Documente Academic
Documente Profesional
Documente Cultură
\
|
+
+
= 19.47%
Where:
A% = Cost of capital which gives positive NPV
B% = Cost of capital which gives negative NPV
P = Positive NPV
N = Negative NPV
55
(iv) Sensitivity of Labour Costs
Annual labour costs: K110 million p.a. for 4 years
Sensitive Factor = 100%
cost labour of PV
NPV
= 3.7%
2.690 m K110
m K11
=
Absolute = = =
2.690
11
AF
NPV
K4,089,219 per annum
Change % = 3.7% 100%
0 110,000,00
4,089,219
=
56
Solution 5
(a) (i) Business process re-engineering (BPR) is one of a number of techniques that have been
advocated to overhaul existing business processes and practices with a view to radically
improving organizational performance. It goes further than routine, automation and
rationalisaton.
BPR is not confined to manufacturing processes and has been applied to a wide range of
administrative and operational activities. In each case the idea is to ask radical questions
about why things are done in a particular way, and whether alternative methods could
achieve better results. Often the focus has been on staffing levels, the implication being that
more staff are employed than are strictly needed to achieve the desired outcome. However,
this is a by-product of the technique and is not a main purpose of BPR.
(ii) Advantages of BPR
(1) BPR revolves around customer needs and helps to give an appropriate focus to the
business and its purpose.
(2) BPR provides cost advantages that assist the organizations competitive position.
(3) BPR encourages a long-term strategic view of operational processes by asking radical
questions about how things are done and how processes could be improved.
(4) BPR helps overcome the shortsighted approaches that sometimes emerge from
excessive concentration on functional boundaries. By focusing on entire processes the
exercise can streamline activities throughout the organization.
(5) BPR can help to reduce organizational complexity by eliminating unnecessary
activities.
(ii) Disadvantages of BPR
(1) BPR is sometimes seen (incorrectly) as a means of making small improvements in
existing practices. In reality, it is a more radical approach that questions whether
existing practices make any sense in their present form.
(2) BPR is sometimes seen (incorrectly) as a single, once-for-all cost- cutting exercise. In
reality, it is not primarily concerned with cost cutting (though cost reductions often
result), and should be regarded as ongoing rather than once-for-all. This
misconception often creates hostility in the minds of staff who see the exercise as a
threat to their security.
(3) BPR requires a far-reaching and long-term commitment by management and staff.
Securing this is not an easy task, and many organizations have rejected the whole idea
as not worth the effort.
57
(b) Advantages claimed for the use of activity based budgeting include the following:
(1) Resource allocation is linked to a strategic plan for the future, prepared after considering
alternative strategies.
(2) New high priority activities are encouraged, rather than focusing on the existing planning
model. Activity based budgeting focuses on activities. This allows the identification of the
cost of each activity. It also allows the ranking of activities where financial constraints limit
the range of activities that may be achieved.
(3) There is more focus on efficiency and effectiveness and the alternative methods by which
they may be achieved. Activity based budgeting assists in the operation of a total quality
philosophy.
(4) It avoids arbitrary cuts in specific budget areas in order to meet the overall financial targets.
Non-value adding activities may be identified as those which should be eliminated.
(5) It tends to increase management commitment to the budget process. This should be
achieved since the activity analysis enables management to focus on the objectives of each
activity. Identification of primary and secondary activities and non-value added activities
should also help in motivating management in activity planning and control.
(N.B. Only four advantages are required but five advantages have been given here).
58
Solution 6
(a)
Report
To: Management Team
From: Management accountant
Date: 1 June, 2010
Ref MA/005/al/AMM
Subject: Quality Related Costs
1 Introduction
This report explains quality related costs
2 Quality costs
There are two main types of quality costs, these being cost of conformance and costs of
non-conformance. Conformance costs are further analysed into prevention costs, and
appraisal costs. Costs of non-conformance can be further analysed into internal failure costs
and external failure costs.
2.1 Prevention costs are the costs incurred prior or during production to prevent substandard or
defective product or services being produced. Examples of these include costs of quality
engineering and design or development of quality control or inspection equipment.
2.2 Appraisal costs are the costs incurred to ensure that the output produced meet required
quality standards. Examples would include acceptance testing costs and the cost of
inspection of goods inwards.
2.3 Internal failure costs are the costs arising from inadequate quality, which are identified
before the transfer of ownership from supplier to purchaser. Relevant examples include re-
inspection costs and losses due to lower selling prices from sub-quality goods.
2.4 External failure costs are the costs arising from inadequate quality discovered after the
transfer of ownership from the supplier to purchaser. Relevant examples would include
product liability costs and costs of repairing products returned from customers.
If you need further clarification, please do not hesitateto contact me.
Signed: Management Accountant
59
(b)
Purchase Option
Year 0 Year1 Year2 Year3 Year4
K000 K000 K000 K000 K000
Investment(bus) (45,000)
Capital allowance savings 1,688 2,953 2,812 1,547
Scrap value 15,000
(45,000) 1,688 2,953 17,812 1,547
Discount rate at 12% 1.000 0.893 0.797 0.712 0.636
PV (45,000) 1,507 2,354 12,682 984
NPV = K (27,473)
Working
Capital allowance savings and their timings
CA Tax at 30% Year1 Year2 Year3 Year4
K000 K000 K000 K000 K000 K000
Machine cost 45,000
Year 1 WDA at 25% (11,250) 3,375 1,688 1,687
33,750
Year 2 WDA at 25% (8,438) 2,531 1,266 1,265
25,312
Year 3
Disposal (15,000)
Balancing allowance 10,312 3,094 1,547 1,547
Tax saved 1,688 2,953 2,812 1,547
60
Lease Option
Year 0 Year1 Year2 Year3 Year4
K000 K000 K000 K000 K000
Payment (3,750) (14,976) (14,976) (14,976)
Tax relief at 30% 563 562 2,246 2,246
2,247 2,247 2,247 2,246
(3,187) (12,167) (10,483) (10,483) 2,246
Discount rate at 12% x 1.000 x 0.893 x 0.797 x 0.712 x0.636
PV (3,187) (10,865) (8,355) (7,464) 1,428
NPV = K (28,443)
Advice
On financial grounds, RRTS should purchase outrightly the new Toyota Hiace minibus because the cost
is lower.
61
Solution 7
(a) Planning price variance
K
A 400 kg K(190 160) 12,000
B 700 kg K(120 100) 14,000
planning variance 26,000 (A)
(b) (i) Operating price variance
K
A (190 180) 428 4,280 (F)
B (K120 K120) 742 -
C (332 328) 125 500 (F)
D (2,000 950) 1 1,050 (F)
operating price variance 5,830 (F)
(ii) Operating usage variance
K
A (400 428) K190 5,320 (A)
B (700 742) K120 5,040 (A)
C (99 125) K332 8,632 (A)
D (1- 1) K2,000 0
operating usage variance 18,992 (A)
(c) Advantages
(i) Standard costs are more relevant because they are kept up to date with changing
circumstances.
(ii) Motivation is improved because standards are more relevant and achievable.
(iii) Responsibilities can be readily identified for each variance and control reporting is improved.
(iv) Factors which are outside the control of management are separately identified so that they
could concentrate on the controllable factors.
Disadvantages
(i) There is a tendency to try and explain away all the variances as planning errors, so that
operating variances appear small.
(ii) It may be difficult to obtain an objective revised standard.
(iii) The work involved in updating standards regularly is considerable and time consuming.
62
(d) Ingredients Mix Variance
Std Mix
Kg
Actual mix
Kg
Variance
Kg
Std price Variance
K K
A
\
|
|
|
.
|
1,200
400
432 428 4.00 (F) 190 760 (F)
B
\
|
|
|
.
|
1,200
700
756 742 14.00 (F) 120 1,680 (F)
C
\
|
|
|
.
|
1,200
99
106.92 125 18.08 (A) 332 6,003 (A)
D
\
|
|
|
.
|
1,200
1
1.08 1 0.08 (F) 2,000 160 (F)
1,296.00 1,296.00 0 3,403 (A)
Ingredients Yield Variance
1,296 kg should have yielded : 1,296 x 97 %kg = 1,257.120 kg
1,296 kg yielded 1,164.000 kg
93.120 kg (A)
X
K167.412 per kg(W.1)
Yield Variance K15,589 (A)
Working : W.1 - Weighted Average ingredients standard cost per kg
K
A 400 K190 76,000
B 700 K120 84,000
C 99 K332 32,868
D 1 K2,000 2,000
1,200 194,868
3% loss 36 -
Output 1,164 194,868
63
Average cost per kg = K194,868 1,164 = K167.412 per kg
(e) Standard ingredient cost per batch
K
A 400K160 64,000
B 700 K100 70,000
C 99 K332 32,868
D 1 K2,000 2,000
168,868
Labour standard cost 18hrs K3,250 58,500
Total standard cost 227,368
Actual cost per batch
K
A 428 K180 77,040
B 742 K120 89,040
C 125 K328 41,000
D 1 K950 950
208,030
Labour 20hrs K3,000 = 60,000
268,030
Total variance for the batch:
Total Standard Cost K227,368
Total Actual cost K268,030
K40,662 (A)
END
64
ZAMBIA INSTITUTE OF CHARTERED ACCOUNTANTS
CHARTERED ACCOUNTANTS EXAMINATIONS
PROFESSIONAL LEVEL
P2: ADVANCED MANAGEMENT ACCOUNTING
SERIES: JUNE 2011
TOTAL MARKS 100 TIME ALLOWED: THREE (3) HOURS
INSTRUCTIONS TO CANDIDATES
1. You have ten (10) minutes reading time. Use it to study the examination paper carefully so that you
understand what to do in each question. You will be told when to start writing.
2. There are SEVEN questions in this paper. You are required to attempt any FIVE questions. ALL
questions carry equal marks.
3. Enter your student number and your National Registration Card number on the front of the answer
booklet. Your name must NOT appear anywhere on your answer booklet.
4. Do NOT write in pencil (except for graphs and diagrams).
5. The marks shown against the requirement(s) for each question should be taken as an indication of
the expected length and depth of the answer.
6. All workings must be done in the answer booklet.
7. Discount Factor tables/Present Value and Annuity Tables are attached at the end of the question
paper.
8. Graph paper (if required) is provided at the end of the answer booklet.
65
Question 1
Moze Plc has identified a market for a new product at a selling price of K600 per unit. It has yet to
quantify its estimate of the volume of the market in product units.
The estimated cost structure for the product per unit is as follows:
Materials A: 8.5kg at K10 per kg
Materials B: 1.5kg (material B is a special input raw material)
Variable overheads are 60% of the selling price
Moze Plc must place an advance order for the coming year with the supplier for material B. It intends to
enter into an advance contract for material B for the coming year at one of three levels high, medium or
low which correspond to the requirements of a high, medium or low level of demand for the product.
The level of demand for the product will not be known when the advance order for material B is entered
into. A set of probabilities have been estimated by the management as to the likelihood of demand for the
product being high, medium or low. See the table below.
The amount of material B actually supplied will always be equal to the actual demand level. However,
because of the effects of unidentified volume on supplier costs;
(i) Where the advance order entered into for Material B was lower than that required for the level of
demand which is actually achieved, a discount from the original price of supply is allowed to Moze
Plc for the total quantity of material B which is purchased.
(ii) Where the advance order entered into for Material B was in excess of that required for the actual
level of demand achieved, a penalty payment( premium) in excess of the original price of supply is
payable for the total quantity of Material B which is purchased.
A summary of additional information relating to the above points is as follows:
Units Probability Advance order
High 15,000 0.3 K20.00
Medium 12,000 0.5 K24.00
Low 8,000 0.2 K28.00
66
Material B order discount or premium cost on conversion from:
Conversion discount Conversion premium (penalty)
Low to Medium K3.00
Medium to High K2.00
Low to High K4.00
Medium to Low K8.00
High to Medium K6.00
High to Low K18.00
Required:
(a) Prepare a summary which shows the total budgeted contribution earned by Moze Plc from
the new product for the coming year for each of the nine possible outcomes which may result
from the above data. (11 marks)
(b) Using figures from your answer to (a) as a relevant, indicate the advance level order size
which should be chosen for Material B and comment on the management attitude to risk
where the decision is based on each of the following criteria:
(i) Maximizing expected value (3 marks)
(ii) Maximax (3 marks)
(iii) Maximin. (3 marks)
(Total: 20 marks)
67
Question 2
Luangwa Plc operates two divisions, Petauke Division(P) which manufactures the material for the
intermediate products and Kasama Division (K) which produces the complete products for sale.
Petauke Division
The Petauke(P) division produces two separate materials, material A and material B. Both materials take
the same amount of labour time to produce a unit. Material A is sold to external customers only for K28
per unit. Division P incurs variable costs in producing this material of K18 per unit and fixed overheads
amount to K2 per unit. The budgeted production and sales of material A for June 2010 is 5,400 units.
Material B is sold to division K only. The transfer price that has been set for each unit is full cost plus
20%. This material is available externally for K52 per unit but division K has been told by management
that they must buy the material from division P. Division P incurs variable costs of K40 per unit and fixed
overheads of K16 per unit in producing material B. Budgeted production and sales for June 2010 is 4,000
units.
Division P has spare capacity.
Kasama Division
Division Kasama(K) uses material B to manufacture one unit of its final product called Tobwa. It incurs
additional processing costs of K60 per Tobwa and anticipates that it will produce and sell 4,000 Tobwas
in June 2010 for K120 each.
Required:
(a) Using the forecast information, calculate the profit for June 2010 for division P, division K and
Luangwa Plc. (5 marks)
(b) Discuss the likely reaction of division P and division K to the transfer price being set at full cost plus
20%. Recommend, with reason(s), a range for the transfer prices of material A.
(6 marks)
(c) Assuming division P is now working at full capacity, in terms of labour. Recommend, with
reason(s), a new range of transfer prices for material A. (3 marks)
(d) Luangwa Plc manufactures a state of the art baby pram for infant children. The pram is
manufactured from a rare substance which gives it superior strength and quality compared to any
other prams on the market. The marketing director believes that the fact that the pram weighs half
of the weight of all currently available travel systems and is cutting edge in terms of style, will give
the company a considerable competitive advantage. The senior management committee is now in
the process of putting together a pricing strategy.
68
Required
(i) Briefly explain what is meant by a market skimming pricing strategy and a market penetration
pricing strategy.
(ii) Discuss the relative advantages to Luangwa Plc of each approach in the context of the pram
and recommend which approach should be used. (6 marks)
(Total: 20 marks)
69
Question 3
Mukulumpe Estates produces and sells a number of different types of ground coffee. The following
standard and actual information is available for Period 1 of 2010 for one particular type of coffee, Frisco.
Budget Actual
Sales and Production 3,000 3,600
Material price per kg K800 K760
Labour price per hour K600 K660
Kgs of material 5,000 4,500
Labour hours 6,000 7,000
Additional information
The actual labour costs and material costs for Frisco are 10% higher and 5% lower, respectively, than
the original budget.
6% of the labour cost increase from the original standard is due to an underestimation of a wage award.
The remaining 4% increase is due to poor short term decision making.
3% of the material cost reduction is due to a fall in general market prices. The remaining 2% is due to
short term operational improvements.
Required:
(a) Calculate the material price, material usage, labour rate and labour efficiency variances for Frisco
for Period 1 of 2010. Where appropriate, planning and operational variances should be calculated
and a brief explanation should be given for the reasons for calculating each of these planning and
operational variances. (10 marks)
(b) The following information is available for Period 1 of 2010 for the Ricoffy, another of Mukulumpe
Estates coffee brand.
Standard material for one bottle of coffee is as follows:
Material Amount in kg Standard cost per kg
X 5 K100
Y 0.5 K300
During Period 1 of 2010 actual production of Ricoffy was 4,500 bottles. The actual materials used
are as follows:
Material Amount in kg Standard cost per kg
X 21,500 K120
Y 2,700 K320
70
Required:
Calculate the materials mix and yield variances for Ricoffy for Period 1 of 2010. Include a brief
comment on the two variances calculated. (4 marks)
(c) Discuss three reasons why the use of a standard costing system is considered inappropriate in a
company that operates in an advanced technology manufacturing environment. (6 marks)
(Total: 20 marks)
71
Question 4
Chishinga Ltd is a manufacturer of high-quality tools for those working in the engineering industry. The
mission statement of the company declares that it is dedicated to maximizing the wealth of its
shareholders and, since it was formed in 2002, the company has grown rapidly. Recently, the company
has developed a new type of circular saw and the directors of the company are now considering whether
this saw should be manufactured and sold. The following information is available to help evaluate the
viability of the new product:
(i) Costs incurred in designing and developing the new saw, which have all been paid, were
K220,000,000. These costs are to be written off in equal installments against profits generated over
the new products expected life of four years.
(ii) Sales are expected to be 18,000 saws per year over the next four years. The selling price of each
saw will be K40,000 in the first three years and K30,000 in the final year.
(iii) Variable costs are estimated to be K15,000 for each saw.
(iv) Additional fixed costs are expected to be K295,000,000 per year. This includes a charge for
depreciation of equipment used in the manufacture of the saw of K80,000,000 per year.
(v) Equipment that originally cost K800,000,000 and which has a written down value of K450,000,000
will be used to produce the new product. If the new saw is not manufactured, the equipment will be
sold immediately for K420,000,000 as it cannot be used for any other purpose. If, however, the saw
is manufactured, the equipment will be sold at the end of four years for K86,000,000.
(vi) Additional working capital of K120,000,000 will be required immediately to support the manufacture
of the new product. This will be released at the end of the life of the new product.
(vii) Chishinga Ltd is liable to pay tax on its profit at the rate of 30% and tax payable is paid one year in
arrears. Writing-down allowances are available at 25% each year on a reducing balance basis.
When applying NPV and discounted payback methods, the company uses a post tax cost of
capital of 10% and adopts a maximum discounted payback period of two years.
Required:
(a) Calculate the net present value of the new saw. (10 marks)
(b) Calculate the discounted payback period of the new saw. (2 marks)
(c) Evaluate the investment criteria adopted by the business and state, with reasons, whether
the new saw should be produced. (6 marks)
(d) Calculate by how much in percentage terms that the incremental fixed costs have to increase
before the NPV of the circular saw becomes zero. (2 marks)
(Total: 20 marks)
72
Question 5
(a) The government of the Republic of Zambia provides a free national health service for its
citizens. Public spending on health care has increased significantly over the past five years. The
government is keen to assess the benefits of such spending by looking at how well the
local district hospitals can convert the increased resources into improved outcomes.
Each local district hospital has the following objectives for 2010:
To deliver excellence for patients
- To be one of the best hospitals in the country, providing outstanding healthcare.
- To meet patient expectations by achieving waiting time targets.
- To support patient choice through a comprehensive range of services.
To deliver excellence for staff
- Ensuring a high quality working life
- Treat each other with respect, fairness and dignity
- Support the training needs and development of staff.
To deliver excellence for the national health service
- To work with other organizations to ensure the most effective local service is available within
the available financial resources.
- To lead the way in controlling costs and increasing efficiency in the use of its resources.
In the past, there have been difficulties measuring performance in this sector and, as a result,
it is felt that a more formal value for money(VFM) framework should be implemented.
Required:
(i) Discuss the performance analysis problems that may arise as a result of the local district
hospital being given a number of non-quantifiable objectives, as stated above.
(4 marks)
(ii) Explain how the government may determine if the local district hospital are effective in
providing value for money (VFM). (6 marks)
(iii) Discuss the potential conflicts that may arise as a result of the local district hospital having
multiple objectives. (4 marks)
(b) The citizens of Zambia can also pay for private healthcare. Premier Health Solutions Ltd (PHS Ltd)
owns and runs twenty private hospitals, all of which are located close to a major city. Each hospital
is treated as an investment centre.
73
Summary divisional financial statements for the year to 31 December
Statement of Financial Position Income statement
Kmillion Kmillion
Non-current assets 2,400 Revenue 7,300
Current assets 1,000 Operating costs 6,800
Total assets 3,400 Operating profit 500
Interest paid 320
Divisional equity 1,500 Profit before tax 180
Long-term borrowings 900
Current liabilities 1,000
Total equity and liabilities 3,400
The cost of capital for the division is estimated at 11% each year.
The Kitwe Memorial Hospital (one of the twenty private hospitals) has a target return on investment
(ROI) of 15%.
Required:
Calculate the divisional return on investment (ROI) and the division residual income (RI). Based on
the figures calculated, briefly comment on the performance of the hospital. (6 marks)
(Total: 20 marks)
74
Question 6
(a) It has been suggested that much of the training of management accountants is concerned with cost
control whereas the major emphasis should be on cost reduction.
Required:
(i) Distinguish between cost control and cost reduction. (4 marks)
(ii) Give three examples of cost control techniques and three examples of cost reduction
techniques. (3marks)
(b) Explain Business Process Re-engineering(BPR) and its links with Just-in Time(JIT), Total Quality
Management(TQM), Supply Chain Management(SCM) and Activity Based Costing(ABC).(9 marks)
(c) Vakudya Ltd (V Ltd) is a well established food manufacturer which makes semi-processed foods
such as chapatti, smocked sausages, pre-packed chips, etc for a fast food chain outlet called Eat
Well Restaurant. V Ltd does not have a formalized total quality management programme.
Your managing director attended a conference(organized by ZICA) in Livingstone where one of the
presenters talked about the concept of Total Quality Management(TQM) and quality related costs .
Required:
Explain four quality cost classifications, using examples relevant to the business of Vakudya Ltd.
(4 marks)
(Total: 20 marks)
75
Question 7
(a) Mwansabombwe Enterprises Ltd makes and sells a range of three gardening products.
Budgeted data for the next year are:
Product A B C
Sales volume (Units) 20,000 17,000 16,000
Selling price per unit K250.00 K300.00 K170.00
Direct cost per unit:
Materials K47.50 K52.75 K38.30
Labour K28.88 K32.80 K21.32
Royalties K5.00 K7.00 K4.80
Production overheads K73.92 K95.04 K42.24
Production overheads are absorbed on a machine hours basis, at a rate of K52.80 per machine
hour. 40% of overheads are estimated to be fixed.
A total of 73,000 machine hours are available for the year.
Required:
Based on the budgeted sales mix, calculate:
The number of units of each product which will be sold at the break-even point; (6 marks)
The margin of safety, expressed as a % of budgeted sales revenue. (2 marks)
(b) Kililabombwe Plc also prepared a budget for 2011 for four products. The details are as follows:
Product Sales Selling Price Per Unit Variable Cost Per Unit
(000 units) (K) (K)
W 20 40 28
X 20 80 16
Y 100 8 8.40
Z 40 20 14
Budgeted fixed overhead costs are K960,000 per annum.
Required:
(i) Prepare the profit volume graph for the four products. (6 marks)
(ii) Explain the graph to the management, comment on the results shown and state the break-
even point. (3 marks)
(iii) Briefly describe three ways in which the overall contribution to sales ratio can be improved.
(3 marks)
(Total: 20 marks)
END OF PAPER
76
77
JUNE 2011
P2 ADVANCED MANAGEMENT ACCOUNTING
SUGGESTED SOLUTIONS
78
Solution 1
Advance Demand for Probability Contribution Total cost Net product
order size for product
(excl. material B) (material B)
K000 K000 K000
High High 0.3 2,325 (450) 1,875
Medium 0.5 1,860 (468) 1,392
Low 0.2 1,240 (456) 784
Medium High 0.3 2,325 (495) 1,830
Medium 0.5 1,860 432) 1,428
Low 0.2 1,240 (384) 856
Low High 0.3 2,325 (540) 1,785
Medium 0.5 1,860 (450) 1,410
Low 0.2 1,240 (336) 904
Workings
(b) (i) (W1) Contribution excluding Material B
Product demand
High Medium Low
Sales (units) 15,000 12,000 8,000
K000 K000 K000
Sales revenue (at K600) 9,000 7,200 4,800
Material (at K85) (1,275) (1,020) (680)
VOH (at 60% of revenue) (5,400) (4,320) (2,880)
Contribution 2,325 1,860 1,240
(W2) Examples of workings of Material B
High advance level of order of material B and low actual requirement:
The purchase price of K20 per kg is subject to a penalty of K18 per kg. The cost of
material B is, therefore, 8,000 units x 1.5kg K38 = K456,000.
Low advance level of order of material B and medium actual requirement:
The purchase price of K28 per kg is subject to a discount of K3.00 per kg. The cost of
material B is, therefore, 12,000 units 1.5 kg K25.00 = K450,000.
79
(b) (i)
Advance Demand for Contribution Probability Total cost Net product
order size for product
K000 K000
High High 1,875 0.3 562.5
Medium 1,392 0.5 696.0
Low 784 0.2 156.8
EEVhigh = 1,415.3
Medium High 1,830 0.3 549.0
Medium 1,428 0.5 714.0
Low 856 0.2 171.2
EEVmedium = 1,434.2
Low High 1,785 0.3 535.5
Medium 1,410 0.5 705.0
Low 904 0.2 180.8
EEVlow = 1,421.3
Summary
High advanced order EV of contribution: K1,415,300
Medium advanced order EV of contribution: K1,434,200
Low advanced order EV of contribution: K1,421,300
Using the EV rule, a medium level advance order size for material B should be entered into because this
level gives the highest EV of total contribution. Managements attitude to risk is neutral.
(a) (ii) Maximax
Maximax suggests that the decision maker should look for the largest possible contribution
from all the outcomes.
Highest Total Contribution
High advanced order K1,875,000
Medium advance order K1,830,000
Low advance order K1,785,000
Using the maximax rule, a high level advance order size for material B should be entered into
because this level gives the best possible total contribution. Management attitude to risk is
risk seeking/taking.
80
(b) (iii) Maximin
Maximin suggests that the decision maker should look for the strategy which maximizes the
minimum possible contribution
Least Total Contribution
High advance order K784,800
Medium advance order K856,000
Low advance order K904,000
Based on maximin rule, a low level advance order should be entered into by management
because this level offers the best contribution out of the three worst outcomes. Management
attitude to risk is risk averse.
81
Solution 2
(a) Summary Forecast Profit for June 2010
Division P Division K Group
K K K
External Sales
(K28 5,400/K120 4000) 151,200 480,000 631,200
Internal Sales
4,000 K67.20(W.1) 268,800
420,000
Less: Costs
Transfer costs (268,800)
Own costs
Material A (K20 5,400) (108,000) (108,000)
Material B (K56 4,000) (224,000) (224,000)
Division K (K60 4,000) (240,000) (240,000)
88,000 (28,800) 59,200
(W.1) transfer price
Variable cost of B K40.0
Fixed cost of B K16.0
Full cost K56.0
+20% profit K11.2
Full cost = 67.20
(b) Division P
Division P is likely to view the transfer price of K67.20 as fair. This price ensures that all the costs
relating to producing B are recouped and that the division also earns a 20% profit.
The division may consider the 20% profit mark up as being too low since their external sales of A
earn a mark-up of 40%.
|
.
|
\
|
108,000
K43,200
However, overall division P will probably be happy with the
transfer price that has been set.
Division K
Division K is unlikely to view the transfer price as fair. The transfer price of B is K67.20 per unit but
division K could buy B externally for K52.
The high transfer price has resulted in a forecasted loss for division K in June 2010. Division K will
not want to be appraised on this loss.
82
Recommended transfer price
Maximum price the maximum price that division K will be willing to pay is K52 per unit. This is the
external market price and division K would be able to source the units at this price.
Minimum price the minimum price that division P will be willing to transfer the units of B is at K40
per unit. This is the variable cost per unit and B will want to ensure that, at a very minimum, these
costs are covered.
Range the price will be negotiated between the two divisions within the range of K40 to K52 per
unit. Division K would aim to drive the price down below the market price of K52 per unit. Division P
would aim to increase the price above K40 per unit in order to cover some of the fixed costs and
potentially allow for some profit.
The transfer price that is agreed upon should result in fair performance evaluation for both divisions
but should also result in goal congruence with the overall profits of Luangwa plc being maximized
as a result of the price set.
(c) Maximum price the maximum price will stay the same as in part (b), i.e the external market price
of K52 per unit.
Minimum price this will change as a result of full capacity within division P. If division P chooses
to make a unit of B for internal transfer, there will be an opportunity cost because they will forego
the contribution from the unit of A i.e K28-K18=K10 per unit (both units take the same labour time
to produce). Therefore the minimum price that division P will be willing to transfer the units of B is
the variable cost of K40 per unit plus the lost contribution from A of K10 per unit.
Range the transfer price will be negotiated between K50 and K52.
(d) Marketing skimming
Market skimming involves charging a high price relative to competitors. It is an attempt to exploit
those sections of the market which are relatively insensitive to price changes. Initially high prices
may be charged for the pram to take advantage of the novelty appeal of the new product when
demand is initially inelastic.
Advantages:
The main advantage is that the contribution earned per unit is high. This offers a safeguard against
an expected future increases in costs or a large fall in demand after the novelty appeal has
declined.
Once the market becomes saturated the price could be reduced to match of those of competitors in
order to attract the part of the market that has not been exploited.
83
Disadvantages:
The potential disadvantage is that the market will be restricted. It would be necessary to advertise
to promote the technological and quality advantages to potential customers which would help to
justify the higher price. This should help to make the target market segment for the pram as large
as possible. Another disadvantage is that with high prices being charged, potential competitors will
be tempted to enter the market. Barriers to entry, such as patents and brand loyalty, must be high
in order to deter those potential competitors.
Penetration Pricing
Penetration pricing is the charging of low prices will encourage people to try the pram rather than
keeping with the familiar existing product. This incentive would appear unnecessary in this case on
two counts. Firstly, the reputation of the company seems to well established with the Tobwa being
well accepted a year ago. Secondly, the pram is very advanced in terms of strength, style and
quality compared with the competition. The none-price advantage may be sufficient to encourage
people to choose this product.
The advantage of penetration pricing is that it should result in a high market share.
Disadvantages: the high market share could be a disadvantage since the high demand may result
in unfulfilled demand for the Tobwa. This could impact the companys reputation in the long run.
Another disadvantage of charging a low price is the small contribution generated on sales. It may
be necessary to charge a lower price at a later stage if a superior quality competitor comes on to
the market.
Recommended pricing strategy
In this situation the approach proposed is to charge a high price relative to competitors when the
pram is launched and a price similar to that of competitors in later years because:
- It enables a high initial contribution to be earned per pram to compensate for the higher
average cost caused by volume being lower and to aid recovery of development costs.
- It is likely to match demand with production, i.e. low at first and increasing thereafter. High
prices in the first year should prevent excess demand and waiting lists forming.
- A high initial price may make it easier to boost market share in the second year when prices
are reduced.
84
Solution 3
(a) Material price planning variance
The 3% fall in market prices results in a planning variance since operational managers could not
have controlled this fall
(W1) Revised standard material cost per Kg = K800 x 0.97= K776
K
Original budget: actual material of 4,500kg should cost XK800/kg 3,600,000
Revised budget: actual material of 4,500kg should cost X K776/kg 3,492,000
Planning variance 108,000(F)
Material price operational variance
The remaining 2% fall in material cost is due to short term operational improvements. These
improvements are under the control of Makulumpe Estates and therefore should be taken into
account as part of the operational variance.
K
Actual material of 4,500kg should cost X K776/kg (revised budgeted cost) 3,492,000
Actual material of 4,500kg did cost X K760 3,420,000
Operational variance 72,000(F)
Material usage variance
There is no need to split this variance into planning and operational variances.
(W2) standard kg of material per bottle = 5,000kg/3,000 bottles = 1.6667kg per bottle
Actual production of 3,600 bottles should use 1.6667kg per bottle (W2) 6,000
Actual production of 3,600 bottles did use 4,500
Variance 1,500( F)
1,500kg x revised standard cost per kg of K776 = K1,164,000(F)
Labour rate planning variance
6% of the increase in labour costs is due to an under-estimation of a wage award. This was due to
poor planning and should therefore be included as part of the calculation of the planning variance.
(W3) Revised standard cost of labour =K600 per hour 1.06 = K636 per hour
K
Original budget: actual labour hours of 7,000 should cost K600/hour 4,200,000
Revised budget: actual labour hours of 7,000 should cost K636/hour 4,452,000
Planning variance 252,000(A)
85
Labour rate operational variance
The remaining 4% of the labour cost increase is due to poor short term decision making. These
decisions are under the control of Mukulumpe Estates and therefore the impact should be included
in the operational variance.
K
Actual labour hours of 7,000 should cost K636/hour
(revised budgeted cost) 4,452,000
Actual labour hours of 7,000 did cost K660/hour 4,620,000
Operational variance 168,000 (A)
Labour efficiency variance: there is no need to split this variance into planning and operational
variances.
(W4) Standard labour hours per bottle = 6,000 hrs/3,000 bottles = 2 hrs per bottles
Hours
Actual production of 3,600 bottles should take 2 hours per bottle (W4) 7,200
Actual production of 3,600 bottles did take 7,000
Variance 200( F)
200( F) hours x revised standard cost per hours of K636 = K127,200(F)
(b) Material mix variance
Material Actual usage Actual usage variance Std price Variance (K)
In std mix actual mix per kg
X
|
.
|
\
|
5.5
5
22,000 21,500 500 (F) K100 50,000 (F)
Y
|
.
|
\
|
5.5
0.5
2,200 2,700 500 (A) K300 150,000 (A)
24,200 24,200 K100,000 (A)
Comment
The actual mix has used more material Y and less of material X than the standard mix. Material Y
is more expensive than material X resulting in an adverse variance.
86
Material Yield Variance
Bottles
Standard yield 24,200 kg should have yielded 5.5 = 4,400
Actual yield 24,200 kgs yielded 4,500
100 bottles (F)
X K650
= K65,000 (F)
Working: weighted average standard cost per bottle
Material X: 5kg K100 = K500
Material Y: 0.5kg K300 = K150
K650
(c) In a JIT environment measuring standard costing variances may encourage dysfunctional
behaviour. A JIT production environment relies on producing small batch sizes economically
by reducing set up times. Performance measures that benefit from large batch sizes or
producing for inventory should therefore be avoided.
In an AMT environment the major costs are those related to the production facility rather than
production volume related costs such as materials and labour which standard costing is
essentially designed to plan and control. Fixed overhead variances dont necessarily reflect
under or overspending but may simply reflect differences in production volume. An activity
based cost management system may be more appropriate, focusing on the activities that
drive the cost.
In a total quality environment, standard costing variance measurement places an emphasis
on cost control to the detriment of quality. Cost control may be achieved at the expense of
quality and competitive advantage.
A continuous improvement environment requires a continual effort to do things better rather
than achieve an arbitrary standard based on prescribed or assumed conditions. In todays
competitive environment cost is market driven and is subject to considerable downward
pressure. Cost management must consist of both cost maintenance and continuous cost
improvement.
In a JIT/AMT/TQM environment the workforce is usually organised into empowered, multi-
skilled teams controlling operations autonomously. The feedback they require is real time.
Periodic financial reports are neither meaningful nor timely enough to facilitate appropriate
control action.
87
Solution 4
(a) NPV Model K000
Year 0 1 2 3 4 5
K K K K K K
Equipment cost (420,000)
Scrap value 86,000
Working capital (120,000) 120,000
Cash profit 235,000 235,000 235,000 55,000
Tax relief (W2) 31,500 23,625 17,719 27,356
Tax payable (W1) (70,500) (70,500) (70,500) (16,500)
Net cash flows (540,000) 235,000 196,000 188,125 208,219 10,856
Discount factor
@ 10% 1.0 0.909 0.826 0.751 0.683 0.621
PV (540,000) 213,615 161,896 141,282 142,214 6,742
NPV 125,749
(b) Discounted payback
Year 0 1 2 3 4 5
K K K K K K
PV (540,000) 213,615 161,896 141,282 142,214 6,742
Cum. PV (540,000) (326,385) (164,489) (23,207) 119,007 125,749
Discounted Payback = 3 years + y ears
142,214
23,207
= 3.16 years
(a) The NPV method of investment appraisal takes into consideration all relevant cash flows relating to
a project and discounts these cash flows to take account of both risk and time value of money. It is
conceptually sound and entirely consistent with the stated mission of the business, which is to
maximize the wealth of its shareholders. The discounted payback period also discount cash flows
but ignores cash flows beyond the payback period. It is a break-even approach to appraising
investment that is not consistent with the maximization of shareholder wealth.
Using more than one method for appraising an investment opportunity runs the risk of producing
conflicting signals. In this case, the NPV is positive and so the decision rule is that the investment
project should be accepted. The discounted payback, however, is longer than the required by the
business and so the decision rule is that the investment project should be rejected.
Given that the NPV method is consistent with the stated objective of the business and that the
discounted payback method is not, the NPV method should be regarded as the primary method of
appraisal. Thus, the NPV decision rule should prevail and the investment should be accepted
88
(b) Sensitivity Factor For Incremental Fixed Costs
Sensitivity Factor =
17 215,000x 3.
125,749
100%
= 18.45%
Workings
W2 Capital Allowances
K000
WDV Tax Relief Timing
Y0 420,000 @ 30% Y1 Y2 Y3 Y4 Y5
Y1 WDA @ 25% (105,000) 31,500 31,500
315,000
Y2 WDA @ 25% (78,750) 23,625 23,625
236,250
Y3 WDA @ 25% (59,062) 17,719 17,719
177,188
Sale Proceeds (86,000)
91,188
Balancing Allowance (91,188) 27,356 27,356
W1 Cash Profit
Y1
K
Y2
K
Y3
K
Y4
K
Y5
K
Sales Revenue(K000)
[18 K40/K40/K40/K30] 720,000 720,000 720,000 540,000
Variable costs (K000)
[18 K15/K15/K15/K15] (270,000) (270,000) (270,000) (270,000)
Incremental Fixed Costs
(K000)
[K295,000 K80,000] (215,000) (215,000) (215,000) (215,000)
Cash Profits 235,000 235,000 235,000 55,000
Tax payable @ 30% 70 70 70 16
Timing (70) (70) (70) (16)
89
Solution 5
(a) The local district hospital is a not-for-profit organisation and therefore is primary objective will not
be to maximize profits. The trust will not generate revenue but instead they will have a fixed budget
for spending. The absence of revenue and of a profit objective can, however, make performance
evaluation difficult.
Many of the benefits arising as the result of the expenditure made by the local district hospital are
non-quantifiable in monetary terms. For example, it would be difficult to put a monetary figure on
patient care.
The same can be true on costs. The decisions made by the local district authority may have non-
financial cost implications. For example, a cut in the staff budget could have non-financial cost
implications with regards to patient care and employee morale.
In conclusion, any cost/benefit analysis will be judgmental. There is also a risk that if the costs or
benefits cant be quantified then they will be ignored.
(b) The local district hospital may be assessed on value for money (VMF). This combines three main
elements:
Economy
This would measure if the resources that are used are the cheapest possible for the quality
required. For example, the hospital may carry out a review of the source of drug supplies and new
hospital equipment. It may be possible to cut costs by changing the suppliers of these items whilst
still maintaining the desired level of quality.
Efficiency
This would measure if the maximum output is being achieved from the resources used. For
example, maximizing the number of patients seen by each doctor per day or maximizing the
number of operations carried out by each surgeon per week.
Effectiveness
This measure looks at whether or not the objectives are being achieved. The local district hospital
has a large number of objectives. It would review the achievement of each of these. For example,
have the waiting time targets been achieved?
(c) Unlike companies, not-for-profit organizations do not exist primarily for share holders. There will be
a number of stakeholders in the local district hospital. Each group of stakeholders will have their
own objectives and there may be conflict between these objectives. For example:
- Employees may prefer to work shorter hours but this may lead to staff shortages and as a
result, patient health could be threatened.
- Local district hospital management may push for a reduction in waiting times. However, this
may reduce the time spent on each individual patient and, as a result, the quality of their care
may deteriorate.
- Employees may want to attend training courses but this could prove to be an expensive use
of resource. In addition, the level of patient care could fall due to understaffing issues that
may arise during the time the employees are attending training.
90
- The objectives will have to be prioritized and compromise between stakeholder groups will
be required.
(d) ROI
employed Capital
tax and interest before Profit
ROI =
2,400
500
100%
= 20.8%
Capital employed is equity+ long term date= 1,500 + 900= 2,400
Or capital employed is total assets less current liabilities = 3,400-1,000=2,400
Comment: The divisions ROI exceeds target of 15%.
RI
K million
Profit 500
Imputed interest (11% 2,400) (264)
Residual income 236
Comment: Based on the positive residual income, performance will be judged as positive.
91
Solution 6
(a) (i) Cost control is the continuous comparison of actual results with those planned, both in total
and for separate sub-division and taking management action to correct adverse variances or
to exploit favourable variances.
Cost reduction is the reduction in unit cost of goods or services without impairing suitability
for the use intended. Cost reduction is not a routine process but an approach that is adopted
from time to time when management perceives the opportunity.
(ii) (1) Cost control
Budgetary control
Standard costing
Control of capital expenditure
(2) Cost reduction
Redesigning and simplifying a product
Zero based budgeting
Value for money analysis
(b) BPR involves examining business processes and making substantial changes to the way in which
an organization operates. It involves the redesign of how work is done through activities. A
business process is a series of activities that are linked together in order to achieve given
objectives. For example, material handling might be classed as a business process in which the
separate activities are scheduling production, storing materials, processing purchase orders,
inspecting materials and paying suppliers.
The aim of BPR is to improve the key business process by focusing on simplification, improved
quality, enhanced customer satisfaction and cost reduction.
In the case of material handling, the activity of processing purchase orders might be re-engineered
by integrating the production planning system with that of the supplier (an exercise in supply chain
management (or SCM) and thus sending purchase orders direct to the supplier without any
intermediate administrative activity. Joint quality control procedures might be agreed thus avoiding
the need to check incoming materials. In this manner, the cost of material procurement, receiving
holding and handing is reduced. The practical result of this exercise is that a lot of non-value
adding activities are eliminated and cost reductions are achieved. It can be seen how closely linked
BPR is to TQM, JIT, SCM and ABC.
(c) Quality costs can be classified in four ways.
(i) Prevention costs are costs of preventing and/or reducing defects and failures. V Ltd
examples include the costs of training personnel in TQM procedures and maintenance costs
of inspections equipment.
(ii) Appraisal costs are costs of appraising the level of quality achieved. Examples relevant to V
Ltd include the costs of any goods inward checks and the costs of selecting a suitable
supplier.
92
(iii) Internal failure costs. These are costs incurred in the organization due to failure to achieve
the quality specified. The defects are discovered before the goods leave the premises.
Examples appropriate to V Ltd include the costs of food scrapped due to inefficiencies in
goods inwards procedures, costs of foods lost in the process and costs of foods rejected
during any inspections process.
(iv) External Failure Costs. These are costs arising outside the organization of failure to achieve
specified quality after transfer of ownership to the customer. Examples: customer complaints,
costs of delivering and replacing returned goods, litigations costs, food poisoning costs, lost
business.
93
Solution 7
(a) (i)
Product A B C
K K K
Selling price per unit 250.00 300.00 170.00
Variable cost per unit:
Direct costs 81.38 92.55 64.42
Overheads 44.35 57.02 25.34
Contribution per unit 124.27 150.43 80.24
Sales volume (units) 20,000 17,000 16,000
Revenue K 000 5,000 5,100 2,720
% of total revenue 39.00% 39.78% 21.22%
Contribution K 000 2,485.40 2,557.3 1 1,283.84
Budgeted overheads per unit 73.92 95.04 42.24
Thus total overheads K000 1,478.4 1,615.68 675.84
Total revenue is K12,820,000
Total contribution is K6,326,550 or 49.35% of revenue
Total overheads are K3, 769 ,920 of which K 1,507,968 is fixed
Thus break-even occurs when contribution is K1, 507, 968
Break-even revenue is K1,507,968 100/49.35 or K3, 055,659
A is 39% of K3,055,659 = K1, 191,707 K250/unit = 4,767 units
B is 39.78% of K3,055,659 = K1,215,541 K300/unit = 4,052 units
C is 21.22% of K3,055,659 = K648,411 K170/unit = 3,814 units
(ii) Margin of safety =
revenue Budgeted
revenue even - Break - revenue Budgeted
=
0 K12,820,00
K3,055,659 - 0 K12,820,00
= 76.2%
94
(b) (i)
Products
W X Y Z Total
K000 K000 K000 K000 K000
Sales 800 1600 800 800 4,000
Variable costs 560 320 840 560 2,280
Contribution 240 1280 (40) 240 1,730
C/S 30% 80% (5%) 30% 43%
Ranking 2nd 1st 3rd 2nd
Profit Multiproduct P/V Graph for Products W,X,Y and Z
(ii) The products are plotted in order of their c/s ratios. The steeper the line for an individual
product the greater the c/s ratio for that product. Thus it can be seen that product X provides
the greatest contribution with respect to sales value.
It can be seen from the graph that product Y should be dropped as it provides negative
contribution.
The break-even point can be calculated using the c/s ratio of the mix. This can also be
approximately seen from the graph.
Y
B.E.P
Revenue
(K000)
4000
3200
2400
1600 800
1000
800
600
400
200
0
200
400
600
800
1000
Y
W
X
Profit
(K000)
95
Breaking Even Point Sales revenue
mix ratio C/s
Cost Fixed Total
43%
K960,000
= K2,232,558
(ii) The overall ratio could be improved by:
Increasing the selling prices
Dropping product Y
Automating the process. This would increase fixed costs but would reduce variable
costs thus increasing contribution
END