily bring increased future revenues. The increased revenues have, however resulted in an increase in non-current asset turnover from 2.5 to 3.0.The expansion has clearly put pressure on working capital. In addition to moving from a positive cash balance to an overdraft, the receivables days have increased from 48 days to 63 days, and yet payables days have remained static. Inventory days have increased from 34 days to 50 days which although may be as a result of increased orders about to be met, is nonetheless tying up cash. This is a common result of expanding too quickly, however KER must improve its debt collection if it is to avoid a cash crisis.The Chairman’s summary is biased towards the increases in revenue, but the expansion has reduced profitability and compromised cash flow as a result of increase in receivables. In addition, the increases in non-current assets appear to come from revaluation rather than investment in assets for the future generation of trading revenue and so future revenue increases may not be sustainable. The profit share from the associate masks the falling margins resulting in KER being sensitive to interest rate changes in the future.(b)Although many of the alternative treatments within IFRS have been removed, there are still some accounting standards that allow for choice. The most obvious being IAS 16 Property, Plant and Equipment, which permits assets to be held under the cost or valuation method. Where entities being compared adopt different policies then the totals for non-current assets, depreciation (and therefore profit for the year) and equity will all be affected. This affects performance ratios such as profit margin, financial structure ratios such as gearing and interest cover and efficiency ratios, such as ROCE.In addition the estimates used to determine the value of inventories, the recoverability of receivables and the useful lives of non-current assets are highly subjective. Reduced comparability may result from directors taking a more or less conservative view than the directors of another entity. This could affect efficiency ratios such as inventory and receivables turnover and ROCE. There is a great deal of flexibility in how entities report the various expenses incurred. Some entities may choose to include, eg depreciation in cost of sales rather than in administration or distribution costs, and so even where entities operate in the same segment they could have notably different gross profit margins.Question 7 Appendix – relevant ratios that could be selected (up to a maximum of 8 marks) 2009 2008Gross profit margin 372/1,430 x 100% 317/1,022 x 100%GP/ Revenue = 26% = 31%Profit for the year 120/1,430 x 100% 92/1,022 x 100%Profit/revenue = 8.4% = 9%Profit for the year, excluding the (120 – 80)/1,430 x 100%share of associate = 2.8%Interest coverProfit before interest/interest 220/60= 3.7 times 155/30= 5.2 timesGearing 400/663 x 100% 210/487 x 100%Debt/equity = 60% = 43%ROCE (160 + 60)/(663 + 400) x 100% (125 + 30)/(487 + 210) x 100%Profit before finance = 21% = 22%costs/capital employedNon-current asset turnover Revenue/ non-current assets 1,430/480= 3.0 times 1,022/404= 2.5 timesReceivables days Receivables/revenue x 365 days (247/1,430) x 365 days= 63 days (134/1,022) x 365 days= 48 daysInventory daysInventory/ CoS x 365 days (145/1058) x 365 days= 50 days (65/705) x 365 days= 34 daysGearing 400/(400 + 663) x 100% 210/(210 + 487) x 100%Debt/Debt +Equity = 37.6% = 30.1%Gearing could be stated 437/(437 + 663)including overdraft =39.7%Payable days Payables/CoS x 365 days (99/1,058) x 365 days= 34 days (68/705) x 365 days=35 daysOperating profit (372 – 74 – 158) = 140/1,430 (317 – 62 -100) = 155/1,022(GP less admin less distrib)/rev 9.8% 15.2%Current ratio 392/136 221/68CA/CL 2.9 3.25Quick ratio 247/136 156/68CA less inventories 1.8 2.3Profit before tax/revenue 160/1,430 125/1,02211.2% 12.2%Changes in the yearIncrease in revenue (1,430 – 1,022)/1,022 = 40% Increase in distribution costs (158 – 100)/100 = 58%参与CIMA的考生可按照复习计划有效进行,另外高顿网校官网CIMA考试辅导高清课程已经开通,还可索取CIMA考试通关宝典,针对性地讲解、训练、答疑、模考,对学习过程进行全程跟踪、分析、指导,可以帮助考生全面提升备考效果。
2023汽车专业二模答案
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2023年盐城市职教高考高三年级第二次模拟考试汽车专业综合理论试卷答案一、判断题(本大题共5小题,每小题2分,共30分。
下列每小题,表述正确的在答题卡上将对应题号的A涂黑,表述错误的将B涂黑)二、单项选择题(本大题共17小题,每小题3分,共51分。
在下列每小题中,选出一个正确答案,将答题卡上对应选项的方框涂满、涂黑)三、术语解释(本大题共7小题,每小题4分,共28分)33.行星轮系:有一个太阳轮固定的周转轮系34.电流:指单位时间内通过导体横截面的电量。
35.直喷式燃烧室:由活塞顶上的燃烧室凹坑与气缸盖底面所包围的单一内腔,几乎全部容积都在活塞顶上的燃烧室凹坑内,这种燃烧室称为直喷式燃烧室。
36.转向中心:所有车轮的轴线相交于一点,这个交点称为转向中心。
37.超速档:是指变速器中传动比小于1的档位(即i<1),也就是说变速器的输出轴的转速大于输入轴的转速。
38.最佳点火提前角:能使发动机发出最大功率且油耗最小时的点火提前角。
39.汽车修理:是指为消除故障和故障隐患,恢复汽车总成规定的技术状况或工作能力,对损伤的零部件和总成进行修复或更换的作业总称。
四、填空题(本大题共21小题42空,每空1分,共42分)40.齿数压力角 41.弹簧夹过渡链42.5 2.5 43.面反向击穿44.原磁通相反 45.不等距不等径46.孔式轴针式 47.压力飞溅48.通过散热器的空气量冷却液的循环路线和流量49.大于空气 50.前轴摆动51.路面(地面)附着重力(重力) 52.传动驱动齿轮53.转速负荷(答案无序) 54.曲轴主油道55.制动操纵 56.突发性故障渐进性故障57.修理间隔里程 58.增加(明显升高)不变(转入稳定状态)59.预防为主强制维护 60.需修件报废件五、简答题(本大题共13小题,共69分)61.(6分)(1)高副(2)机架曲柄(3)高副(4)2 (5)死点位置62.(6分)(1)1 单出杆(2) 5 定量(3) 7 363.(5分)(1)零件的安装方向、装配记号(2)机械、化学(3)配合性质。
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CIMA—F2模拟题及分析(6)1. The International Accounting Standards Board (IASB) and the standard-setter in the USA, the Financial Accounting Standards Board (FASB), have been working together towards convergence of their respective accounting standards. Part of this process has been the review of the IASB’s Framework for the Preparation and Presentation of Financial Statements.Required:(a) (i) Explain why it is viewed as a significant step towards convergence that the bodies are working jointly on a conceptual framework for accounting.(ii) Explain the potential benefits that a common conceptual framework could bring to the standard-setting process.(b) (i) Discuss the potential benefits of convergence to investors.(5 marks)(ii) Discuss the potential impact of convergence on entities that operate globally.(5 marks) (Total for Question Five = 10 marks)(Total for Section A = 50 marks)2. The statements of financial position for AB and XY as at 31 December 2011 are provided below: ASSETS AB$000 XY$000Non-current assetsProperty, plant and equipment9,5173,800Investment in XY 3,300 -Current assets 12,817 3,800Inventories 980 400Receivables 900 600Cash and cash equivalents 320 2002,200 1,200Total assets 15,017 5,000EQUITY AND LIABILITIESEquityShare capital ($1 equity shares)3,2001,000Share premium 1,800 -Retained earnings 4,800 3,600Total equity 9,800 4,600Non-current liabilitiesLong term borrowings3,200 -Deferred consideration 917 -Current liabilities 1,100 400Total liabilities 5,217 400Total equity and liabilities 15,017 5,000Additional information:1. AB acquired an 80% investment in XY on 1 January 2011. The consideration consisted of the following:•the transfer of 500,000 shares in AB with a nominal value of $1.00 each and a market value on the date of acquisition of $3.50 each;•$408,000 of cash paid on 1 January 2011; and•$1,000,000 of cash, payable on 1 January 2013 (a discount rate of 9% has been used to value the liability in the financial statements of AB).At the date of acquisition XY had retained earnings of $2,300,000. The investment in XY was classified as available for sale in the books of AB and is held at fair value. The gains earned to date are included in the retained earnings of AB.It is the group policy to value non-controlling interest at fair value at the date of acquisition. The fair value of the non-controlling interest at 1 January 2011 was$750,000.2. As at 1 January 2011 the fair value of the net assets acquired was the same as the book value with the following exceptions:•The fair value of property, plant and equipment was $300,000 higher than the book value. These assets were assessed to have a remaining useful life of 6 years from the date of acquisition.A full year’s depreciation is charged in the year of acquisition and none in the year of sale. •The fair value of inventories was estimated to be $100,000 higher than the book value. All of these inventories were sold by 31 December 2011.• A contingent liability, which had a fair value of $150,000 at the date of acquisition, hada fair value of $70,000 at 31 December 2011.3. XY sold goods to AB in the year to 31 December 2011 for $300,000. Goods with a sales value of $40,000 remain in AB’s inventories at 31 December 2011. XY makes 20% margin on all sales.4. AB issued a long-term debt instrument on 1 January 2011 raising $3,400,000. The transaction costs associated with the issue of $200,000 have been correctly recorded. The debt instrument has a nominal rate of interest payable of 6% and the interest due for 2011 was paid and recorded on 31 December 2011, however no further accounting entries have been made in respect of the liability. The effective interest rate is approximately 7.05%.5. No dividends were paid by either entity in the year ended 31 December 2011.Required:(a) Prepare the consolidated statement of financial position for the AB Group as at 31 December 2011.(20 marks)On 1 January 2012 AB issued 400,000 5% redeemable preference shares 2015 at their nominal value of $1.00 each. The shares have been recorded within equity and the preference dividend is payable on 31 December 2012.Required:(b) (i) Explain how the issue of the preference shares should be recorded, with specific reference to the relevant provisions of IAS 32 Financial instruments: presentation.(ii) Prepare the journal entry required to correct the initial recording of the share issue AND the journal entry that will be processed to record the dividend paid.(5 marks) (Total for Question Six = 25 marks)3. RT operates in the technology sector and due to the nature of its products, RT takes research and development very seriously. It is looking for ways to improve its products in terms of specification and cost. RT prepares its financial statements in accordance with International Financial Reporting Standards and is listed on its local stock exchange.RT is considering acquiring one of its key suppliers to secure consistent and quality supplies and to capitalise on any research and development activities undertaken by it relating to new products or parts. Two entities are being investigated, X and Y. Each entity operates in a different country and is listed on its local stock exchange. Y supplies parts to a number of RT’s competitors as well as RT and has a worldwide distribution network. X is known as an innovative entity and has had some recent publicity surrounding an innovative new product developed by a newly formed team of IT graduates.RT’s board has been presented with key financial data for RT, X and Y for the last trading period to facilitate its decision making.RT X YRevenue $700m $220m $460mGross profit margin 23% 19% 26%Profit for the year/revenue 10% 11% 12%Gearing (debt/equity) 68% 25% 40%Non-current asset turnover 0.7 1.2 0.6Price/earnings ratio 15.2 11.4 13.8Required:(a) Prepare a report that:•analyses the information provided by the key financial indicators above; and•explains the impact that acquiring either of these entities could have on the RT group’s business and financial statements.(16 marks)(b) Explain what further financial information might assist RT in its assessment of potential targets, X and Y.(4 marks)(c) Explain the limitations of using the financial ratios above as a means to compare X and Y.(5 marks) (Total for Question Seven = 25 marks)试题答案:1、【答案】RationaleSection D of the syllabus has limited content, but a key development in accounting is the convergence project. This question tested the candidates’ ability to appreciate its importance and considerthe impact on affected user groups.This question tested learning outcome D1(e).Suggested ApproachThe only approach necessary to ensure that all comments were made to specifically answer the question – the focus of the question parts were in bold to assist candidates.(a) The development of the framework(i) Process of consolidationThe IASB has historically relied on the Framework to underpin its standard setting process, being used to highlight the principles of classification, recognition and measurement that are key to the preparation of financial information. Conversely, FASB’s accounting standards have traditionally been rules-based. The move by FASB to recognise the value of a principles-based system and show willingness to adopt a conceptual framework is seen as the most significant step towards achieving convergence.(ii) Having an agreed conceptual framework, which includes the principles of recognition and measurement, will ensure that any new accounting standards are developed on a consistent basis and in accordance with an agreed set of principles. It potentially also speeds up the process of standard setting as the key principles will already be established – this obviously has a cost implication for the standard setting bodies.In an increasingly dynamic global business environment, it can provide guidance on transactions and balances that are not specifically covered by an accounting standard – providing a stop-gap until appropriate specific guidance is developed. This therefore reduces the need for accounting standards to be issued in a hurry and should ensure that all new standards are well researched, complete and robust in nature.(b) Benefits and impacts(i) Financial statements prepared using accounting standards that follow the same principles can easily be compared. Prior to convergence, it would have been necessary to adjust certain figures in the accounts that would have been recognised or measured on different bases. Increased comparability and transparency should result in greater liquidity in investment markets and promote cross-border investment. This is all positive for investors, as it is easier to trade investments and realise capital gains.(ii) Entities that operate globally are likely to be reviewing financial statements of suppliers, customers, investment targets, etc. There would be a time-saving benefit if all these financial statements were being prepared on a consistent basis – less need to compare the accounting policies of different entities and make adjustments to be able to assess them on a consistent basis. Convergence could have a negative impact regarding the cost of changing/updating its accounting reporting systems as convergence is producing change at a faster pace. However, increased convergence does mean less need to adjust the financial statements of overseas investments for accounting policy differences which potentially has a cost saving.2、【答案】RationaleThe question was the main consolidation question and required the preparation of the statement of financial position for a group. The complex areas included fair value adjustments and a mix of consideration for the investment. The question also included an element of financial ins truments, a key area within section B.This question tested learning outcomes A1 (a) and (b) and B1(d) and (e).Suggested ApproachThe aggregation element of this question was straightforward and there were fair value adjustments that should have formed the early part of the workings with any adjustments being carried forward to the face of the statement (normally within brackets). Candidates would have spent more time on the goodwill calculation in this question as it contained most of the complex issues.(a) Consolidated statement of financial position as at 31 December 2011 for the AB Group All workings in $000ASSETS $000Non-current assetsProperty, plant and equipment (9,517 + 3,800 + 250(W1)) 13,567Goodwill (W2) 20013,767Current assetsInventories (980 + 400 - 8 (W3)) 1,372Receivables (900 + 600) 1,500Cash and cash equivalents (320 + 200) 5203,392Total assets 17,159EQUITY AND LIABILITIESEquityShare capital ($1 equity shares) 3,200Share premium 1,800Retained reserves (W4) 5,456Total equity attributable to parent 10,456Non-controlling interest (W5) 994Total equity 11,450Non-current liabilitiesLong term borrowings (3,200 + 22 (W6)) 3,222Deferred consideration (1,000 x 0.917) 917Current liabilities (1,100 + 400 + 70 (W1)) 1,570Total liabilities 5,709Total equity and liabilities 17,159Workings1. Fair value adjustmentsAt acquisition date Movement 31 December2011$000 $000 $000PPE 300 (50) 250Inventories 100 (100) -Liabilities (150) 80 (70)250 (70) 1802. Goodwill$000 $000Consideration transferred:Shares 500,000 x $3.50 1,750Cash paid 1 January 2011 408Deferred consideration 1,000 x 0.842 842 3,000NCI at fair value 7503,750Net assets at fair value:Share capital 1,000Retained earnings 2,300Fair value adjustments (W1) 2503,550Goodwill on acquisition 2003. Unrealised profit on inventories$40,000 of goods in inventories at y/e x 20% profit margin = $8,000.4. Retained reserves$000 $000As per SOFP 4,800 3,600Pre-acquisition reserves (2,300)Adjustments arising from movement in FV adjustments (W1) (70)Unrealised profit on inventory transfer(W3) (8)Group share 80% 978 1,222Additional finance cost on LT liabilities(W6) (22)Less gain on XY investment in AB’s individual accounts (3,300 – 3,000(W2))(300)Consolidated reserves 5,4565. Non-controlling interests$000NCI at acquisition (at fair value) 75020% x post acquisition retained earnings 1,222 (W4) 2449946. Finance cost on LT borrowingsTotal finance cost based on effective interest rate = 7.05% x ($3,400,000 – $200,000) = $226,000.Interest paid, already recorded = 6% x $3,400,000 = $204,000.Therefore, additional interest to be charged in 2011 = $22,000 ($226,000 -$204,000).(b) Preference share issue(i) The preference shares have a redemption date and so include an obligation to transfer future economic benefit (by virtue of the redemption in 2015). The 5% return may be further evidence of obligation, however there is insufficient evidence to conclude on the substance of the dividend payout, and whether or not it is obligatory or at the directors’ discretion. However, there is no indication that these preference shares carry any residual interest in the assets of AB afterall liabilities have been settled and thus it is very unlikely that these shares can be classified as equity.The shares will be reclassified as a liability and the dividend paid will be a finance cost charged in arriving at profit for the year.(ii) To correct the initial recording of the share issue:To record the dividend when paid:Dr Finance costs $20,000Cr Bank $20,0003、【答案】RationaleQuestion 7 tested financial analysis, as would have been expected. The question was structured with a slightly different focus and Q3 had already required the calculation and analysis of working capital ratios. Key financial data was provided in this case and candidates were then expected to analyse it and prepare a report. There were then marks available for further information that would be beneficial and limitations of ratio analysis, however these requirements were intended to still be specific to this scenario.This question tested learning outcomes C1(b), C2(d) and C2(b).Suggested ApproachThe question was deliberately shorter to assist candidates in staying specific to the details of the scenario. The key was considering the financial data for one entity against the other and then considering the impact that each target entity might have on RT. Staying specific to the scenario and answering the specific requirement of the question was essential in achieving a pass in this question.Report on RT and its takeover targets X and Y (Date)(a) Entity Y operates on a considerably larger scale than entity X and could increase RT’s revenue and business operations by up to 50% (before any economies of scale impact). RT, however may struggle to maintain Y’s revenue as it is selling to RT’s competitors and those competitors may not wish to continue to trade with an entity controlled by RT. Entity X’s revenue would still have a major impact, although since both entities are suppliers there would be an element of revenue that would be eliminated on consolidation.Entity Y is earning a GP margin of 26% as compared with RT at 23% which either indicates an efficient management of costs or perhaps indicates that Y has been able to secure discount on purchases that RT could benefit from should the two operations be combined. Entity X has earned a gross margin of 19% which may have a negative impact on the combined entity to a significant degree. Although in contrast, X has earned a net profit percentage of 11% from the GP margin of 19%, whereas Y has only earned 12% NP from a gross margin of 26%, which could be due to high fixed costs of Y or poor cost control resulting from an inefficient management team. Given that we know that Y has a worldwide distribution network, distribution costs are likely to be high compared to both RT and X, which would be another reason for the differential. It also could be that the two entities classify costs differently, with Y including expenses in operating costs that X classifies within cost of sales.It could also be as a result of the impact of finance costs. Y has significantly higher gearing and is therefore likely to be incurring more interest expense than X. Both entities would offeran improvement based on the information provided as RT is earning 10% net profit.RT is highly geared in comparison to entities X and Y, with gearing of 68%. RT may be subjectto higher lending rates or more restrictive lending terms as a result of this high gearing andit has still to fund the acquisition. However both X and Y have low gearing and may offer RT much needed borrowing capacity, especially X with gearing of just 25%. In saying that, it may be thatX is finding it difficult to raise external finance as it conducts a lot of research and may havea small asset base or intangible assets that lenders don’t recognise as valid security. This argument is strengthened by the non-current asset turnover ratio of X which is significantly higher than RT and Y, indicating either a small or old (and therefore written- down) value for non-current assets.The NCA turnover for RT and Y are lower than X but then both these entities have higher gearing which may suggest that the entities have recently invested in assets. Y would clearly have the more significant impact on group assets, bringing an additional $767 million (working- $460,000,000 / 0.6) of non-current assets.The P/E ratio is an important ratio for investors and gives an indication of the market view of an entity in terms of how risky the entity is perceived to be and how confident the market is about the future profitability of that entity. RT has the strongest P/E ratio but is closely followedby Y. X’s P/E appears weaker in comparison which could be because the market judges that an entity heavily engaged in research is risky. In terms of the impact on RT’s P/E ratio after acquisitionit is difficult to quantify as it will depend upon how the acquisition is financed and how the market views the acquisition.(b) Other considerationsThe entities are clearly different in nature; Y offers a worldwide distribution network and RT would need to assess if it could take full advantage of this longer term. RT would also need to establish how much of the revenue of each entity is from sales to RT, in order to assess the additional customers/revenue each of the entities offers. The activities of X are clearly driven by research and a full assessment of the potentially unrecognised assets (know-how, technical skill of researchers, etc) would be an essential part of the acquisition criteria. RT would also need to assess the impact of the graduate team and establish if the team is still contracted in any way to the entity for future projects, as there is potential future value in its activities. The entities operate in different countries and so RT would need to know the relevant tax ra tes and economic environments each was operating in. For potential takeover it is likely that RT would need more than just two years of comparison. Operating margins for both entities would be important as there is a significant disparity between the gross and net profit margins of the two entities. RT would also have to consider the conditions for acquisition, and if either entity would be a hostile target.(c) LimitationsThe entities are listed on different exchanges and so the P/E ratios might not be comparable.In addition, their financial statements could have been prepared using different accounting standards which would reduce the comparability of the key ratios provided.Even if X and Y adopt IFRS, the policy could differ for, say, non-current assets; using either depreciated cost or valuation. If one entity has chosen to revalue NCA then the NCA turnover would be lower and any additional depreciation resulting from the revaluation would reduce th e profit margins. A difference in an accounting policy such as this would also impact gearing by boostingequity with the revalued amount.There is no indication as to how old the information is. The ratios are based on the entities’ last trading period but they could be as much as 11 months apart and changing economic conditions could impact the key financial highlights significantly.Given that X and Y operate in different countries, the tax rates and cost of borrowing are likely to be different – which again reduces the comparability of the information.参与CIMA的考生可按照复习计划有效进行,另外高顿网校官网CIMA考试辅导高清课程已经开通,还可索取CIMA考试通关宝典,针对性地讲解、训练、答疑、模考,对学习过程进行全程跟踪、分析、指导,可以帮助考生全面提升备考效果。