CHAPTER 5 COVERAGE OF LEARNING OBJECTIVES
CHAPTER 5
Relevant Information for Decision Making with a Focus on Pricing Decisions
5-A1 (40-50 min.)
1. INDEPENDENCE COMPANY
Contribution Income Statement
For the Year Ended December 31, 2009
(in thousands of dollars)
Sales $2,200 Less variable expenses
Direct material $400
Direct labor 330
Variable manufacturing overhead (Schedule 1) 150 Total variable manufacturing cost of
goods sold $880 Variable selling expenses 80
Variable administrative expenses 25
Total variable expenses 985 Contribution margin $ 1,215 Less fixed expenses:
Fixed manufacturing overhead (Schedule 2) $345
Selling expenses 220
Administrative expenses 119 Total fixed expenses 684 Operating income $ 531
INDEPENDENCE COMPANY
Absorption Income Statement
For the Year Ended December 31, 2009
(in thousands of dollars)
Sales $2,200 Less manufacturing cost of goods sold:
Direct material $400
Direct labor 330
Manufacturing overhead (Schedules 1 and 2) 495 Total manufacturing cost of goods sold 1,225 Gross margin $ 975 Less:
Selling expenses $300
Administrative expenses 144 444 Operating income $ 531
INDEPENDENCE COMPANY
Schedules of Manufacturing Overhead
For the Year Ended December 31, 2009
(in thousands of dollars)
Schedule 1: Variable Costs
Supplies $ 20
Utilities, variable portion 40
Indirect labor, variable portion 90 $150 Schedule 2: Fixed Costs
Utilities, fixed portion $ 15
Indirect labor, fixed portion 50
Depreciation 200
Property taxes 20
Supervisory salaries 60 345 Total manufacturing overhead $495 2. Change in revenue $200,000
Change in total contribution margin:
Contribution margin ratio in part 1
is $1,215 ÷ $2,200 = .552
Ratio times decrease in revenue is .552 × $200,000 $ 110,400 Operating income before change 531,000 New operating income $420,600 This analysis is readily done by using data from the contribution income statement.
In contrast, the data in the absorption income statement must be analyzed and split into variable and fixed categories before the effect on operating income can be
estimated.
5-A2 (25-30 min.)
1. A contribution format, which is similar to Exhibit 5-6, clarifies the analysis.
Without With
Special Effect of Special
Order Special Order Order Units 2,000,000 150,000 2,150,000
Total Per Unit
Sales $11,000,000 $660,000 $4.40 1$11,660,000 Less variable expenses:
Manufacturing $ 3,500,000 $322,500 $2.15 2$ 3,822,500 Selling & administrative 800,000 35,250 .2353 835,250 Total variable expenses $ 4,300,000 $357,750 $2.385 $ 4,647,250 Contribution margin $ 6,700,000 $302,250 $2.015 $ 7,002,250 Less fixed expenses:
Manufacturing $ 3,000,000 0 0.00 $ 3,000,000 Selling & administrative 2,200,000 0 0.00 2,200,000 Total fixed expenses $ 5,200,000 0 0.00 $ 5,200,000 Operating income $ 1,500,000 $302,250 $2.015 $ 1,802,250 1$660,000 ÷ 150,000 = $4.40
2Regular unit cost = $3,500,000 ÷ 2,000,000 = $1.75 Logo .40
Variable manufacturing costs $2.15
3Regular unit cost = $800,000 ÷ 2,000,000 = $ .40 Less sales commissions not paid (3% of $5.50) (.165)
Regular unit cost, excluding sales commission $ .235
2. Operating income from selling 7.5% more units would increase by $302,250 ÷
$1,500,000 = 20.15%. Note also that the average selling price on regular
business was $5.50. The full cost, including selling and administrative expenses, was $4.75. The $4.75, plus the 40¢ per logo, less savings in commissions
of .165¢ came to $4.985. The president apparently wanted $4.985 + .08($4.985)
= $4.985 + .3988 = $5.3838 per pen.
Most students will probably criticize the president for being too stubborn. The
cost to the company was the forgoing of $302,250 of income in order to protect
the company's image and general market position. Whether $302,250 was a wise investment in the future is a judgment that managers are paid for rendering.
5-A3 (15-20 min.)
The purpose of this problem is to underscore the idea that any of a number of general formulas might be used that, properly employed, would achieve the same target selling prices. Desired sales = $7,500,000 + $1,500,000 = $9,000,000.
The target markup percentage would be:
1. 100% of direct materials and direct labor costs of $4,500,000.
Computation is: ($9,000,000 - $4,500,000) ÷ $4,500,000 = 100%
2. 50% of the full cost of jobs of $6,000,000.
Computation is: ($9,000,000 - $6,000,000) ÷ $6,000,000 = 50%
3. [$9,000,000 – ($3,500,000 + $1,000,000 + $700,000)] ÷ $5,200,000 = 73.08%
4. ($9,000,000 - $7,500,000) ÷ $7,500,000 = 20%
5. [$9,000,000 – ($3,500,000 + $1,000,000 + $700,000 + $500,000)] ÷ $5,700,000
= $3,300,000 ÷ $5,700,000 = 57.9%
If the contractor is unable to maintain these profit percentages consistently, the desired operating income of $1,500,000 cannot be obtained.
1. Revenue ($360 × 70,000) $25,200,000
Total cost over product life 16,000,000 Estimated contribution to profit $ 9,200,000 Desired (target) contribution to profit
40% × $25,200,000 10,080,000 Deficiency in profit $ 880,000
The product should not be released to production.
2. Previous total estimated cost $16,000,000
Cost savings from suppliers
.20 × .70 × $8,000,000 1,120,000 Revised total estimated cost $14,880,000 Revised total contribution to profit:
$25,200,000 - $14,880,000 $10,320,000 Desired (target) contribution to profit 10,080,000 Excess contribution to profit $ 240,000
The product should be released to production.
3. Previous revised total estimated cost from
requirement 2. $14,880,000 Process improvement savings:
.25 × .30 × $8,000,000 $600,000
Less cost of new technology 220,000 380,000 Revised total estimated cost 14,500,000 Revised total contribution to profit:
$25,200,000 - $14,500,000 $10,700,000 Desired (target) contribution to profit 10,080,000 Excess contribution to profit $ 620,000 The product should be released to production.
1. KINGLAND MANUFACTURING
Contribution Income Statement
For the Year Ended December 31, 2009
(In thousands of dollars)
Sales $13,000 Less variable expenses:
Direct material $4,000
Direct labor 2,000
Variable indirect manufacturing
costs (Schedule 1) 960
Total variable manufacturing cost of goods sold $6,960
Variable selling expenses:
Sales commissions $500
Shipping expenses 300 800
Variable clerical salaries 400
Total variable expenses 8,160 Contribution margin $ 4,840 Less fixed expenses:
Manufacturing (Schedule 2) $ 702
Selling (advertising) 400 Administrative-executive salaries 100
Total fixed expenses 1,202 Operating income $ 3,638
KINGLAND MANUFACTURING
Absorption Income Statement
For the Year Ended December 31, 2009
(In thousands of dollars)
Sales $13,000 Less manufacturing cost of goods sold:
Direct material $4,000
Direct labor 2,000
Indirect manufacturing costs
(Schedules 1 and 2) 1,662
Gross profit 5,338 Selling expenses:
Sales commissions $500
Advertising 400
Shipping expenses 300 $1,200 Administrative expenses:
Executive salaries $100
Clerical salaries 400 500 1,700 Operating income $ 3,638
KINGLAND MANUFACTURING
Schedules 1 and 2
Indirect Manufacturing Costs
For the Year Ended December 31, 2009
(In thousands of dollars)
Schedule 1: Variable Costs
Cutting bits $ 60
Abrasives for machining 100
Indirect labor 800 $ 960
Schedule 2: Fixed Costs
Factory supervisors' salaries $100
Factory methods research 40
Long-term rent, factory 100
Fire insurance on equipment 2
Property taxes on equipment 30
Depreciation on equipment 400
Factory superintendent's salary 30 702
Total indirect manufacturing costs $1,662
2. Operating income would decrease from $3,638,000 to $3,268,000:
Decrease in revenue $1,000,000
Decrease in total contribution margin*:
Ratio times revenue is .37 × $1,000,000 $ 370,000
Decrease in fixed expenses 0
Operating income before increase 3,638,000
New operating income $3,268,000
*Contribution margin ratio in contribution income statement is $4,840 ÷
$13,000 = .37 (rounded).
The above analysis is readily calculated by using data from the contribution income statement. In contrast, the data in the absorption income statement must be analyzed and divided into variable and fixed categories before the effect on operating income can be estimated.
5-B2 (30-40 min.)
1. DANUBE COMPANY
Income Statement
For the Year Ended December 31, 20X0
Total Per Unit Sales $40,000,000 $20.00
Less variable expenses:
Manufacturing $18,000,000
Selling & administrative 9,000,000 27,000,000 13.50
Contribution margin $13,000,000 $ 6.50
Less fixed expenses:
Manufacturing $ 4,000,000
Selling & administrative 6,000,000 10,000,000 5.00
Operating income $ 3,000,000 $ 1.50 2. Additional details are either in the statement of the problem or in the solution to
requirement 1:
Total Per Unit Full manufacturing cost $22,000,000 $11.00 Variable cost:
Manufacturing $18,000,000 $ 9.00 Selling and administrative 9,000,000 4.50 Total variable cost $27,000,000 $13.50 Full cost = fully allocated cost*
Full manufacturing cost $22,000,000 $11.00 Selling and administrative expenses 15,000,000 7.50 Full cost $37,000,000 $18.50 Gross margin ($40,000,000 - $22,000,000) $18,000,000 $ 9.00 Contrib. margin ($40,000,000 - $27,000,000) $13,000,000 $ 6.50 * Students should be alerted to the loose use of these words. Their meaning may
not be exactly the same from company to company. Thus, "fully allocated
cost" in some companies may be used to refer to manufacturing costs only.
3. Ricardo’s analysis is incorrect. He was on the right track, but he did not
distinguish sufficiently between variable and fixed costs. For example, when
multiplying the additional quantity ordered by the $11 full manufacturing cost, he
failed to recognize that $2.00 of the $11 full manufacturing cost was a "unitized"
fixed cost allocation. The first fallacy is in regarding the total fixed cost as
though it fluctuated like a variable cost. A unit fixed cost can be misleading if it
is used as a basis for predicting how total costs will behave.
A second false assumption is that no selling and administrative expenses will be
affected except commissions. Shipping expenses and advertising allowances will
be affected also -- unless arrangements with Costco on these items differ from
the regular arrangements.
The following summary, which is similar to Exhibit 5-6 in the textbook, is a
correct analysis. The middle columns are all that are really necessary.
Without With
Special Effect of Special
Order Special Order Order Units 2,000,000 100,000 2,100,000
Total Per Unit
Sales $40,000,000 $1,600,000 $16.00 $41,600,000 Less variable expenses:
Manufacturing $18,000,000 $ 900,000 $ 9.00 $18,900,000 Selling and administrative 9,000,000 330,000 3.30* 9,330,000 Total variable expenses $27,000,000 $1,230,000 $12.30 $28,230,000 Contribution margin $13,000,000 $ 370,000 $ 3.70 $13,370,000 Less fixed expenses:
Manufacturing $ 4,000,000 0 0.00 $ 4,000,000 Selling and administrative 6,000,000 20,000 0.20** 6,020,000 Total fixed expenses $10,000,000 20,000 0.20 $10,020,000 Operating income $ 3,000,000 $ 350,000 $ 3.50 $ 3,350,000 * Regular variable selling and administrative expenses,
$9,000,000 ÷ 2,000,000 = $ 4.50 Less: Average sales commission at 6% of $20 = (1.20) Regular variable sell. and admin. expenses, less commission $ 3.30
**Fixed selling and administrative expenses, special
commission, $20,000 ÷ 100,000 .20
Some students may wish to enter the $20,000 as an extra variable cost, making
the unit variable selling and administrative cost $3.50 and thus adding no fixed
cost. The final result would be the same; in any event, the cost is relevant
because it would not exist without the special order.
Some instructors may wish to point out that a 5% increase in volume would
cause an 11.7% increase in operating income, which seems like a high
investment by Danube to maintain a rigid pricing policy.
4. Ricardo is incorrect. Operating income would have declined from $3,000,000 to
$2,850,000, a decline of $150,000. Ricardo’s faulty analysis follows:
Old fixed manufacturing cost per unit,
$4,000,000 ÷ 2,000,000 = $2.00 New fixed manufacturing cost per unit,
$4,000,000 ÷ 2,500,000 = 1.60 "Savings" $ .40
Loss on variable manufacturing costs per unit,
$8.70 - $9.00 (.30) Net savings per unit in manufacturing costs $ .10
The analytical pitfalls of unit-cost analysis can be avoided by using the
contribution approach and concentrating on the totals:
Without Effect of With
Special Special Special
Order Order Order Sales $40,000,000 $4,350,000a$44,350,000
Variable manufacturing
costs $18,000,000 $4,500,000b$22,500,000 Other variable costs 9,000,000 0 9,000,000 Total variable costs $27,000,000 $4,500,000 $31,500,000 Contribution margin $13,000,000 $ (150,000)c$12,850,000
a500,000 × $8.70 selling price of special order
b 500,000 × $9.00 variable manufacturing cost per unit of special order
c 500,000 × $.30 negative contribution margin per unit of special order
No matter how fixed manufacturing costs are unitized, or spread over the units
produced, their total of $4,000,000 remains unchanged by the special order.
5-B3 (10-15 min.)
1. Cost-plus pricing is adding a specified markup to cost to cover those components of the value chain not included in the cost plus a desired profit. In this case the markup is 30% of production cost.
Price charged for piston pin = 1.30 × $50.00 = $65.00. If the estimated selling price is only $46 and this price cannot be influenced by Caterpillar, a manager would be unlikely to favor releasing this product for production.
2. Target costing assumes the market price cannot be influenced by companies except by changing the value of the product to consumers. The price charged would then be the $46 estimated by market research.
The highest acceptable manufactured cost or target cost, T, is
Dollars
Target Price $ 46.00
Target Cost T
Target Gross Margin $ .30T
46 – T = .30T
1.30T = 46
T = 46 ÷ 1.30 = $35.38
3. The required cost reduction over the product’s life is
Existing manufacturing cost $50.00
Target manufacturing cost 35.38
Required cost reduction $14.62
Steps that Caterpillar managers can take to meet the required cost reduction include value engineering during the design phase, Kaizen costing during the production phase, and activity-based management throughout the product’s life.
5-1 Precision is a measure of the accuracy of certain data. It is a quantifiable term. Relevance is an indication of the pertinence of certain facts for the problem at hand. Ideally, data should be both precise and relevant, but relevance generally takes priority.
5-2 Decisions may have both quantitative and qualitative aspects corresponding to the nature of the facts being considered before deciding. Quantitative implications of alternative choices can be expressed in monetary or numerical terms, such as variable costs, initial investment, etc. Other relevant features may not be quantifiable, such as the quality of life in a choice between locating in San Francisco or New York. The advantage of quantitative information is that it is more objective and often easier to compare alternatives than with qualitative judgments.
5-3 The accountant's role in decision-making is primarily that of a technical expert on relevant information analysis, especially relevant costs. The accountant is usually an information provider, not the decision maker, although the accountant may be part of a management team charged with making decisions.
5-4 No. Only future costs that are different under different alternatives are relevant to a decision.
5-5 Past data are unchangeable regardless of present or future action and thus would not differ under different alternatives.
5-6 Past costs may be bases for formulating predictions. However, past costs are not inputs to the decision model itself because past costs cannot be changed by the decision.
5-7 The contribution approach has several advantages over the absorption approach, including a better analysis of cost-volume-profit relationships, clearer presentation of all variable costs, and more relevant arrangement of data for such decisions as make-or-buy or product expansion.
5-8 The terms that describe an income statement that emphasizes the differences between variable or fixed costs are contribution approach, variable costing, or direct costing.
5-9 The commonalty of approach is the focus on the differences between future costs and revenues of different available alternatives.
5-10 No, fixed costs are not always irrelevant. Often they are not relevant. However, they can be relevant if they are affected by the decision being considered.
5-11 Customers are one of the factors influencing pricing decisions because they can buy or do without the product, they can make the product themselves, or they can usually purchase a similar product from another supplier.
5-12 Target cost per unit is the average total unit cost over the product’s life cycle that will yield the desired profit margin.
5-13 Value engineering is a cost-reduction technique, used primarily during the design function in the value chain, that uses information about all value chain functions to satisfy customer needs while reducing costs.
5-14 Kaizen costing is the Japanese term for continuous improvement during manufacturing.
5-15 In target costing, managers start with a market price. Then they try to design a product with costs low enough to be profitable at that price. Thus, prices essentially determine costs.
5-16 Customer demands and requirements are important in the product development process. Many companies seek customer input on the design of product features. They seek to reduce non-value-added costs without affecting product features that are valuable to customers. Suppliers are also important. Companies purchase many of the materials used in products. They have to work with suppliers to get the lowest cost for these materials.
5-17 Not necessarily. There are other important factors that management must consider before discontinuing a product. The product may be necessary to round out a product line. The product may be the company’s attempt to break into a new market area or new product class.
5-18 The variable costs of a job can be misused as a guide to pricing. However, the adjusted markup percentages based on variable costs can have the same price result as those based on total costs, plus they have the advantage of indicating the minimum price at which any sale may be considered profitable even in the short run.
5-19 Three examples of pricing decisions are (1) pricing new products, (2) pricing products sold under private labels, and (3) responding to new prices of a competitor's products.
5-20 Three popular markup formulas are (1) as a percentage of variable manufacturing costs, (2) as a percentage of total variable costs, and (3) as a percentage of full costs.
5-21 Two long-run effects that inhibit price cutting are (a) the effects on longer-run price structures and (b) the effects on longer-run relations with customers.
5-22 Full costs are more popular than variable costs for pricing because price stability is encouraged and in the long run all costs must be recovered to stay in business.
5-23 No. There is a confusion between total fixed costs and unit fixed costs. Increasing sales volume will decrease unit fixed costs, but not total fixed costs. This assumes that the volume increase results in operating levels that are still within the relevant range.
5-24 Managers generally find contribution margin income statements more useful, especially if they are concerned with short-term results. The contribution margin statement provides information on the immediate profit impact of increases or decreases in sales.
5-25 Marginal cost is the additional cost resulting from producing and selling one additional unit. It changes as production volume changes. With a given fixed capacity, marginal cost generally decreases up to a point and then increases. Variable cost is the accountant's approximation to marginal cost. It remains constant over the relevant range of volume. Because the difference between these two costs often is not material (within the relevant range), in such cases we can use the variable-cost estimate of marginal cost for decision-making purposes.
5-26 Pricing decisions must be made within legal constraints. These laws help protect companies from predatory and discriminatory pricing. Predatory pricing involves setting prices so low that they drive competitors out of the market. Discriminatory pricing is charging different prices to different customers for the same product or service.
5-27 Managers are directly involved in the research and development and the design functions. During the initial product research phase, managers often are involved in surveys, focus groups (with major airlines), and other market research activities to explore the potential for a new airplane. During process and product design, managers help with such tasks as negotiations with suppliers and cost analyses. Production managers provide input regarding cost reduction ideas. Marketing managers provide input regarding customer needs (a super large plane with more than 500 seats versus more medium-sized planes that can serve more markets). Distribution managers provide input regarding the costs of various channels of distribution. Finally, managers involved with customer relations provide input regarding the likely cost-to-serve profile for expected customers for a new product.
5-28 (5 min.)
All the data given are historical costs. Most students will identify the $5 and $7 prices as relevant. They will also declare that the $3 price of popcorn is irrelevant. Press them to see that the relevant admission prices are expected future costs that will differ between the alternatives. The past prices are being used as a basis for predicting the future prices.
Similarly, the past prices of popcorn were not different. Hence, they are regarded as irrelevant under the assumption that the future prices will not differ.
5-29 (20 min.) Some students may forget to apply the 10% wage rate increase to both alternatives.
(1) Historical direct materials were $5.00
per unit; direct labor was $6.00 per unit. (2) (2) Direct material costs are expected to
fall by 10%, or 50¢ per unit. Direct
labor costs are affected by a 10% rate
increase and a 5% increase in labor
time if the new material is used.
(3) (3) Cost comparisons per unit:
Old New
Material Material
Direct material $ 5.00 $ 4.50
Direct labor
$6.00 × 110% 6.60
$6.00×110%×105% 6.93
Expected future
cost $11.60 $11.43
(4) The chosen action is implemented,
and the evaluation of performance be-
comes a principal source of feedback.
This historical information aids the
decision process (prediction, decision,
and implementation) of future decisions.
5-30 (10 min.)
Relevant costs are the future costs that differ between alternatives. Among the irrelevant costs are the cost of tickets to the symphony, automobile costs, and baby-sitting cost for the first four hours. The relevant costs are:
Symphony Game Difference Tickets, 2 @ $20 each $0 $40 $40
Parking 0 6 6
Baby-sitting, 1 extra
hour @ $7 0 7 7
Total $0 $53 $53 The baseball game is $53 more costly to the Petrocelis than is the symphony.
5-31 (10 min.) This is a basic exercise. Answers are in thousands of dollars.
1. 200 + 200 + 170 = 570
2. 800 - 570 = 230
3. 230 - 150 = 80
4. 570 – 200 = 370; or 200 + 170 = 370
5-32 (10-15 min.) This is a basic exercise.
Sales ¥950
Variable expenses:
Direct materials ¥290
Direct labor 160
Variable factory overhead 60
(a) Variable manufacturing cost of
goods sold ¥510
Variable selling and admin. expenses 100
Total variable expenses 610
(b) Contribution margin ¥340
Fixed expenses:
Fixed factory overhead ¥120
Fixed selling and administrative
expenses 45 165
(c) Operating income ¥ 175
5-33 (15-20 min.)
This is a straightforward exercise in basic terms and relationships. To fill all the
blanks, both absorption and contribution income statements must be prepared. Data are
in millions of dollars. Required answers are in italics.
Absorption Contribution
Approach Approach Sales $920 $920 Direct materials used $350 $350
Direct labor 210 210
Variable indirect
manufacturing costs 100 100
f. Variable manufacturing cost of
goods sold 660 Variable selling and administrative
expenses 90 Total variable expenses 750 k. Contribution margin 170 Fixed factory overhead 50 50
g. Manufacturing cost of goods sold 710
j. Gross profit 210
Fixed selling and administrative
expenses 80 80 130 Variable selling and administrative
expenses 90 170
Operating income $ 40 $ 40
5-34 (10-20 min.) Answers are in thousands of rands (ZAR).
Prime costs = Direct material + Direct labor
600 = 370 + DL
DL = 230
The body of a model income statement follows. The computations are explained
for each item that was originally blank. Numbers given in the problem are in bold.
Sales, 780 + 120 ZAR900
Direct materials ZAR370
Direct labor, 600 - 370 230
Factory overhead, 780 - (370 + 230) 180
Manufacturing cost of goods sold 780
Gross margin ZAR120
Selling and administrative expenses* 100
Operating income ZAR 20
*120 - 20
5-35 (15-20 min.) The data are placed in the format of the income statement, and the unknowns are computed as shown:
Sales $890 Variable expenses
Direct materials $150
Direct labor 170
Variable indirect manufacturing 110
Variable manufacturing cost of goods sold 430 1 Variable selling and administrative expenses 260 2
Total variable expenses (890 - 200) 690
Contribution margin 200 Fixed expenses
Fixed indirect manufacturing $ 90 3
Fixed selling and administrative expenses 100 190 Operating income $ 10 1150 + 170 + 110 = 430
2890 - 200 = 690; 690 - 430 = 260
3Total fixed expenses = 200 - 10 = 190
Fixed indirect manufacturing = 190 - 100 = 90
5-36 (10-15 min.)
1. Operating income would increase by $300 if the order is accepted.
Without Effect of With
Special Special Special
Order Order Order Units 2,000 100 2,100 Sales $36,000 $1,500 $37,500 Purchase cost 20,000 1,000 21,000 Variable printing cost 4,000 200 4,200 Total variable cost 24,000 1,200 25,200 Contribution margin 12,000 300 12,300 Fixed cost 8,000 0 8,000 Operating income $ 4,000 $ 300 $ 4,300 2. If maximizing operating income in the short run were the only goal, the order
should be accepted. However, if qualitative considerations favoring rejection are worth more than the $300 increase in operating income, the manager would
reject the offer. For example, accepting the offer from F. C. Kitsap may generate similar offers from other clubs who now willingly pay the $18 normal price.
Lost profits on such business might more than offset the $300 gain on this sale.
On the other hand, this might be a way of gaining F. C. Kitsap as a regular
customer who will then buy other items that generate a profit well in excess of
the $300.
管理会计第章练习题及 答案 公司内部档案编码：[OPPTR-OPPT28-OPPTL98-OPPNN08]
《管理会计》第1—5章练习题 一、单项选择题 1.下列项目中，能够规定管理会计工作对象基本活动空间的假设是（）。 A.多层主体假设 B.理性行为假设 C.合理预期假设 D.充分占有信息假设 2.最优化、效益性、决策有用性、及时性、重要性和灵活性，共同构成了现代管理会计的（）。 A.管理会计假设 B.管理会计原则 C.管理会计术语 D.管理会计概念 3.在历史资料分析法的具体应用方法中，计算结果最为精确的方法是（）。 A.高低点法 B.散布图法 C.回归直线法 D.直接分析法 4.如果完全成本法的期末存货成本比期初存货成本多10 000元，而变动成本法的期末存货成本比期初存货成本多4 000元，则可断定两种成本法的营业利润之差为( )。 000元 000元 000元 000元 5.在其他因素不变的条件下，其变动不能影响保本点的因素是 （）。 A.单位变动成本 B.固定成本
C.单价 D.销售量 6.在采用平滑指数法进行近期销售预测时,应选择( )。 A.固定的平滑指数 B.较小的平滑指数 C.较大的平滑指数 D.任意数值的平滑指数 7.在管理会计发展史上，第一个被人们使用的管理会计术语是( )。 A.“管理的会计” B.“管理会计” C.“传统管理会计” D.“现代管理会计” 8.在管理会计中，将“为实现管理会计目标，合理界定管理会计工作的时空范围，统一管理会计操作方法和程序，组织管理会计工作不可缺少的前提条件”称为( )。 A.管理会计假设 B.管理会计原则 C.管理会计术语 D.管理会计概念 9.变动成本水平的表现形式一般是( )。 A.变动成本总额 B.单位变动成本 C.变动成本率 D.约束性变动成本 10.如果完全成本法期末存货吸收的固定性制造费用大于期初存货释放的固定性制造费用，则两种方法营业利润的差额( )。 A.一定等于零 B.可能等于零 C.一定小于零 D.一定大于零 11.下列各项中，可用于预测追加资金需要量的方法是( )。 A.平均法 B.销售百分比法 C.指数平滑法 D.回归分析法
CHAPTER 6 COVERAGE OF LEARNING OBJECTIVES
whether a joint product should be processed beyond the split-off point. A4,B5 40 57,59 LO6: Decide whether to keep or replace equipment. 26,39,41 52,58,64 71 LO7: Identify irrelevant and misspecified costs. LO8: Discuss how B6 43 60 performance measures can affect decision making. CHAPTER 6 Relevant Information and Decision Making With a Focus on Operational Decisions 6-A1 (20 min) 1. The key to this question is what will happen to the fixed overhead costs if production of the boxes is discontinued. Assume that all $60,000 of fixed costs will continue. Then, Sunshine State will lose $20,000 by purchasing the boxes from Weyerhaeuser: Payment to Weyerhaeuser, 80,000 × $2.10 $168,000 Costs saved, variable costs 148,000 Additional costs $ 20,000 2. Some subjective factors are: Might Weyerhaeuser raise prices if Sunshine State closed down its box-making facility? Will sub-contracting the box production affect the quality of the boxes?
亨格瑞管理会计英文第15版答案11 CHAPTER11CapitalBudgetin； 1.；Thepresentvalueis$480,00； (a)$480,000=annualpaymen；annualpayment=$480,000÷1；annualpayment=$480,000÷9；annualpayment=$480,000÷8；annualpayment=$480,000÷8；an CHAPTER 11 Capital Budgeting 1. The present value is $480,000 and the annual payments are an annuity, requiring use of Table 2: (a)$480,000 = annual payment × 11.2578 annual payment = $480,000 ÷ 11.2578 = $42,637 (b)$480,000 = annual payment × 9.4269 annual payment = $480,000 ÷ 9.4269 = $50,918 (c)$480,000 = annual payment × 8.0552 annual payment = $480,000 ÷ 8.0552 =$59,589 (a)$480,000 = annual payment × 8.5595 annual payment = $480,000 ÷ 8.5595 = $56,078 (b)$480,000 = annual payment × 7.6061 annual payment = $480,000 ÷ 7.6061 = $63,107 (c)$480,000 = annual payment × 6.8109 annual payment = $480,000 ÷ 6.8109 =$70,475 (a) Total payments= 30 × $50,918 = $1,527,540 Total interest paid= $1,527,540- $480,000 = $1,047,540 2. 3. (b) Total payments= 15 × $63,107= $946,605 Total interest paid = $946,605 - $480,000 = $466,605
CHAPTER 3 COVERAGE OF LEARNING OBJECTIVES
CHAPTER 3 Measurement of Cost Behavior 3-A1 (20-25 min.) Some of these answers are controversial, and reasonable cases can be built for alternative classifications. Class discussion of these answers should lead to worthwhile disagreements about anticipated cost behavior with regard to alternative cost drivers. 1. (b) Discretionary fixed cost. 2. (e) Step cost. 3. (a) Purely variable cost with respect to revenue. 4. (a) Purely variable cost with respect to miles flown. 5. (d) Mixed cost with respect to miles driven. 6. (c) Committed fixed cost. 7. (b) Discretionary fixed cost. 8. (c) Committed fixed cost. 9. (a) Purely variable cost with respect to cases of 7-Up. 10. (b) Discretionary fixed cost. 11. (b) Discretionary fixed cost. 3-A2 (25-30 min.) 1. Support costs based on 60% of the cost of materials: Sign A Sign B Direct materials cost $400 $200 Support cost (60% of materials cost) $240 $120 Support costs based on $50 per power tool operation: Sign A Sign B Power tool operations 3 6 Support cost $150 $300 2. If the activity analysis is reliable, by using the current method, Evergreen Signs is predicting too much cost for signs that use few power tool operations and is predicting too little cost for signs that use many power tool operations. As a result the company could be losing jobs that require few power tool operations because its bids are too high -- it could afford to bid less on these jobs. Conversely, the company could be getting
《管理会计》第1—5章练习题 一、单项选择题 1.下列项目中，能够规定管理会计工作对象基本活动空间的假设是（）。 A.多层主体假设 B.理性行为假设 C.合理预期假设 D.充分占有信息假设 2.最优化、效益性、决策有用性、及时性、重要性和灵活性，共同构成了现代管理会计的（）。 A.管理会计假设 B.管理会计原则 C.管理会计术语 D.管理会计概念 3.在历史资料分析法的具体应用方法中，计算结果最为精确的方法是（）。 A.高低点法 B.散布图法 C.回归直线法 D.直接分析法 4.如果完全成本法的期末存货成本比期初存货成本多10 000元，而变动成本法的期末存货成本比期初存货成本多4 000元，则可断定两种成本法的营业利润之差为( )。 000元 000元 000元 000元 5.在其他因素不变的条件下，其变动不能影响保本点的因素是（）。 A.单位变动成本 B.固定成本 C.单价 D.销售量
6.在采用平滑指数法进行近期销售预测时,应选择( )。 A.固定的平滑指数 B.较小的平滑指数 C.较大的平滑指数 D.任意数值的平滑指数 7.在管理会计发展史上，第一个被人们使用的管理会计术语是( )。 A.“管理的会计” B.“管理会计” C.“传统管理会计” D.“现代管理会计” 8.在管理会计中，将“为实现管理会计目标，合理界定管理会计工作的时空范围，统一管理会计操作方法和程序，组织管理会计工作不可缺少的前提条件”称为( )。 A.管理会计假设 B.管理会计原则 C.管理会计术语 D.管理会计概念 9.变动成本水平的表现形式一般是( )。 A.变动成本总额 B.单位变动成本 C.变动成本率 D.约束性变动成本 10.如果完全成本法期末存货吸收的固定性制造费用大于期初存货释放的固定性制造费用，则两种方法营业利润的差额( )。 A.一定等于零 B.可能等于零 C.一定小于零 D.一定大于零 11.下列各项中，可用于预测追加资金需要量的方法是( )。 A.平均法 B.销售百分比法 C.指数平滑法 D.回归分析法 12.进入现代管理会计阶段，管理会计以（）。
管理会计第15版英文版答案02 1、He _______ getting up early. [单选题] * A. used to B. is used to(正确答案) C. is used D. is used for 2、85．You’d better? ? ? ? ? a taxi, or you’ll be late. [单选题] * A．take(正确答案) B．taking C．took D．to take 3、John is quite _______. He likes to attend activities in?his spare time. [单选题] * A. active(正确答案) B. quiet C. lazy D. honest
4、--Henry treats his secretary badly.--Yes. He seems to think that she is the _______ important person in the office. [单选题] * A. little B. least(正确答案) C. less D. most 5、The flowers _______ sweet. [单选题] * A. taste B. smell(正确答案) C. sound D. feel 6、The market economy is quickly changing people’s idea on_____is accepted. [单选题] * A.what(正确答案) B.which C.how D.that 7、Jeanne's necklace was _____ 500 francs at most. [单选题] * A. worthy
管理会计英文试题及答案 Management Accounting English Exam Questions and Answers Question 1: The following information is available for XYZ Company: Sales Revenue: $500,000 Variable Costs: $150,000 Fixed Costs: $100,000 Total Assets: $800,000 Tax Rate: 30% Calculate the company's contribution margin ratio and net operating income. Answer 1: Contribution Margin Ratio = (Sales Revenue - Variable Costs) / Sales Revenue = ($500,000 - $150,000) / $500,000 = 70% Net Operating Income = Contribution Margin - Fixed Costs = ($500,000 - $150,000) - $100,000 = $250,000
Question 2: ABC Company produces and sells a product with the following data: Selling Price per Unit: $20 Variable Cost per Unit: $10 Fixed Costs: $50,000 Expected Sales Volume: 10,000 units Calculate the breakeven point in units and dollars. Answer 2: Breakeven Point in Units = Fixed Costs / Contribution Margin per Unit = $50,000 / ($20 - $10) = 5,000 units Breakeven Point in Dollars = Breakeven Point in Units * Selling Price per Unit = 5,000 units * $20 = $100,000 Question 3: Determine the total cost and average cost per unit for a company based on the following data: Fixed Costs: $30,000 Variable Costs per Unit: $5
亨格瑞管理会计英文第15版练习答案01 CHAPTER 1 COVERAGE OF LEARNING OBJECTIVES LEARNING OBJECTIVE LO1: Describe the major users and uses of accounting information. LO2: Describe the cost-benefit and behavioral issues involved in designing an accounting system. LO3: Explain the role of budgets and performance reports in planning and control. LO4: Discuss the role accountants play in the company’s value chain functions. LO5: Explain why accounting is important in a variety of career paths. LO6: Identify current trends in management accounting. LO7: Explain why ethics and standards of ethical conduct are important to accountants. FUNDA- CRITICAL CASES, MENTAL THINKING EXCEL, ASSIGN-EXERCISES COLLAB., & MENT AND INTERNET MATERIAL EXERCISES PROBLEMS EXERCISES A1, B1 28, 29, 33 39, 40, 42 55 41, 43 A2, B2 32 45 53 A1, B1 30, 31, 34, 35, 39, 42, 44 36 30, 31 52, 55 A3, B3 37, 38 47, 48, 49 54 51, 52, 55 1 Copyright ?2021 Pearson Education, Inc., Publishing as Prentice Hall. CHAPTER 1 Managerial Accounting, the Business Organization, and Professional Ethics 1-A1 (10-15 min.) Information is often useful for more than one function, so the following classifications for each activity are not definitive but serve as a starting point for discussion: 1. Scorekeeping. A depreciation schedule is used in preparing financial statements to report the results of activities. 2. Problem solving. Helps a manager assess the impact of a purchase decision. 3. Scorekeeping. Reports on the results of an operation. Could also be attention directing if scrap is an area that might require management attention. 4. Attention directing. Focuses attention on areas that need attention. 5. Attention directing. Helps managers learn about the information contained in a
Cost and Management Accounting English Version 15th Edition Exercise Questions with Answers Cost and management accounting is a crucial aspect of any business organization. It is a process that involves collecting, analyzing, and interpreting financial information to help companies make informed decisions. The 15th edition of Cost and Management Accounting focuses on the principles, techniques, and practices that are important in analyzing costs in a manufacturing and service environment. In this article, we will provide a series of exercise questions with answers from the 15th edition of Cost and Management Accounting. Exercise Questions 1.Expln the difference between actual and normal capacity. 2.Describe the different types of cost behavior: fixed, variable, and semi-variable. 3.What is cost-volume-profit analysis? How can this analysis be used to make decisions? 4.What are the different methods for allocating overhead costs? Which method is most appropriate in a particular situation? 5.Expln the difference between job-order costing and process costing. 6.What is activity-based costing? How can it be used to improve decision-making? 7.Define cost of goods manufactured and cost of goods sold.
管理会计（高等教育出版社） 于增彪（清华大学）改编 余绪缨（厦门大学）审校 CHAPTER 8 FUNCTIONAL AND ACTIVITY-BASED BUDGETING QUESTIONS FOR WRITING AND DISCUSSION 1.Budgets are the quantitative expressions of plans. Budgets are used to translate the goals and strategies of an organization into operational terms. 2.Control is the process of setting standards, receiving feedback on actual performance, and taking corrective action whenever actual performance deviates from planned perfor-mance. Budgets are standards, and they are compared with actual costs and revenues to provide feedback. 3.The planning and control functions of budg- eting can benefit all organizations regardless of size. All organizations need to determine what their goals are and how best to obtain those goals. This is the planning function of budgeting. In addition, organizations can compare what actually happens with what was planned to see if the plans are unfolding as anticipated. This is the control function of budgeting. 4.Budgeting forces managers to plan, provides resource information for decision making, sets benchmarks for control and evaluation, and improves the functions of communica-tion and coordination. 5. A master budget is the collection of all indi- vidual area and activity budgets. Operating budgets are concerned with the income-generating activities of a firm. Financial budgets are concerned with the inflows and outflows of cash and with planned capital expenditures. 6.The sales forecast is a critical input for build- ing the sales budget. However, it is not nec- essarily equivalent to the sales budget. Upon receiving the sales forecast, management may decide that the firm can do better than the forecast indicates. Consequently, actions may be taken to increase the sales potential for the coming year (e.g., increasing adver-tising). This adjusted forecast then becomes the sales budget. 7.Yes. All budgets are founded on the sales budget. Before a production budget can be created, it must have the planned sales. The manufacturing budgets, in turn, depend on the production budget. The same is true for the financial budgets since sales is a critical input for budgets in that category. 8.For a merchandising firm, the production budget is replaced by a merchandise pur-chases budget. Merchandising firms also lack direct materials and direct labor budg-ets. All other budgets are essentially the same. For a service firm (for-profit), the sales budget doubles as the production budget, and there is no finished goods in-ventory budget. The rest of the budgets have counterparts. 9. A static budget is for a particular level of ac- tivity. A flexible budget is one that can be es-tablished for any level of activity. For perfor-mance reporting, it is necessary to compare the actual costs for the actual level of activity with the budgeted costs for the actual level of activity. A flexible budget provides the means to compute the budgeted costs for the actual level of activity, after the fact.
第二章产品本钱计算 Exercises 2–1〔指教材上的第2章练习第1题，下同〕 1. Part #72A Part #172C Steel* $ 12.00 $ 18.00 Setup cost** 6.00 6.00 Total $ 18.00 $ 24.00 *($1.00 ? 12; $1.00 ? 18) **($60,000/10,000) Steel cost is assigned by calculating a cost per ounce and then multiplying this by the ounces used by each part: Cost per ounce= $3,000,000/3,000,000 ounces = $1.00 per ounce Setup cost is assigned by calculating the cost per setup and then dividing this by the number of units in each batch (there are 20 setups per year): Cost per setup = $1,200,000/20 = $60,000 2. The cost of steel is assigned through the driver tracing using the number of ounces of steel, and the cost of the setups is assigned through driver tracing also using number of setups as the driver. 3. The assumption underlying number of setups as the driver is that each part uses an equal amount of setup time. Since Part #72A uses double the setup time of Part #172C, it makes sense to assign setup costs based on setup time instead of number of setups. This illustrates the importance of identifying drivers that reflect the true underlying consumption pattern. Using setup hours [(40 ? 10) + (20 ? 10)], we get the following rate per hour: Cost per setup hour = $1,200,000/600 = $2,000 per hour The cost per unit is obtained by dividing each part’s total setup costs by the number of units: Part #72A = ($2,000 ? 400)/100,000 = $8.00 Part #172C = ($2,000 ? 200)/100,000 = $4.00 Thus, Part #72A has its unit cost increased by $2.00, while Part #172C has its unit cost decreased by $2.00.
CHAPTER 5 COVERAGE OF LEARNING OBJECTIVES
CHAPTER 5 Relevant Information for Decision Making with a Focus on Pricing Decisions 5-A1 (40-50 min.) 1. INDEPENDENCE COMPANY Contribution Income Statement For the Year Ended December 31, 2009 (in thousands of dollars) Sales $2,200 Less variable expenses Direct material $400 Direct labor 330 Variable manufacturing overhead (Schedule 1) 150 Total variable manufacturing cost of goods sold $880 Variable selling expenses 80 Variable administrative expenses 25 Total variable expenses 985 Contribution margin $ 1,215 Less fixed expenses: Fixed manufacturing overhead (Schedule 2) $345 Selling expenses 220 Administrative expenses 119 Total fixed expenses 684 Operating income $ 531
《管理会计》练习题精选答案 《管理会计》练习题第2章变动成本法 一、计算与核算题 1.A企业为只生产单一产品的企业，2021年各月的电费支出与产量的有关数据如表2-1所示。表2―1 月份 1 2 3 4 5 6 7 8 9 10 11 12 产量(件) 1 200 900 1 350 1 500 l 200 l 650 l 500 1 500 1 350 1 050 1 800 1 800 电费(元) 5 000 4 250 5 625 5 625 5 375 6 875 6 150 6 300 5 800 4 875 7 200 7 250 要求： (1)试分别采用高低点法和回归直线法对电费这一混合成本进行分解。 (2)根据回归直线法的分解结果预测2021年1月的电费支出，假定2021年1月计划 量为l 700件。 解：（1） ①高低点法分解 设用电费和产量之间的关系为y=a+bx,其中y为电费，x为产量根据表2-1资料，可 求得 b=(7250-4250)/(1800-900) ≈3.33 将低点数据和b带入y=a+bx 得，4250=a+3.33×900 a≈1253 可得，y=1253+3.33x ②回归直线法分解 设用电费和产量之间的关系为y=a+bx,其中y为电费，x为产量 n?xy??x?yy?b?x?由回归直线法原理可知，a?，b? n?x?(?x)n22根据表2-1资料，可 得出求解a,b的数据如表2-1a b=(12×101283750-16800×70325)/(12×24390000-16800×16800) ≈3.25 a=(70325-3.25×16800)/12 ≈1310.41 表2-1a 月产量(件)x 份 1 2 3 4 5 6 7 8 9 10 11 12 n=12 1200 900 1350 1500 1200 1650 1500 1500 1350 1050 1800 1800 电费(元)y 5000 4250 5625 5625 5375 6875 6150 6300 5800 4875 7200 7250 X 1440000 810000 1822500 2250000 1440000 2722500 2250000 2250000 1822500 1102500 3240000 3240000 22xy 6000000 3825000 7593750 8437500 6450000 11343750 9225000 9450000 7830000 5118750 12960000 13050000 ?x=16800 ?y=70325 ?x=24390000 ?xy=101283750 根据表2- 1a资料，得
《管理会计》各章节练习作业答案 第一章练习题及答案 二、多项选择题 1、管理会计属于（）。 A.现代企业会计 B.经营型会计 C.外部会计 D.报账型会计 E.内部会计 2、管理会计的职能包括( )。 A.参与经济决策 B.控制经济过程 C.规划经营目标 D.预测经济前景 E.考核评价经营业绩 3、( )属于现代管理会计的基本内容。 A.预测决策会计 B.责任会计 C.预算会计 D.规划控制会计 E.以上都是 4、( )的出现标志管理会计的原始雏形的形成。 A.标准成本计算制度 B.变动成本法 C.预算控制 D.责任考评 E.以上都是 5、下列项目中，属于在现代管理会计阶段产生和发展起来的有( )。 A.规划控制会计 B.管理会计师职业 C.责任会计 D.管理会计专业团体 E.预测决策会计 6、下列项目中，可以作为管理会计主体的有( )。 A.企业整体 B.分厂 C.车间 D.班组 E.个人 7、管理会计是( )。 A.活帐 B.呆帐 C.报账型会计 D.外部会计 E.经营型会计 8、下列关于管理会计的叙述,正确的有( )。 A.工作程序性较差 B.可以提供未来信息 C.以责任单位为主体
D.必须严格遵循公认会计原则 E.重视管理过程和职工的作用 9、可以将现代管理会计的发展趋势简单地概括为（） A.系统化 B.规范化 C.职业化 D.社会化 E.国际化 10、西方管理会计师职业团体主要从事的工作包括（） A.组织纯学术研究 B.组织专业资格考试 C.安排后续教育 D.制定规范和标准 E.推广管理会计方法 ABE、A BCDE、A BD、A C、B CDE、A BCDE、A DE、A BCE、A BCDE、BCDE 第二章练习题及答案 二、多项选择题 1、成本按其核算的目标分类为( )。 A.质量成本 B.未来成本 C.责任成本 D.业务成本 E.历史成本 2、固定成本具有的特征是( )。 A.固定成本总额的不变性 B.单位固定成本的反比例变动性
CHAPTER 4 COVERAGE OF LEARNING OBJECTIVES
CHAPTER 4 Cost Man ageme nt Systems and Activity-Based Cost ing 4-A1 (20-30 mi n.) See Table 4-A1 on the follow ing page. 4-A2 (25-30 min.) 1. Mercha ndise Inven tories, 1,000 devices @ $97 $97,000 2. Direct materials inven tory $ 40,000 Work-i n-process inven tory 0 Fin ished goods inven tory 97,000 Total inven tories $137,000 3. NILE ELECTRONICS PRODUCTS Stateme nt of Operati ng In come For the Year Ended December 31,20X9 Sales (9,000 units at $170) $1,530,000 Cost of goods sold: Beg inning inven tory $ 0 Purchases 970,000 Cost of goods available for sale $ 970,000 Less ending inven tory 97,000 Cost of goods sold (an expe nse) 873,000
Gross margin or gross profit Less other expe nses: sell ing & adm ini strative costs Operat ing in come (also in come before taxes in this example)$ 657,000 185,000 $ 472,000