管理会计(英文版)课后习题答案(高等教育出版社)chapter 4

课后练习思考题1.定性销售预测和定量销售预测的优缺点是什么其适用范围又是什么答：（１）定性销售预测又称为定性分析法或非数量分析法，它主要是依靠预测人员丰富的实践经验和知识以及主观的分析判断能力，在考虑政治经济形势、市场变化、经济政策、消费倾向等各项因素对经营影响的前提下，对事物的性质和发展趋势进行预测和推测的分析方法。

定性销售预测方法又分为判断分析法和调查分析法两大类。

定性预测的优点在于注意对当期事物发展变化的把握，在资料不足的情况下可以加快预测速度；缺点是容易受到主观因素的影响，科学依据不足，准确性、可靠性较差。

（２）定量销售预测也称数量分析法。

它主要是应用数学的方法，对与销售有关的各种经济信息进行科学的加工处理，建立相应的数学模型，充分揭示各有关变量之间的规律性联系，并做出相应预测结论。

定量预测基本上分为：趋势预测分析法、因果预测分析法、季节预测分析法和购买力指数法。

定量预测的优点是结果的客观性。

但由于经济生活的复杂性，并非所有影响因素都可以通过定量进行分析，某些因素（例如，政治经济形势的变动、消费倾向、市场前景、宏观环境的变化等）只有定性的特征，定量预测比较机械，难以预测事物性质的发展变化；再者，定量分析也存在其本身的局限性，任何数学方法都不能概括所有的复杂的经济变化情况。

如果不结合预测期间的政治、经济、市场以及政策方面的变化情况，必然会导致预测结果脱离客观实际。

所以，我们必须根据具体情况，把定量分析与定性分析方法结合起来使用，这样才能收到良好的效果。

2.某家具公司采用调查分析法进行销售预测时，应如何去做答：通过对有代表性的顾客的消费意向进行调查，了解市场需求变化趋势，了解到顾客明年的购买量，顾客的财务状况和经营成果，顾客的爱好、习惯和购买力的变化，顾客购买本公司产品占其总需要量的比重和选择供应商的标准，这对销售预测将更有帮助。

3.在不同的产品寿命周期阶段，应如何有效地进行销售预测答:某种产品从投人市场开始直到退出市场为止，一般分为投人期、成长期、成熟期和衰退期四个阶段。

会计英语第四版参考答案Chapter 1: Introduction to Accounting1. What is accounting?- Accounting is the systematic recording, summarizing, and reporting of financial transactions and events of a business entity.2. What are the main functions of accounting?- The main functions of accounting are to providefinancial information for decision-making, ensure compliance with laws and regulations, and facilitate the management of a business.3. What are the two main branches of accounting?- The two main branches of accounting are financial accounting and management accounting.4. What is the purpose of financial accounting?- The purpose of financial accounting is to provide an accurate and fair representation of an entity's financial position and performance to external users.5. What is the double-entry bookkeeping system?- The double-entry bookkeeping system is a method of recording financial transactions in which every transactionis recorded twice, once as a debit and once as a credit, to maintain the equality of the accounting equation.Chapter 2: Accounting Concepts and Principles1. What are the fundamental accounting concepts?- The fundamental accounting concepts include the accrual basis of accounting, going concern, consistency, and materiality.2. What is the accrual basis of accounting?- The accrual basis of accounting records transactions when they occur, regardless of when cash is received or paid.3. What is the going concern assumption?- The going concern assumption is the premise that a business will continue to operate for the foreseeable future.4. What is the principle of consistency?- The principle of consistency requires that an entity should apply accounting policies consistently over time.5. What is the principle of materiality?- The principle of materiality states that only items that could potentially affect the decisions of users of financial statements are included in the financial statements.Chapter 3: The Accounting Equation and Financial Statements1. What is the accounting equation?- The accounting equation is Assets = Liabilities +Owner's Equity.2. What are the four main financial statements?- The four main financial statements are the balance sheet, income statement, statement of changes in equity, and cashflow statement.3. What is the purpose of the balance sheet?- The balance sheet provides a snapshot of an entity's financial position at a specific point in time.4. What is the purpose of the income statement?- The income statement reports the revenues, expenses, and net income of an entity over a period of time.5. What is the purpose of the cash flow statement?- The cash flow statement reports the cash inflows and outflows of an entity over a period of time.Chapter 4: Recording Transactions1. What is a journal entry?- A journal entry is the initial recording of atransaction in the general journal.2. What are the steps in the accounting cycle?- The steps in the accounting cycle are analyzing transactions, journalizing, posting, preparing a trial balance, adjusting entries, preparing financial statements, and closing entries.3. What is the difference between a debit and a credit?- A debit is an increase in assets or a decrease inliabilities or equity, while a credit is an increase in liabilities or equity or a decrease in assets.4. What are adjusting entries?- Adjusting entries are made at the end of an accounting period to ensure that revenues and expenses are recorded in the correct period.5. What is the purpose of closing entries?- Closing entries are made to transfer the balances of temporary accounts to the owner's equity account and to prepare the accounts for the next accounting period.Chapter 5: Accounting for Merchandising Businesses1. What is a merchandise inventory?- A merchandise inventory is the stock of goods held by a business for sale to customers.2. What is the cost of goods sold?- The cost of goods sold is the direct cost of producing the merchandise sold during an accounting period.3. What is the gross profit?- The gross profit is the difference between the sales revenue and the cost of goods sold.4. What is the difference between a perpetual and a periodic inventory system?- A perpetual inventory system updates inventory records in real-time with each sale or purchase, while a periodicinventory system updates inventory records at specific intervals, such as at the end of an accounting period.5. What is the retail method of inventory pricing?- The retail method of inventory pricing is a method of estimating the cost of ending inventory by applying a cost-to-retail ratio to the retail value of the inventory.Chapter 6: Accounting for Service Businesses1. What are the main differences in accounting for service businesses compared to merchandise businesses?- Service businesses do not have inventory and their primary expenses are typically labor and overhead costs.2. What is the main source of revenue for service businesses? - The main source of revenue for service businesses is the fees charged for the services provided.3. What are the typical expenses。

COVERAGE OF LEARNING OBJECTIVESManagerial Accounting and the Business Organization1-A1 (10-15 min.)Because the accountant's duties are often not sharply defined, some of these answers could be challenged:1. Attention directing and problem solving. Budgeting involves makingdecisions about planned activities -- hence, aiding problem solving.Budgets also direct attention to areas of opportunity or concern --hence, directing attention. Reporting against the budget also has ascorekeeping dimension.2. Problem solving. Helps a manager assess the impact of a decision.3. Scorekeeping. Reports on the results of an operation. Could also beattention direction if scrap is an area that might require management decisions.4. Attention directing. Focuses attention on areas that need attention.5. Attention directing. Helps managers learn about the informationcontained in a performance report.6. Scorekeeping. The statement merely reports what has happened.7. Problem solving. The cost comparison is apparently useful becausethe manager wishes to decide between two alternatives. Thus, it aids problem solving.8. Attention directing. Variances point out areas where results differfrom expectations. Interpreting them directs attention to possiblecauses of the differences.9. Problem solving. Aids a decision about where the parts should bemade.10. Scorekeeping. Determining a depreciation schedule is simply anexercise in preparing financial statements to report the results ofactivities.1. Budgeted Actual DeviationsAmounts Amounts or Variances Room rental $ 140 $ 140 $ 0Food 800 1,008 208UEntertainment 600 600 0Decorations 220 190 30FTotal $1,760 $1,938 $178U2. Because of the management by exception rule, room rental andentertainment require no explanation. The actual expenditure forfood exceeded the budget by $208. Of this $208, $150 is explained by attendance of 15 persons more than budgeted (at a budget of $10 per person) and $58 is explained by expenditures above $10 per person.Actual expenditures for decorations were $30 less than the budget. If all desired decorations were purchased, the decorations committee should be commended for their savings.1-A3 (10 min.)All of the situations raise possibilities for violation of the integrity standard. In addition, the manager in each situation must address an additional ethical standard:1. The General Mills manager must respect the confidentiality standard.He or she should not disclose any information about the new cereal.2. Roberto must address his level of competence for the assignment. Ifhis supervisor knows his level of expertise and wants an analysisfrom a “layperson” point of view, he should do it. However, if thesupervisor expects an expert analysis, Roberto must admit his lackof competence.3. The objectivity standard should cause Helen to decline to omit theinformation from her budget. It is relevant information, and itsomission may mislead readers of the budget.Because the accountant’s duties are often not sharply defined, some of these answers could be challenged:1. Scorekeeping. Records events.2. Scorekeeping. Simply recording of what has happened.3. Problem solving. Helps a manager decide between alternatives.4. Attention directing. Directs attention to the use of overtime labor.5. Problem solving. Provides information to managers for decidingbetween alternatives.6. Attention directing. Directs attention to why nursing costs increased.7. Attention directing. Directs attention to areas where actual resultsdiffered from the budget.8. Problem solving. Helps the vice-president to decide which course ofaction is best.9. Scorekeeping. Records costs in the department to which theybelong.10. Scorekeeping. Records actual overtime costs.11. Attention directing. Directs attention to stores with either high or lowratios of advertising expenses to sales.12. Attention directing. Directs attention to causes of returns of the drug.13. Attention directing or problem solving, depending on the use of theschedule. If it is to identify areas of high fuel usage it is attentiondirecting. If it is to plan for purchases of fuel, it is problem solving. 14. Problem solving. Provides information for deciding between twoalternative courses of action.15. Scorekeeping. Records items needed for financial statements.1 & 2. Budget Actual VarianceSales $75,000 $74,860 $ 140UCosts:Fireworks $35,000 $39,500 $4,500ULabor 15,000 13,000 2,000FOther 8,000 8,020 20UProfit $17,000 $14,340 $2,660U3. The cost of fireworks was $4,500 ÷ $35,000 = 13% over budget. Didfireworks suppliers raise their prices? Did competition cause retailprices to be lower than expected? There should be someexplanation for the extra cost of fireworks. Also, the labor cost was$2,000 ÷ $15,000 =13% below budget. It would be useful to discover why this cost was saved. Both sales and other costs were very close to budget.1-B3 (10 - 15 min.)1. Treasurer. Analysts affect the company's ability to raise capital,which is the responsibility of the treasurer.2. Controller. Advising managers aids operating decisions.3. Controller. Advice on cost analysis aids managers' operatingdecisions.4. Controller. Divisional financial statements report on operations.Financial statements are generally produced by the controller'sdepartment.5. Treasurer. Financing the business is the responsibility of thetreasurer.6. Controller. Tax returns are part of the accounting process overseenby the controller.7. Treasurer. Insurance, as with other risk management activities, isusually the responsibility of the treasurer.8. Treasurer. Allowing credit is a financial decision.1-1 Decision makers within and outside an organization use accounting information for three broad purposes:1. Internal reporting to managers for planning and controllingoperations.2. Internal reporting to managers for special decision-making and long-range planning.3. External reporting to stockholders, government, and other interestedparties.1-2 The emphasis of financial accounting has traditionally been on the historical data presented in the external reports. Management accounting emphasizes planning and control purposes.1-3 The branch of accounting described in the quotation is management accounting.1-4 Scorekeeping is the recording of data for a later evaluation of performance. Attention directing is the reporting and interpretation of information for the purpose of focusing on inefficiencies of operation or opportunities for improvement. Problem solving presents a concise analysis of alternative courses of action.1-5 GAAP applies to publicly issued annual financial reports. Internal accounting reports are not restricted by GAAP.1-6 Yes, but it covers more than that. The Foreign Corrupt Practices Act applies to all publicly-held companies and covers the quality of internal accounting control as well as bribes and other matters.1-7 Users cannot easily observe the quality of accounting information. Thus, they rely on the integrity of accountants to be sure the information is accurate. Information that is unreliable is worthless, so if accountants do not have a reputation for integrity, the information they produce will not have value.1-8 Three examples of service organizations are banks, insurance companies, and public accounting firms. Such organizations tend to be labor intensive, have outputs that are difficult to define and measure, and have both inputs and outputs that are difficult or impossible to store.1-9 Two considerations are cost-benefit balance and behavioral effects. Cost-benefit balance refers to how well an accounting system helps achieve management's goals in relation to the cost of the system. The behavioral consideration specifies that an accounting system should be judged by how it will affect the behavior (that is, decisions) of managers.1-10 Yes. The act of recording events has become as much a part of operating activities as the act of selling or buying. For example, cash receipts and disbursements must be traced, and receivables and payables must be recorded, or else gross confusion would ensue.1-11 A budget is a prediction and guide; a performance report is a tabulation of actual results compared with the budget; and a variance reconciles the differences between budget and actual.1-12 No. Management by exception means that management spends more effort on those areas that seem to be out of control and less on areas that are functioning as planned. This method is an efficient way for managers to decide where to put their time and effort.1-13 No. There is no perfect system of automatic control, nor does accounting control anything. Accounting is a tool used by managers in their control of operations.1-14 Information that is relevant for decisions about a product depends on the product's life-cycle stage. Therefore, to prepare and interpret information, accountants should be aware of the current stage of a product's life cycle.1-15 The six functions are: (1) research and development – generation and experimentation with new ideas; (2) product and service process design – detailed design and engineering of products; (3) production – use of resources to produce a product or service; (4) marketing - informing customers of the value and features of products or services; (5) distribution – delivering products or services to customers; and (6) customer service –support provided to customers.1-16 No. Not all of the functions are of equal importance to the success of a company. Measurement and reporting should focus on those functions that enable a company to gain and maintain a competitive edge.1-17 Line managers are directly responsible for the production and sale of goods or services. Staff managers have an advisory function – they support line managers.1-18 Management accountants are the information specialists, even in non-hierarchical companies. However, in such companies they are more directly involved with managers and are often parts of cross-functional teams.1- 19 A treasurer is concerned mainly with the company's financial matters, the controller with operating matters. In large organizations, there are sufficient activities associated with both financial and operating matters to justify two separate positions. In a small organization the same person might be both treasurer and controller.1-20 The four parts of the CMA examination are: (1) economics, finance, and management, (2) financial accounting and reporting, (3) management reporting, analysis, and behavioral issues, and (4) decision analysis and information systems.1-21 This is not true. About one-third of CEOs come from finance or accounting backgrounds. Accounting is excellent preparation for top management positions because accountants are often exposed to many parts of the company early in their careers.1-22 Changes in technology are affecting how accountants operate. They must be able to account for e-commerce transactions efficiently and safely, they often must integrate their accounting systems into ERP systems, and an increasing number are beginning to use XBRL to communicate information electronically.1-23 The essence of the just-in-time philosophy is the elimination of waste, accomplished by reducing the time products spend in the production process and trying to eliminate the time spent in processes that do not add value to the product.1-24 Moving tools and products that are in process from one location to another in a plant is an activity that does not add value to the product. So changing the plant layout to eliminate wasted movement and time improves production efficiency.1-25 The four major responsibilities are: (1) competence - develop knowledge; know and obey laws, regulations, and technical standards; and perform appropriate analyses, (2) confidentiality - refrain from disclosing or using confidential information, (3) integrity - avoid conflicts of interest, refuse gifts that might influence actions, recognize limitations, and avoid activities that might discredit the profession, and (4) objectivity - communicate information fairly, objectively, and completely, within confidentiality constraints.1-26 Standards do not always provide the needed guidance. Sometimes an action borders on being unethical, but it is not clearly an ethical violation. Other times two ethical standards conflict. In situations such as these, accountants must make ethical judgments.1-27 (5-10 min.)Typical activities associated with the treasurer function include:❑Provision of capital❑Investor relations❑Short-term financing❑Banking and custody❑Credits and collections❑Investments❑Risk managementTypical activities associated with the controller function include:❑Planning for control❑Reporting and interpreting❑Evaluating and consulting❑Tax administration❑Government reporting❑Protection of assets❑Economic appraisal1-28 (5-10 min.)Activities 2, 4, 5, and 6 are primarily associated with marketing decisions. The management accountant would assist in these decisions as follows: Boeing Company’s pricing decision requires cost data relevant to the new method of distributing spare parts. will need to know the costs of the advertising program as well as the additional costs of other value chain functions resulting from increased sales. TexMex Foods will need to know the incremental revenues and incremental costs associated with the special order. Target Stores needs to know the impact on both revenues and costs of closing one of its stores.Activities 1, 7, and 8 are primarily associated with production decisions. The management accountant would assist in these decisions as follows. Porsche Motor Company needs an analysis of the costs associated with purchasing the part compared to the costs of making the part. Dell will need to know the costs of the training program and the savings associated with increased efficiencies in the setup and changeover activities. General Motors needs to know the costs and salvage values of the replacement equipment, the proceeds of the sale of the old equipment, and the operating savings associated with the use of the new equipment.1-30 (5 min.)1. Management 4. Management 7. Financial2. Management 5. Management3. Financial 6. Financial1. Performance ReportBudget Actual Variance Explanation Revenues $220,000 $228,000 $8,000 F Additional salesfrom newproducts* Advertising cost 15,000 16,500 (1,500) U New advertisingCampaignNet $6,500 F* From the New Products Report, seven new products were added. This exceeded the plan to add six.2.Factors that may not have been considered include:a.The costs of new products may have exceeded their price.b.Customer satisfaction with new products may not have been partof the new products report.petitors’ reactions to the Starbucks store’s actions may nothave been anticipated.d.External uncontrollable factors such as increases in operatingcosts, adverse weather, changes in the overall economy, newcompetitors entering the market, or key employee turnover mayhave decreased efficiency.1-32 (5 min.)1. Line, support 3. Staff, marketing 5. Staff, support2. Staff, support 4. Line, marketing 6. Line, productionMicrosoft is a company that most students will know and have some understanding of what functions its managers perform. Nevertheless, this may not be an easy exercise for those who have little knowledge of how companies operate.Research & development – Because software companies must continually come out with new products and upgrades to their current products this is a critical function for Microsoft. More than one-fourth of Microsoft’s operating expenses are devoted to R&D.Design of products, services, or processes – For Microsoft the design and R&D process probably overlap considerably. Product design is critical; process design is probably not. One essential part of design is beta testing – that is, field testing of new software. This quality-control step is essential to prevent customer dissatisfaction with new products.Production – Microsoft produces disks and CD-ROMs and the manuals and packaging to go with them. However, they are increasingly delivering software over the Internet, which takes an initial process design and then few resources. It is not likely a major focus for Microsoft.Marketing – Microsoft spends more on sales and marketing than on any other operating expense. Increasing competition in software sales makes marketing essential to the company’s future. This function includes advertising and direct marketing activities, but it also includes activities of the company’s sales force. Distribution – This function is becoming simpler for Microsoft as it delivers more and more software over the Internet. Although the company must stay abreast of competitors in delivery methods, this is not likely to create a major competitive advantage or disadvantage for Microsoft.Customer service – Customer service is important, but Microsoft tries to minimize its costs in this area by product design – making things work right without needing deep computer expertise. Still, poor customer service can severely impact a company, so Microsoft must attend to it.Support functions – Most of the time these are not a major focus. There is one exception recently for Microsoft. Legal support has been front and center. The very future of the company was based on court judgments for which good legal support was essential.The management accountant's major purpose is to provide information that helps line managers in making decisions regarding the planning and controlling of operations. The accountant supplies information for scorekeeping, attention directing, and problem solving. In turn, managers use this and other information for routine and non-routine decisions and for evaluating subordinates and the performance of sub-parts of the organization. Management accountants must walk a delicate line between (1) making sure that managers are properly using the pertinent information and (2) making sure that the managers, not the accountants, are doing the actual managing.1-35(5 min.)Other costs of a poor ethical environment include legal costs and costs due to high employee turnover. Other benefits of a good ethical environment include low employee turnover, low loss from internal theft, and improved customer satisfaction resulting from better quality and service (that result from a more productive work environment).1-36(5 min.)There are numerous examples.“You understand how important it is to record this sale before year end, don’t you?”“Doing it this way is common for all companies in our business, so don’t worry!”“Trust me, the inventory is at the warehouse.”This problem can form the basis of an introductory discussion of the entire field of management accounting.1. The focus of management accounting is on helping internal users tomake better decisions, whereas the focus of financial accounting ison helping external users to make better decisions. Managementaccounting helps in making a host of decisions, including pricing,product choices, investments in equipment, making or buying goods and services, and manager rewards.2. Generally accepted accounting standards or principles affect bothinternal and external accounting. However, change in internalaccounting is not inhibited by generally accepted principles. Forexample, if an organization wants to account for assets on the basisof replacement costs for internal purposes, no outside agency canprohibit such accounting. Of course, this means that organizationsmay have to keep more than one set of records. There is nothingimmoral or unethical about having multiple sets of books, but theyareexpensive. Accounting data are commodities, just like butter or eggs.Innovations in internal accounting systems must meet the samecost-benefit tests that other commodities endure. That is, theirperceived increases in benefits must exceed their perceivedincreases in costs. Ultimately, benefits are measured by whetherbetter decisions are forthcoming in the form of increased net profitsor cost savings.3. Budgets, the formal expressions of management plans, are a majorfeature of management accounting, whereas they are not asprominent in financial accounting. Budgets are major devices forcompelling and disciplining management planning.4. An important use of management accounting information is theevaluation of performance, which often takes the form of comparisonof actual results against budgets, providing incentives and feedback to improve future decisions.5.Accounting systems have an enormous influence on the behavior ofindividuals affected by them. Management accounting is moreconcerned with the likely behavioral effects of various accountingalternatives that may be adopted than is financial accounting.1-38(10 min.)The main point of this question is that cost information is crucial for decisions regarding which products and services should be emphasized or de-emphasized. The incentives to measure costs precisely are far greater when flat fees are being received instead of reimbursements of costs.Note, too, that nonprofit organizations and profit-seeking organizations have similar desires regarding management accounting. Accountability is now in fashion for many purposes, including justification of prices, cost control, and response to criticisms by investors (whether they be donors, taxpayers, or others).When somebody's money is at stake, accounting systems get much love and attention. In a survey of 550 hospitals, hospital financial executives said that improved cost accounting systems "are crucial to responding to changes in hospital payment mechanisms and that better cost information is essential for more profitable and efficient operations." Hospitals will increasingly identify costs by product (type of case), not just by departments.1-39 (10 min.)Paperwork and systems often seem to become ends in themselves. However, the rationale that should underlie systems design is the cost-benefit philosophy or approach that is implied in the quotation. The aim is to get the managers and their subordinates collectively to make better decisions under one system versus another system -- for a given level of costs.Marks & Spencer should look at each of the management accounting reports it produces with an eye toward how it helps managers make better decisions. Does it provide needed scorekeeping? Does it direct attention to aspects of operations that might need altering? Does it provide information for specific management decisions? These types of questions will help identify the benefit of the information in the report.Then the company must consider the cost – not just the cost of collecting the data and preparing the reports, but the cost of educating managers to use the information and the cost of the time to read, digest, and act on the information. Too much information may be costly because it makes it time-consuming (and thus costly) to sift through the reams of information to find the few items that are important. And one cost may be the loss of important information because the total volume of information makes it too difficult to ferret out the important items.1-40(10 min.) Financial information is important in all companies. But how managers get and use financial information can differ depending on the culture and philosophies of the company.Top executives of a company often represent a functional area that is critical to the comparative economic advantage of the company. If technology is crucial, engineers generally hold important executive positions. If marketing differentiates the company from others, marketing executive s usually dominate. But regardless of the source of a company’s competitive advantage, its success will eventually be measured in economic terms. They must attend to financial aspects to thrive and often even to survive.Management accountants must work with the dominant managers in any organization. The modern trend toward use of cross-functional teams places management accountants at the center of the action regardless of what type of managers and executives dominate. Most companies realize that there is a financial dimension to almost every major decision, so they want the financial experts, management accountants, involved in the decisions. But to be accepted as an important part of these teams, the management accountants must know how to help managers in various functional areas. In General Mills, if accountants can’t talk the language of marketing, they will not have great influence. In ArvinMeritor, if they do not understand the information needs of engineers they will not provide value.1-41(10-15 min.)1. Boeing's competitive environment and manufacturing processeschanged greatly during the 1990s. An accounting system that served them well in their old environment would not necessarily be optimal in the 2000s. Boeing's management probably thought that changes in the accounting system were necessary to produce the kind of information necessary to remain competitive.2. A cost-benefit criterion was probably used. Boeing's management maynot have quantified the costs and the benefits, but they certainlyassessed whether the new system would help decisions enough towarrant the cost of the system.Many of the benefits of a better accounting system are hard to measure.They affect many strategic decisions of an organization. Withoutaccurate product costs, management will find it difficult to assess the consequences of their decisions. An accurate accounting system will help to price airplanes and other products competitively.3. More accurate product costs will usually result in better managementdecisions. But if the cost of the accounting system that produces the more accurate costs is too high, it may be best to forego the increased accuracy. The benefit of better decisions must exceed the added cost of the system for a change to be desirable.1-42(10 min.)1. There are many possible activities for each function of Nike's valuechain. Some possibilities are:Research and development -- Determining changes in customers'tastes and preferences for shoes and sportswear to come up withnew products (maybe the next "Air Jordans").Product and service process design -- Design a shoe to meet theincreasing demands of competitive athletes.Production -- Determine where to produce products and negotiatecontracts with the companies producing them.Marketing -- Signing prominent athletes to endorse Nike's products.Distribution -- Select the best locations for warehouses fordistribution to retail outlets.Customer service -- Formulate return policies for products thatcustomers perceive to be defective.2. Accounting information that aids managers' decisions includes:Research and development -- Trends in sales for various products, to determine which are becoming more and less popular.Product and service process design -- Production costs of variousshoe designs.Production -- Measure total costs, including both purchase cost and transportation costs, for production in various parts of the world.Marketing -- The added profits generated by the added sales due toproduct endorsements.Distribution -- Storage and shipping costs for different alternativewarehouse locations.Customer service -- The net cost of returned merchandise, to becompared with the benefits of better customer relations.。

《管理会计》第四章习题及答案《管理会计》第四章习题及答案复习思考题：⼀、名词解释：1、贡献边际是指产品的销售收⼊与相应的变动成本之间的差额。

2、贡献边际率是指贡献边际占销售收⼊的百分⽐。

3、变动成本率是指变动成本占销售收⼊的百分⽐。

4、保本分析是研究当企业正好处于保本状态时本量利关系的⼀种定量分析⽅法。

5、保本点是指能使企业达到保本状态时的业务量的总称。

6、安全边际是根据实际或预计的销售业务量与保本业务量的差量确定的定量指标。

7、保本作业率保本作业率⼜叫危险率，是指保本点业务量占实际或预计销售业务量的百分⽐。

8、保利点是指在单价和成本⽔平确定的情况下，为确保预先确定的⽬标利润能够实现⽽达到的销售量和销售额的总称。

9、保净利点是指实现⽬标净利润的业务量，具体包括实现⽬标净利润销售量和实现⽬标净利润销售额。

⼆、单项选择题：1、⽣产单⼀品种产品企业，保本销售额=（）A.保本销售量×单位利润B.固定成本总额÷贡献边际率C.固定成本总额÷（单价⼀单位变动成本）D.固定成本总额÷综合贡献边际率E.固定成本总额÷贡献边际2、⽣产多品种产品企业测算综合保本销售额=固定成本总额÷（）A.单位贡献边际B.贡献边际率C.单价⼀单位变动成本D.综合贡献边际率3、从保本图上得知，对单⼀产品分析，（）A.单位变动成本越⼤，总成本斜线率越⼤，保本点越⾼B.单位变动成本越⼤，总成本斜线率越⼩，保本点越⾼C.单位变动成本越⼩，总成本斜线率越⼩，保本点越⾼D.单位变动成本越⼩，总成本斜线率越⼤，保本点越低4、利润=（实际销售量⼀保本销售量）×（）A.贡献边际率B.单位利润C.单位售价D.单位贡献边际5、某企业只⽣产⼀种产品，单价6元，单位变动⽣产成本4元，单位销售和管理变动成本0.5元，销量为500件，则其产品贡献边际为（）元A.650B.750C.850D.9506、下属因素中导致保本销售量上升的是（）A.销售量上升B.产品单价下降C.固定成本下降D.产品单位变动成本下降7、已知产品销售单价为24元，保本销售量为150件，销售额可达4800元，则安全边际率为（）A.33.33%B.25%C.50%D.20%8、在变动成本法下，其利润表所提供的中间指标是（）A.贡献边际B.营业利润C.营业⽑利D.期间成本9、在下列指标中，可据以判断企业经营安全程度的指标是（）A.保本量B.贡献边际C.保本作业率D.保本额10、如果产品的单价与单位变动成本上升的百分率相同，其他因素不变，则保本销售量（）A.上升B.下降C.不变D.不确定11、在本量利分析中，必须假定产品成本的计算基础是（）A.完全成本法B.变动成本法C.吸收成本法D.制造成本法12、保本作业率与安全边际率之间的关系是（）A.两者相等B.前者⼀般⼤于后者C.后者⼀般⼤于前者D.两者之和等于113、销售量不变，保本点越⾼，则能实现的利润（）A.越⼩B.不变C.越⼤D.不⼀定14、某企业只⽣产⼀种产品，⽉计划销售600件，单位变动成本6元，⽉固定成本1000元，欲实现利润1640元，则单价应为（）A.16.40B.14.60C.10.60D.10.4015、销售收⼊为20万元，贡献边际率为60%，其变动成本总额为（）万元。

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 16COST-VOLUME-PROFIT ANALYSIS: A MANAGERIAL PLANNING TOOL QUESTIONS FOR WRITING AND DISCUSSION1.CVP analysis allows managers to focus onselling prices, volume, costs, profits, and sales mix. Many diffe rent “what if” questions can be asked to assess the effect on profits of changes in key variables.2.The units-sold approach defines sales vo-lume in terms of units of product and gives answers in these same terms. The sales-revenue approach defines sales volume in terms of revenues and provides answers in these same terms.3.Break-even point is the level of sales activitywhere total revenues equal total costs, or where zero profits are earned.4.At the break-even point, all fixed costs arecovered. Above the break-even point, only variable costs need to be covered. Thus, contribution margin per unit is profit per unit, provided that the unit selling price is greater than the unit variable cost (which it must be for break-even to be achieved).5.Profit = $7.00 ⨯ 5,000 = $35,0006.Variable cost ratio = Variable costs/Sales.Contribution margin ratio = Contribution margin/Sales. Contribution margin ratio = 1 –Variable cost ratio.7.Break-even revenues = $20,000/0.40 =$50,0008.No. The increase in contribution is $9,000(0.30 ⨯ $30,000), and the increase in adver-tising is $10,000.9.Sales mix is the relative proportion sold ofeach product. For example, a sales mix of3:2 means that three units of one productare sold for every two of the second product.10.Packages of products, based on the ex-pected sales mix, are defined as a singleproduct. Selling price and cost informationfor this package can then be used to carryout CVP analysis.11.Package contribution margin: (2 ⨯ $10) + (1⨯ $5) = $25. Break-even point = $30,000/$25= 1,200 packages, or 2,400 units of A and1,200 units of B.12.Profit = 0.60($200,000 – $100,000) =$60,00013. A change in sales mix will change the contri-bution margin of the package (defined by thesales mix) and, thus, will change the unitsneeded to break even.14.Margin of safety is the sales activity inexcess of that needed to break even. Thehigher the margin of safety, the lower therisk.15.Operating leverage is the use of fixed coststo extract higher percentage changes inprofits as sales activity changes. It isachieved by increasing fixed costs while lo-wering variable costs. Therefore, increasedleverage implies increased risk, and viceversa.16.Sensitivity analysis is a “what if” techniquethat examines the impact of changes in un-derlying assumptions on an answer. A com-pany can input data on selling prices, varia-ble costs, fixed costs, and sales mix and setup formulas to calculate break-even pointsand expected profits. Then, the data can bevaried as desired to see what impactchanges have on the expected profit.17.By specifically including the costs that varywith nonunit drivers, the impact of changesin the nonunit drivers can be examined. Intraditional CVP, all nonunit costs are lumpedtogether as “fixed costs.” While the costs arefixed with respect to units, they vary with re-spect to other drivers. ABC analysis remindsus of the importance of these nonunit driversand costs.18.JIT simplifies the firm’s cost equation sincemore costs are classified as fixed (e.g., di-rect labor). Additionally, the batch-level vari-able is gone (in JIT, the batch is one unit).Thus, the cost equation for JIT includes fixedcosts, unit variable cost times the number ofunits sold, and unit product-level cost timesthe number of products sold (or related cost driver). JIT means that CVP analysis ap-proaches the standard analysis with fixed and unit-level costs only.EXERCISES 16–11. e2. c3. d4. b5. a16–21. f2. d3. b4. a5. g6. e7. c16–31. Units = Fixed cost/Contribution margin= $10,350/($15 – $12)= 3,4502. Sales (3,450 ⨯ $15) $51,750Variable costs (3,450 ⨯ $12) 41,400Contribution margin $ 10,350Fixed costs 10,350Operating income $ 03. Units = (Target income + Fixed cost)/Contribution margin= ($9,900 + $10,350)/($15 – $12)= $20,250/$3= 6,7501. Contribution margin per unit = $15 – $12 = $3Contribution margin ratio = $3/$15 = 0.20, or 20%2. Variable cost ratio = $60,000/$75,000 = 0.80, or 80%3. Revenue = Fixed cost/Contribution margin ratio= $10,350/0.20= $51,7504. Revenue = (Target income + Fixed cost)/Contribution margin ratio= ($9,900 + $10,350)/0.20= $101,25016–51. 0.15($15)(Units) = $15(Units) – $12(Units) – $10,350$2.25(Units) = $3(Units) – $10,350$10,350 = $0.75(Units)Units = 13,8002. Sales (13,800 ⨯ $15) $ 207,000Variable costs (13,800 ⨯ $12) 165,600Contribution margin $ 41,400Fixed costs 10,350Operating income $ 31,050$31,050 does equal 15% of $207,000, so the answer of 13,800 units is correct.1. Before-tax income = (After-tax income)/(1 – Tax rate)= $6,000/(1 – 0.40)= $10,000Units = (Target income + Fixed cost)/Contribution margin= ($10,000 + $10,350)/($15 – $12)= 6,783**The answer is 6,783.3333, and so it must be rounded to a whole unit. You may prefer that students round up the answer to 6,784, instead, since it is better to be marginally above break-even than marginally below it.2. Before-tax income = (After-tax income)/(1 – Tax rate)= $6,000/(1 – 0.50)= $12,000Units = (Target income + Fixed cost)/Contribution margin= ($12,000 + $10,350)/($15 – $12)= 7,4503. Before-tax income = (After-tax income)/(1 – Tax rate)= $6,000/(1 – 0.30)= $8,571Units = (Target income + Fixed cost)/Contribution margin= ($8,571 + $10,350)/($15 – $12)= 6,30716–71. Break-even units = Fixed costs/(Price – Variable cost)= $150,000/($2.45 – $1.65)= $150,000/$0.80= 187,5002. Units = ($150,000 + $12,600)/($2.45 – $1.65)= $162,600/$0.80= 203,2503. Unit variable cost = $1.65Unit variable manufacturing cost = $1.65 – $0.17 = $1.48The unit variable cost is used in cost-volume-profit analysis, since it includes all of the variable costs of the firm.1. Before-tax income = $25,200/(1 – 0.40) = $42,000Units = ($150,000 + $42,000)/$0.80= $192,000/$0.80= 240,0002. Before-tax income = $25,200/(1 – 0.30) = $36,000Units = ($150,000 + $36,000)/$0.80= $186,000/$0.80= 232,5003. Before-tax income = $25,200/(1 – 0.50) = $50,400Units = ($150,000 + $50,400)/$0.80= $200,400/$0.80= 250,5004. 215,000 – 187,500 = 27,500 pansor$526,750 – $459,375 = $67,375A B C D Sales $ 5,000 $ 15,600* $ 16,250* $9,000 Variable costs 4,000 11,700 9,750 5,400* Contribution margin $ 1,000 $ 3,900 $ 6,500* $3,600* Fixed costs 500* 4,000 6,100* 750 Operating income (loss) $ 500 $ (100)* $ 400 $2,850 Units sold 1,000* 1,300 125 90 Price/unit $5 $12* $130 $100* Variable cost/unit $4* $9 $78* $60* Contribution margin/unit $1* $3 $52* $40* Contribution margin ratio 20%* 25%* 40% 40%* Break-even in units 500* 1,334* 118* 19* *Designates calculated amount.Note: When the calculated break-even in units includes a fractional amount, it has been rounded up to the next whole unit.16–101. Variable cost ratio = Variable costs/Sales= $399,900/$930,000= 0.43, or 43%Contribution margin ratio = (Sales – Variable costs)/Sales= ($930,000 – $399,900)/$930,000= 0.57, or 57%2. Break-even sales revenue = $307,800/0.57 = $540,0003. Margin of safety = Sales – Break-even sales= $930,000 – $540,000 = $390,0004. Contribution margin from increased sales = ($7,500)(0.57) = $4,275Cost of advertising = $5,000No, the advertising campaign is not a good idea, because the company’s o p-erating income will decrease by $725 ($4,275 – $5,000).1. Income = Revenue – Variable cost – Fixed cost0 = 1,500P – $300(1,500) – $120,0000 = 1,500P – $450,000 – $120,000$570,000 = 1,500PP = $3802. $160,000/($3.50 – Unit variable cost) = 128,000 unitsUnit variable cost = $2.2516–121. Contribution margin per unit = $5.60 – $4.20*= $1.40*Variable costs per unit:$0.70 + $0.35 + $1.85 + $0.34 + $0.76 + $0.20 = $4.20Contribution margin ratio = $1.40/$5.60 = 0.25 = 25%2. Break-even in units = ($32,300 + $12,500)/$1.40 = 32,000 boxesBreak-even in sales = 32,000 ⨯ $5.60 = $179,200or= ($32,300 + $12,500)/0.25 = $179,2003. Sales ($5.60 ⨯ 35,000) $ 196,000Variable costs ($4.20 ⨯ 35,000) 147,000Contribution margin $ 49,000Fixed costs 44,800Operating income $ 4,2004. Margin of safety = $196,000 – $179,200 = $16,8005. Break-even in units = 44,800/($6.20 – $4.20) = 22,400 boxesNew operating income = $6.20(31,500) – $4.20(31,500) – $44,800= $195,300 – $132,300 – $44,800 = $18,200 Yes, operating income will increase by $14,000 ($18,200 – $4,200).1. Variable cost ratio = $126,000/$315,000 = 0.40Contribution margin ratio = $189,000/$315,000 = 0.602. $46,000 ⨯ 0.60 = $27,6003. Break-even revenue = $63,000/0.60 = $105,000Margin of safety = $315,000 – $105,000 = $210,0004. Revenue = ($63,000 + $90,000)/0.60= $255,0005. Before-tax income = $56,000/(1 – 0.30) = $80,000Note: Tax rate = $37,800/$126,000 = 0.30Revenue = ($63,000 + $80,000)/0.60 = $238,333Sales ............................................................................... $ 238,333 Less: Variable expenses ($238,333 ⨯ 0.40) ................. 95,333 Contribution margin ...................................................... $ 143,000 Less: Fixed expenses ................................................... 63,000 Income before income taxes ........................................ $ 80,000 Income taxes ($80,000 ⨯ 0.30) ...................................... 24,000 Net income ................................................................ $ 56,0001. Operating income = Revenue(1 – Variable cost ratio) – Fixed cost(0.20)Revenue = Revenue(1 – 0.40) – $24,000(0.20)Revenue = (0.60)Revenue – $24,000(0.40)Revenue = $24,000Revenue = $60,000Sales ............................................................................... $ 60,000Variable expenses ($60,000 ⨯ 0.40) .............................. 24,000Contribution margin ...................................................... $ 36,000Fixed expenses .............................................................. 24,000 Operating income ..................................................... $ 12,000 $12,000 = $60,000 ⨯ 20%2. If revenue of $60,000 produces a profit equal to 20 percent of sales and if theprice per unit is $10, then 6,000 units must be sold. Let X equal number of units, then:Operating income = (Price – Variable cost) – Fixed cost0.20($10)X = ($10 – $4)X – $24,000$2X = $6X – $24,000$4X = $24,000X = 6,000 buckets0.25($10)X = $6X – $24,000$2.50X = $6X – $24,000$3.50X = $24,000X = 6,857 bucketsSales (6,857 ⨯ $10) ......................................................... $68,570Variable expenses (6,857 ⨯ $4) ..................................... 27,428Contribution margin ...................................................... $41,142Fixed expenses .............................................................. 24,000 Operating income ..................................................... $17,142 $17,142* = 0.25 ⨯ $68,570 as claimed*Rounded down.Note: Some may prefer to round up to 6,858 units. If this is done, the operat-ing income will be slightly different due to rounding.16–14 Concluded3. Net income = 0.20Revenue/(1 – 0.40)= 0.3333Revenue0.3333Revenue = Revenue(1 – 0.40) – $24,0000.3333Revenue = 0.60Revenue – $24,0000.2667Revenue = $24,000Revenue = $89,98916–151. Company A: $100,000/$50,000 = 2Company B: $300,000/$50,000 = 62. Company BX = $50,000/(1 – 0.80) X = $250,000/(1 – 0.40)X = $50,000/0.20 X = $250,000/0.60X = $250,000 X = $416,667Company B must sell more than Company A to break even because it must cover $200,000 more in fixed costs (it is more highly leveraged).3. Company A: 2 ⨯ 50% = 100%Company B: 6 ⨯ 50% = 300%The percentage increase in profits for Company B is much higher than Com-pany A’s increase because Company B has a higher degree of oper ating leve-rage (i.e., it has a larger amount of fixed costs in proportion to variable costs as compared to Company A). Once fixed costs are covered, additional reve-nue must cover only variable costs, and 60 percent of Company B’s revenue above break-even is profit, whereas only 20 perce nt of Company A’s revenue above break-even is profit.1. Variable Units in PackageProduct Price* –Cost = CM ⨯Mix = CM Scientific $25 $12 $13 1 $13 Business 20 9 11 5 55 Total $68 *$500,000/20,000 = $25$2,000,000/100,000 = $20X = ($1,080,000 + $145,000)/$68X = $1,225,000/$68X = 18,015 packages18,015 scientific calculators (1 ⨯ 18,015)90,075 business calculators (5 ⨯ 18,015)2. Revenue = $1,225,000/0.544* = $2,251,838*($1,360,000/$2,500,000) = 0.5441. Sales mix is 2:1 (Twice as many videos are sold as equipment sets.)2. Variable SalesP roduct Price –Cost = CM ⨯Mix = Total CM Videos $12 $4 $8 2 $16 Equipment sets 15 6 9 1 9 Total $25 Break-even packages = $70,000/$25 = 2,800Break-even videos = 2 ⨯ 2,800 = 5,600Break-even equipment sets = 1 ⨯ 2,800 = 2,8003. Switzer CompanyIncome StatementFor Last YearSales .......................................................................................... $ 195,000Less: Variable costs ................................................................. 70,000Contribution margin ................................................................. $ 125,000Less: Fixed costs ..................................................................... 70,000 Operating income ................................................................ $ 55,000 Contribution margin ratio = $125,000/$195,000 = 0.641, or 64.1%Break-even sales revenue = $70,000/0.641 = $109,2044. Margin of safety = $195,000 – $109,204 = $85,7961. Sales mix is 2:1:4 (Twice as many videos will be sold as equipment sets, andfour times as many yoga mats will be sold as equipment sets.)2. Variable SalesP roduct Price –Cost = CM ⨯Mix = Total CM Videos $12 $ 4 $8 2 $16 Equipment sets 15 6 9 1 9 Yoga mats 18 13 5 4 20 Total $45 Break-even packages = $118,350/$45 = 2,630Break-even videos = 2 ⨯ 2,630 = 5,260Break-even equipment sets = 1 ⨯ 2,630 = 2,630Break-even yoga mats = 4 ⨯ 2,630 = 10,5203. Switzer CompanyIncome StatementFor the Coming YearSales .......................................................................................... $555,000Less: Variable costs ................................................................. 330,000Contribution margin ................................................................. $225,000Less: Fixed costs ..................................................................... 118,350 Operating income ................................................................ $106,650 Contribution margin ratio = $225,000/$555,000 = 0.4054, or 40.54%Break-even revenue = $118,350/0.4054 = $291,9344. Margin of safety = $555,000 – $291,934 = $263,0661. Contribution margin/unit = $410,000/100,000 = $4.10Contribution margin ratio = $410,000/$650,000 = 0.6308Break-even units = $295,200/$4.10 = 72,000 unitsBreak-even revenue = 72,000 ⨯ $6.50 = $468,000or= $295,200/0.6308 = $467,977**Difference due to rounding error in calculating the contribution margin ratio.2. The break-even point decreases:X = $295,200/(P – V)X = $295,200/($7.15 – $2.40)X = $295,200/$4.75X = 62,147 unitsRevenue = 62,147 ⨯ $7.15 = $444,3513. The break-even point increases:X = $295,200/($6.50 – $2.75)X = $295,200/$3.75X = 78,720 unitsRevenue = 78,720 ⨯ $6.50 = $511,68016–19 Concluded4. Predictions of increases or decreases in the break-even point can be madewithout computation for price changes or for variable cost changes. If both change, then the unit contribution margin must be known before and after to predict the effect on the break-even point. Simply giving the direction of the change for each individual component is not sufficient. For our example, the unit contribution changes from $4.10 to $4.40, so the break-even point in units will decrease.Break-even units = $295,200/($7.15 – $2.75) = 67,091Now, let’s look at the break-even point in revenues. We might expect that it, too, will decrease. However, that is not the case in this particular example.Here, the contribution margin ratio decreased from about 63 percent to just over 61.5 percent. As a result, the break-even point in revenues has gone up.B reak-even revenue = 67,091 $7.15 = $479,7015. The break-even point will increase because more units will need to be sold tocover the additional fixed expenses.Break-even units = $345,200/$4.10 = 84,195 unitsRevenue = $547,26816–201.Break-even point = 2,500 units; + line is total revenue and x line is total costs.2. a. Fixed costs increase by $5,000:Break-even point = 3,750 unitsb. Unit variable cost increases to $7:Break-even point = 3,333 unitsc. Unit selling price increases to $12:Break-even point = 1,667 unitsd. Both fixed costs and unit variable cost increase:Break-even point = 5,000 units3. Original data:-$10,000$0$10,000Break-even point = 2,500 unitsa. Fixed costs increase by $5,000:-$15,000$0$15,000Break-even point = 3,750 unitsb. Unit variable cost increases to $7:-$10,000$0$10,000Break-even point = 3,333 unitsc.-$10,000$0$10,000Break-even point = 1,667 unitsd. Both fixed costs and unit variable cost increase:-$15,000$0$15,000Break-even point = 5,000 units4. The first set of graphs is more informative since these graphs reveal howcosts change as sales volume changes.1. Unit contribution margin = $1,060,000/50,000 = $21.20Break-even units = $816,412/$21.20 = 38,510 unitsOperating income = 30,000 ⨯ $21.20 = $636,0002. CM ratio = $1,060,000/$2,500,000 = 0.424 or 42.4%Break-even point = $816,412/0.424 = $1,925,500Operating income = ($200,000 ⨯ 0.424) + $243,588 = $328,3883. Margin of safety = $2,500,000 – $1,925,500 = $574,5004. $1,060,000/$243,588 = 4.352 (operating leverage)4.352 ⨯ 20% = 0.87040.8704 ⨯ $243,588 = $212,019New operating income level = $212,019 + $243,588 = $455,6075. Let X = Units0.10($50)X = $50.00X – $28.80X – $816,412$5X = $21.20X – $816,412$16.20X = $816,412X = 50,396 units6. Before-tax income = $180,000/(1 – 0.40) = $300,000X = ($816,412 + $300,000)/$21.20 = 52,661 units1. Variable Sales PackageP roduct Price –Cost = CM ⨯Mix = CM Vases $40 $30 $10 2 $20 Figurines 70 42 28 1 28 Total $48 Break-even packages = $30,000/$48 = 625Break-even vases = 2 ⨯ 625 = 1,250Break-even figurines = 6252. The new sales mix is 3 vases to 2 figurines.Variable Sales Package P roduct Price –Cost = CM ⨯Mix = CM Vases $40 $30 $10 3 $30 Figurines 70 42 28 2 56 Total $86 Break-even packages = $35,260/$86 = 410Break-even vases = 3 ⨯ 410 = 1,230Break-even figurines = 2 ⨯ 410 = 82016–231. d2. c3. a4. d5. e6. b7. cPROBLEMS16–241. Unit contribution margin = $825,000/110,000 = $7.50Break-even point = $495,000/$7.50 = 66,000 unitsCM ratio = $7.50/$25 = 0.30Break-even point = $495,000/0.30 = $1,650,000or= $25 ⨯ 66,000 = $1,650,0002. Increased CM ($400,000 ⨯ 0.30) $ 120,000Less: Increased advertising expense 40,000Increased operating income $ 80,0003. $315,000 ⨯ 0.30 = $94,5004. Before-tax income = $360,000/(1 – 0.40) = $600,000Units = ($495,000 + $600,000)/$7.50= 146,0005. Margin of safety = $2,750,000 – $1,650,000 = $1,100,000or= 110,000 units – 66,000 units = 44,000 units6. $825,000/$330,000 = 2.5 (operating leverage)20% ⨯ 2.5 = 50% (profit increase)16–251. Sales mix:Squares: $300,000/$30 = 10,000 unitsCircles: $2,500,000/$50 = 50,000 unitsSales Total Product P –V* = P – V ⨯ Mix = CM Squares $30 $10 $20 1 $ 20 Circles 50 10 40 5 200 Package $220 *$100,000/10,000 = $10$500,000/50,000 = $10Break-even packages = $1,628,000/$220 = 7,400 packagesBreak-even squares = 7,400 ⨯ 1 = 7,400Break-even circles = 7,400 ⨯ 5 = 37,0002. Contribution margin ratio = $2,200,000/$2,800,000 = 0.78570.10Revenue = 0.7857Revenue – $1,628,0000.6857Revenue = $1,628,000Revenue = $2,374,2163. New mix:Sales Total Product P –V = P – V ⨯ Mix = CM Squares $30 $10 $20 3 $ 60 Circles 50 10 40 5 200 Package $260 Break-even packages = $1,628,000/$260 = 6,262 packagesBreak-even squares = 6,262 ⨯ 3 = 18,786Break-even circles = 6,262 ⨯ 5 = 31,310CM ratio = $260/$340* = 0.7647*(3)($30) + (5)($50) = $340 revenue per package0.10Revenue = 0.7647Revenue – $1,628,0000.6647Revenue = $1,628,000Revenue = $2,449,2254. Increase in CM for squares (15,000 ⨯ $20) $ 300,000Decrease in CM for circles (5,000 ⨯ $40) (200,000)Net increase in total contribution margin $ 100,000Less: Additional fixed expenses 45,000Increase in operating income $ 55,000Gosnell would gain $55,000 by increasing advertising for the squares. This isa good strategy.16–261. Currently:Sales (830,000 ⨯ $0.36) $ 298,800Variable expenses 224,100Contribution margin $ 74,700Fixed expenses 54,000Operating income $ 20,700New contribution margin = 1.5 ⨯ $74,700 = $112,050$112,050 – promotional spending – $54,000 = 1.5 ⨯ $20,700Promotional spending = $27,0002. Here are two ways to calculate the answer to this question:a. The per-unit contribution margin needs to be the same:Let P* represent the new price and V* the new variable cost.(P – V) = (P* – V*)$0.36 – $0.27 = P* – $0.30$0.09 = P* – $0.30P* = $0.39b. Old break-even point = $54,000/($0.36 – $0.27) = 600,000New break-even point = $54,000/(P* – $0.30) = 600,000P* = $0.39The selling price should be increased by $0.03.3. Projected contribution margin (700,000 ⨯ $0.13) $91,000Present contribution margin 74,700Increase in operating income $16,300The decision was good because operating income increased by $16,300.(New quantity ⨯ $0.13) – $54,000 = $20,700New quantity = 574,615Selling 574,615 units at the new price will maintain profit at $20,700.16–271. P –V = P – V ⨯Mix = TotalResidential $540.00a$221.64c$318.36 2 $636.72 Commercial 160.00b124.52c35.48 1 35.48 Package $672.20 a$13.50 ⨯ 10 ⨯ 4b$40 ⨯ 4c Cost per acre for four applicationsCommercialChemicals $ 70.00 $ 70.00 [$40 + (3 ⨯ $10)] Labor* 80.00 18.00Operating expenses** 55.12 20.00Supplies** 16.52 16.52Total $ 221.64 $ 124.52*10/3 ⨯ $6.00 ⨯ 4; 3/4 ⨯ $6.00 ⨯ 4**The per-acre amount ⨯ 4 applicationsX = F/(P – V)= $39,708/$672.20 = 59* packagesResidential: 2 ⨯ 59 = 118 acresCommercial: 1 ⨯ 59 = 59 acresAverage number of residential customers = 118/0.10 = 1,180*Rounded2. Hours needed to service break-even volume (in packages):Residential: 10/3 ⨯ 4 ⨯ 2 = 26.67* hoursCommercial: 3/4 ⨯ 4 ⨯ 1 = 3.00 hours29.67 hours per packageTotal hours required = 29.67 ⨯ 59 = 1,751 hoursHours per employee = 8 ⨯ 140 = 1,120Employees needed = 1,751/1,120 = 1.6 laborersOne employee is not sufficient.Volume/Employee = 1,120/29.67 = 38 packages. Thus, if volume exceeds 38 composite units (76 residential and 38 commercial), a second laborer is needed (at least part time).*RoundedNote: Adding another employee could affect the costs used in the initial anal-ysis; for example: (1) another truck might be added (increasing fixed costs and the break-even point; (2) a two-man crew might be used (increasing variable costs); (3) the new employee might work evenings/weekends (no change in either fixed or variable costs). CVP used for planning is often an iterative process—the original solution may raise problems that may call for a recal-culation, altering plans further.3. The mix is redefined to be 1.2:0.8:1.0.P roduct P –V = P – V ⨯Mix = Total CM Res.-1 $135.00 $ 77.91* $ 57.09 1.2 $ 68.51 Res.-4 540.00 221.64 318.36 0.8 254.69 Comm. 160.00 124.52 35.48 1.0 35.48 Package $ 358.68 *Variable cost for one-time residential application:Chemicals $40.00Labor 20.00Operating expenses 13.78Supplies 4.13TotalX = F/(P – V) = $39,708/$358.68 = 111 packagesResidential (one application): 1.2 ⨯ 111 = 133 acresResidential (four applications): 0.8 ⨯ 111 = 89 acresCommercial: 1 ⨯ 111 = 111 acres1. Contribution margin ratio = $487,548/$840,600 = 0.582. Revenue = $250,000/0.58 = $431,0343. Operating income = CMR ⨯ Revenue – Total fixed cost0.08R/(1 – 0.34) = 0.58R – $250,0000.1212R = 0.58R – $250,0000.4588R = $250,000R = $544,9004. $840,600 ⨯ 110% = $924,660$353,052 ⨯ 110% = 388,357$536,303CMR = $536,303/$924,660 = 0.58The contribution margin ratio remains at 0.58.5. Additional variable expense = $840,600 ⨯ 0.03 = $25,218New contribution margin = $487,548 – $25,218 = $462,330New CM ratio = $462,330/$840,600 = 0.55Break-even point = $250,000/0.55 = $454,545The effect is to increase the break-even point.6. Present contribution margin $ 487,548Projected contribution margin ($920,600 ⨯ 0.55) 506,330Increase in contribution margin/profit $ 18,782Fitzgibbons should pay the commission because profit would increase by $18,782.1. Let X be a package of three Grade I cabinets and seven Grade II cabinets.Then:0.3X($3,400) + 0.7X($1,600) = $1,600,000X = 748 packagesGrade I: 0.3 ⨯ 748 = 224 unitsGrade II: 0.7 ⨯ 748 = 524 units2. P roduct P –V = P – V ⨯Mix = Total CMGrade I $3,400 $2,686 $714 3 $2,142 Grade II 1,600 1,328 272 7 1,904 Package $4,046 Direct fixed costs—Grade I $ 95,000Direct fixed costs—Grade II 95,000Common fixed costs 35,000Total fixed costs $ 225,000$225,000/$4,046 = 56 packagesGrade I: 3 ⨯ 56 = 168; Grade II: 7 ⨯ 56 = 3923. P roduct P –V = P – V ⨯Mix = Total CMGrade I $3,400 $2,444 $956 3 $2,868 Grade II 1,600 1,208 392 7 2,744 Package $5,612 P ackage CM = 3($3,400) + 7($1,600)P ackage CM = $21,400$21,400X = $1,600,000 – $600,000X = 47 packages remaining141 Grade I (3 ⨯ 47) and 329 Grade II (7 ⨯ 47)Additional contribution margin:141($956 – $714) + 329($392 – $272) $73,602Increase in fixed costs 44,000Increase in operating income $29,602Break-even: ($225,000 + $44,000)/$5,612 = 48 packages144 Grade I (3 ⨯ 48) and 336 Grade II (7 ⨯ 48)If the new break-even point is interpreted as a revised break-even for 2004, then total fixed costs must be reduced by the contribution margin already earned (through the first five months) to obtain the units that must be sold for the last seven months. These units would then be added to those sold during the first five months:CM earned = $600,000 – (83* ⨯ $2,686) – (195* ⨯ $1,328) = $118,102*224 – 141 = 83; 524 – 329 = 195X = ($225,000 + $44,000 – $118,102)/$5,612 = 27 packagesFrom the first five months, 28 packages were sold (83/3 or 195/7). Thus, the revised break-even point is 55 packages (27 + 28)—in units, 165 of Grade I and 385 of Grade II.。

CHAPTER 1Managerial Accounting, the Business Organization, andProfessional Ethics1-A1 Solution: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 financialstatements 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 beattention 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 ina performance report.6. Scorekeeping. The statement reports what has happened. Could also beattention directing if the report highlights a problem or issue.7. Problem solving. Assuming the cost comparison is to help the managerdecide between two alternatives, this is problem solving.8. Attention directing. Variances point out areas where results differ fromexpectations. Interpreting them directs attention to possible causes of thedifferences.9. Problem solving. Aids a decision about where to make parts.10. Attention directing and problem solving. Budgeting involves makingdecisions about planned activities -- hence, aiding problem solving. Budgets also direct attention to areas of opportunity or concern --hence, directingattention. Reporting against the budget also has a scorekeeping dimension.1-A2 Solution:1. Budgeted Actual DeviationsAmounts Amounts or Variances Room rental $ 140 $ 140 $ 0Food 700 865 165UEntertainment 600 600 0Decorations 220 260 40UTotal $1,660 $1,865 $205U 2. Because of the management by exception rule, room rental and entertainmentrequire no explanation. The actual expenditure for food exceeded the budget by $165. Of this $165, $150 is explained by attendance of 15 persons morethan budgeted (at a budget of $10 per person for food) and $15 is explained by expenditures above $10 per person.Actual expenditures for decorations were $40 more than the budget. Thedecorations committee should be asked for an explanation of the excessexpenditures.1-29 Solution:1. Controller. Financial statements are generally produced by the controller'sdepartment.2. Controller. Advising managers aids operating decisions.3. Controller. Advice on cost analysis aids managers' operating decisions.4. Treasurer. Analysts affect the company's ability to raise capital, which is theresponsibility of the treasurer.5. Treasurer. Financing the business is the responsibility of the treasurer.6. Controller. Tax returns are part of the accounting process overseen by thecontroller.7. Treasurer. Insurance, as with other risk management activities, is usually theresponsibility of the treasurer.8. Treasurer. Allowing credit is a financial decision.CHAPTER 2INTRODUCTION TO COST BEHAVIOR AND COST-VOLUME RELATIONSHIPS2-A3 Solution:The following format is only one of many ways to present a solution. This situation is reallya demonstration of "sensitivity analysis," whereby a basic solution is tested to see how much it is affected by changes in critical factors. Much discussion can ensue, particularly about the finalthree changes.The basic contribution margin per revenue mile is $1.50 - $1.30 = $.20(1) (2) (3) (4) (5)(1)×(2) (3)-(4)Revenue Cont ri buti on To talMi l es Margi n Pe r Cont ri buti on Fi xed NetSol d Revenue Mi l e Margi n Expen se s In co me 1. 800,000$.20$160,000$120,000$ 40,0002. (a) 800,000.35280,000120,000160,000(b) 880,000.20176,000120,00056,000(c) 800,000.0756,000120,000(64,000)(d) 800,000.20160,000132,00028,000(e) 840,000.17142,800120,00022,800(f) 720,000.25180,000120,00060,000(g) 840,000.20168,000132,00036,0002-B2 Solution:1. $2,300 ÷ ($30 - $10) = 115 child-days or 115 × $30 = $3,450 revenue dollars.2. 176 × ($30 - $10) - $2,300 = $3,520 - $2,300 = $1,2203. a. 198 × ($30 - $10) - $2,300 = $3,960 - $2,300 = $1,660 or (22 × $20) + $1,220 = $440 + $1,220 = $1,660 b. 176 × ($30 - $12) - $2,300 = $3,168 - $2,300 = $868 or $1,220 - ($2 × 176) = $868 c. $1,220 - $220 = $1,000d. [(9.5 × 22) × ($30 - $10)] - ($2,300 + $300) = $4,180 - $2,600 = $1,580e.[(7 × 22) × ($33 - $10)] - $2,300 = $3,542 - $2,300 = $1,2422-B 3 So lu tio n :1.$16)($20$5,000- = $4$5,000= 1,250 units2. Contribution margin ratio:($40,000)$30,000)($40,000- = 25%$8,000 ÷ 25% = $32,0003.$14)($30$7,000)($33,000-+ = $16$40,000 = 2,500 units4. ($50,000 - $20,000)(110%) = $33,000 contribution margin;$33,000 - $20,000 = $13,0005. New contribution margin:$40 - ($30 - 20% of $30)= $40 - ($30 - $6) = $16;New fixed expenses: $80,000 × 110% = $88,000;$16$20,000)($88,000+ = $16$108,000 = 6,750 units2-27 Soluti on:2-38Sol uti on:1. 100% Full 50% FullRoom revenue @ $50 $1,825,000 a$ 912,500 bVariable costs @ $10 365,000 182,500Contribution margin 1,460,000 730,000Fixed costs 1,200,000 1,200,000Net income (loss) $ 260,000 $ (470,000)a 100 × 365 = 36,500 rooms per year36,500 × $50 = $1,825,000b50% of $1,825,000 = $912,5002. Let N = number of rooms$50N -$10N - $1,200,000 = 0N = $1,200,000 ÷ $40 = 30,000 rooms Percentage occupancy = 30,000 ÷ 36,500 = 82.2%2-40 Solution:1. Let R = pints of raspberries and 2R = pints of strawberriessales - variable expenses - fixed expenses = zero net income$1.10(2R) + $1.45(R) - $.75(2R) - $.95(R) - $15,600 = 0$2.20R + $1.45R - $1.50R - $.95R -$15,600 = 0$1.2R - $15,600 = 0 R = 13,000 pints of raspberries2R = 26,000 pints of strawberries2. Let S = pints of strawberries($1.10 - $.75) × S - $15,600 = 0.35S - $15,600 = 0S = 44,571 pints of strawberries3. Let R = pints of raspberries($1.45 - $.95) × R - $15,600 = 0$.50R - $15,600 = 0R = 31,200 pints of raspberries2-42 Solution:Several variations of the following general approach are possible:Sales - Variable expenses - Fixed expenses = Target after-tax net income 1 - tax rateS - .75S - $440,000 =.3)-(1$84,000.25S = $440,000 + $120,000 3-A1 Solution: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 Coca-Cola.10. (b) Discretionary fixed cost.11. (b) Discretionary fixed cost.3-A2 Solution:1. Support costs based on 60% of the cost of materials:Sign A Sign B Direct materials cost $400 $200 Support cost (60% of m ater ial s c o st) $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 too many jobs that require many power tool operations, because its bids are too low -- given what the "true" costs will be, the company cannot afford these jobs at those prices. Either way, the sign business could be more profitable if the owner better understood and used activity analysis. Evergreen Signs would be advised to adopt the activity-analysis recommendation, but also to closely monitor costs to see if the activity-analysis predictions of support costs are accurate.3-B2 Solution:Board Z15 Board Q52Mark-up method:Material cost $40 $60Support costs (100%) $40 $60Activity analysis method:Manual operations 15 7Support costs (@$4) $60 $28The support costs are different because different cost behavior is assumed by the two methods. If the activity analyses are reliable, then boards with few manual operations are overcosted with the markup method, and boards with many manual operatio ns are undercosted with the markup method.3-B3 Solution:Variable cost per machine hour =Change in Repair Cost Change in Machine Hours= (P260,000,000 - P200,000,000) (12,000 - 8,000)= P15,000 per machine hourFixed cost per month = total cost - variable cost= P260,000,000 - P15,000 x 12,000= P260,000,000 - P180,000,000= P 80,000,000 per monthor = P200,000,000 - P15,000 x 8,000= P200,000,000 - P120,000,000= P 80,000,000 per month3-32 Solution:1. Machining labor: G, number of units completed or labor hours2. Raw material: B, units produced; could also be D if the company’s purchases do not affect the price of the raw material.3. Annual wage: C or E (depending on work levels), labor hours4. Water bill: H, gallons used5. Quantity discounts: A, amount purchased6. Depreciation: E, capacity7. Sheet steel: D, number of implements of various types8. Salaries: F, number of solicitors9. Natural gas bill: C, energy usage3-34 Solution:1. 2001 2002Sales revenues $57 $116Less: Operating income (loss) (19) 18Operating expenses $76 $ 982. Change in operating expenses ÷ Change in revenues = Variable cost percentage($98 - $76) ÷ ($116 - $57) = $22 ÷ $59 = .37 or 37%Fixed cost = Total cost – Variable cost= $76 - .37 × $57= $55or= $98 - .37 × $116= $55Cost function = $55 + .37 × Sales revenue3. Because fixed costs to not change, the entire additional total contributionmargin is added to operating income. The $57 sales revenue in 2001generated a total contribution margin of $57 × (1 - .37) = $36, which was $19 short of covering the $55 of fixed cost. But the additional $59 of salesrevenue in 2002 generated a total contribution margin of $59 × (1 - .37) = $37 that could go directly to operating income because there was no increase infixed costs. It wiped out the $19 operating loss and left $18 of operatingincome.3-35 Solution:1. Fuel costs: $.40 × 16,000 miles per month = $6,400 per month.2. Equipment rental: $5,000 × 7 × 3 = $105,000 for seven pieces of equipment for three months3. Ambulance and EMT cost: $1,200 × (2,400/200) = $1,200 × 12 = $14,4004. Purchasing: $7,500 + $5 × 4,000 = $27,500 for the month.3-36 Solution:There may be some disagreement about these classifications, but reasons for alternative classifications should be explored.Cost Discretionary Committed Advertising $22,000Depreciation $ 47,000 Company health insurance 21,000 Management salaries 85,000 Payment of long-term debt 50,000 Property tax 32,000 Grounds maintenance 9,000Office remodeling 21,000Research and development 46,000Totals $98,000 $235,000。

●EXERCISES4–11.Quarter 1 Quarter 2 Quarter 3 Quarter 4 Total Units produced 400,000 160,000 80,000 560,000 1,200,000 Prime costs $8,000,000 $3,200,000 $1,600,000 $11,200,000 $24,000,000 Overhead costs $3,200,000$2,400,000 $3,600,000 $2,800,000 $12,000,000 Unit cost:Prime $20 $20 $20 $20 $20Overhead 8 15 45 5 10Total $28 $35 $65 $25 $302. Actual costing swings per unit. causeappears to be nonuniform incurrence of overhead and nonuniform production (seasonal production is a possibility).3. First, calculate a predetermined rate:OH rate = $11,640,000/1,200,000= $9.70 per unitThis rate is used to assign overhead to the product throughout the year. Since the driver is units produced, $9.70 would be assigned to each unit. Adding this to the actual prime costs produces a unit cost under normal costing:Unit cost = $9.70 + $20.00 = $29.70This cost is close to the actual annual cost of $30.00.4–21. Predetermined rates:Drilling Department: Rate = $600,000/280,000 = $2.14* per MHrAssembly Department: Rate = $392,000/200,000= $1.96 per DLH*Rounded2. Applied overhead:Drilling Department: $2.14 ⨯ 288,000 = $616,320Assembly Department: $1.96 ⨯ 196,000 = $384,160Overhead variances:Drilling Assembly TotalActual overhead $602,000 $412,000 $1,014,000Applied overhead 616,320 384,160 1,000,480Overhead variance $(14,320) over$27,840 under $13,5203. Unit overhead cost ⨯⨯= $11,696/8,000= $1.46**Rounded4–31. Yes. Since direct materials and direct labor are directly traceable to each product, theircost assignment should be accurate.2. Elegant: (1.75 ⨯ $9,000)/3,000 = $5.25 per briefcaseFina: (1.75 ⨯ $3,000)/3,000 = $1.75 per briefcaseNote: Overhead rate = $21,000/$12,000 = $1.75 per direct labor dollar (or 175 percent of direct labor cost).There are more machine and setup costs assigned to Elegant than Fina. This is clearly a distortion because the production of Fina is automated and uses the machine resources much more than the handcrafted Elegant. In fact, the consumption ratio for machining is0.10 and 0.90 (using machine hours as the measure of usage). Thus, Fina uses ninetimes the machining resources as Elegant. Setup costs are similarly distorted. Theproducts use an equal number of setups hours. Yet, if direct labor dollars are used, then the Elegant briefcase receives three times more machining costs than the Fina briefcase. 4–3 Concluded3. Overhead rate = $21,000/5,000= $4.20 per MHrElegant: ($4.20 ⨯ 500)/3,000 = $0.70 per briefcaseFina: ($4.20 ⨯ 4,500)/3,000 = $6.30 per briefcaseThis cost assignment appears more reasonable given the relative demands each product places on machine resources. However, once a firm moves to a multiproduct setting, using only one activity driver to assign costs will likely produce product cost distortions.Products tend to make different demands on overhead activities, and this should be reflected in overhead cost assignments. Usually, this means the use of both unit- and nonunit-level activity drivers. In this example, there is a unit-level activity (machining) anda nonunit-level activity (setting up equipment). The consumption ratios for each (usingmachine hours and setup hours as the activity drivers) are as follows:Elegant FinaMachining 0.10 0.90 (500/5,000 and 4,500/5,000) Setups 0.50 0.50 (100/200 and 100/200)Setup costs are not assigned accurately. Two activity rates are needed—one based on machine hours and the other on setup hours:Machine rate: $18,000/5,000 = $3.60 per MHrSetup rate: $3,000/200 = $15 per setup hourCosts assigned to each product:Machining: Elegant Fina$3.60 ⨯ 500 $ 1,800$3.60 ⨯ 4,500 $ 16,200Setups:$15 ⨯ 100 1,500 1,500Total $ 3,300 $ 17,700Units ÷3,000 ÷3,000Unit overhead cost $ 1.10 $ 5.904–4Activity dictionary:Activity Name Activity Description Primary/ Secondary Activity Driver Providing nursing care Satisfying patient Primary Nursing hoursneedsSupervising Coordinating Secondary Number of nurses nurses nursing activitiesFeeding patients Providing meals Primary Number of mealsto patientsLaundering bedding Cleaning and delivering Primary Pounds of laundry and clothes clothes and beddingProviding physical Therapy treatments Primary Hours of therapy therapy directed by physicianMonitoring Using equipment to Primary Monitoring hours patients monitor patient conditions4–51. Percent Regular PercentPrice $900 100% $750 100%Cost 576 64 600 80Unit gross profit $324 36% $150 20%Total gross profit:($324 ⨯ 100,000) $32,400,000($150 ⨯ 800,000) $120,000,0002. Calculation of unit overhead costs:Deluxe Regular Unit-level:Machining:$200 ⨯ 100,000 $20,000,000$200 ⨯ 300,000 $60,000,000 Batch-level:Setups:$3,000 ⨯ 300 900,000$3,000 ⨯ 200 600,000 Packing:$20 ⨯ 100,000 2,000,000$20 ⨯ 400,000 8,000,000 Product-level:Engineering:$40 ⨯ 50,000 2,000,000$40 ⨯ 100,000 4,000,000 Facility-level:Providing space:$1 ⨯ 200,000 200,000$1 ⨯ 800,000 800,000 Total overhead $ 25,100,000 $73,400,000 Units ÷100,000 ÷800,000 Overhead per unit $ 251 $ 91.754–5 ConcludedDeluxe Regular Percent Price $900 100% $750.00 100% Cost 780* 87*** 574.50** 77*** Unit gross profit $120 13%*** $175.50 23%*** Total gross profit:($120 ⨯ 100,000) $12,000,000($175.50 ⨯ 800,000) $140,400,000*$529 + $251**$482.75 + $91.75***Rounded3. Using activity-based costing, a much different picture of the deluxe and regular productsemerges. The regular model appears to be more profitable. Perhaps it should be emphasized.4–61. JIT Non-JITSales a$12,500,000 $12,500,000Allocation b750,000 750,000a$125 ⨯ 100,000, where $125 = $100 + ($100 ⨯ 0.25), and 100,000 is the average order size times the number of ordersb0.50 ⨯ $1,500,0002. Activity rates:Ordering rate = $880,000/220 = $4,000 per sales orderSelling rate = $320,000/40 = $8,000 per sales callService rate = $300,000/150 = $2,000 per service call4–6 ConcludedJIT Non-JIT Ordering costs:$4,000 ⨯ 200 $ 800,000$4,000 ⨯ 20 $ 80,000 Selling costs:$8,000 ⨯ 20 160,000$8,000 ⨯ 20 160,000 Service costs:$2,000 ⨯ 100 200,000$2,000 ⨯ 50 100,000 T otal $ 1,160,000 $ 340,000For the non-JIT customers, the customer costs amount to $750,000/20 = $37,500 per order under the original allocation. Using activity assignments, this drops to $340,000/20 = $17,000 per order, a difference of $20,500 per order. For an order of 5,000 units, the order price can be decreased by $4.10 per unit without affecting customer profitability.Overall profitability will decrease, however, unless the price for orders is increased to JIT customers.3. It sounds like the JIT buyers are switching their inventory carrying costs to Emery withoutany significant benefit to Emery. Emery needs to increase prices to reflect the additional demands on customer-support activities. Furthermore, additional price increases may be needed to reflect the increased number of setups, purchases, and so on, that are likely occurring inside the plant. Emery should also immediately initiate discussions with its JIT customers to begin negotiations for achieving some of the benefits that a JIT supplier should have, such as long-term contracts. The benefits of long-term contracting may offset most or all of the increased costs from the additional demands made on other activities.4–71. Supplier cost:First, calculate the activity rates for assigning costs to suppliers:Inspecting components: $240,000/2,000 = $120 per sampling hourReworking products: $760,500/1,500 = $507 per rework hourWarranty work: $4,800/8,000 = $600 per warranty hourNext, calculate the cost per component by supplier:Supplier cost:Vance Foy Purchase cost:$23.50 ⨯ 400,000 $ 9,400,000$21.50 ⨯ 1,600,000 $ 34,400,000 Inspecting components:$120 ⨯ 40 4,800$120 ⨯ 1,960 235,200 Reworking products:$507 ⨯ 90 45,630$507 ⨯ 1,410 714,870 Warranty work:$600 ⨯ 400 240,000$600 ⨯ 7,600 4,560,000 Total supplier cost $ 9,690,430 $ 39,910,070 Units supplied ÷400,000 ÷1,600,000 Unit cost $ 24.23* $ 24.94**RoundedThe difference is in favor of Vance; however, when the price concession is considered, the cost of Vance is $23.23, which is less than Foy’s component. Lumus should accept the contractual offer made by Vance.4–7 Concluded2. Warranty hours would act as the best driver of the three choices. Using this driver, therate is $1,000,000/8,000 = $125 per warranty hour. The cost assigned to each component would be:Vance Foy Lost sales:$125 ⨯ 400 $ 50,000$125 ⨯ 7,600 $ 950,000$ 50,000 $ 950,000 U nits supplied ÷400,000 ÷1,600,000I ncrease in unit cost $ 0.13* $ 0.59**Rounded。

管理会计（第4版）课后习题答案有的答案有PPT之中，请⾃⼰查阅第⼀章总论【练习题】1．第⼀本管理会计专著，即《管理会计⼊门》，它是由美国学者麦⾦西于（B ）写的。

A.1923年B.1924年C.1925年D.1926年2．没有固定核算程序的是(C)。

A.财务会计B.成本会计C.管理会计D.对外报告会计3．管理会计的主体有(AB)。

A.企业整体B.企业内部各个层次的所有责任单位C.企业的最⾼领导D.责任⼈4．2014年10⽉，英国和美国的两家组织携⼿推出了《全球管理会计原则》，这两家机构是(A)。

A.英国皇家特许管理会计师公会B.美国管理会计师协会C.美国注册会计师协会D.英国注册会计师协会5. 下列不属于管理会计的服务对象是（ B ）。

A股东B外部集团C债权⼈D企业内部的经营管理6. 会计中涉及企业内部管理的部分被称之为（C ）。

A财务会计B对外报告会计C管理会计D会计核算7. 使⽤管理会计所提供的经济信息的是（D ）。

A银⾏B债权⼈C税收机关D企业内部管理当局8. 管理会计的职能包括（ABCDE ）。

A预测B决策C规划D控制E考评9. 管理会计不同于财务会计的特点是（ABC ）。

A侧重于为企业内部的经营管理服务B⽅式⽅法灵活C同时兼顾企业⽣产经营的全局和局部两个⽅⾯D不具备法律责任10、管理会计不必遵守（B ）。

A会计法B统⼀会计制度C公认会计原则D以上都不对【案例及应⽤】案例资料：上世纪末，江苏昆⼭某国有企业进⾏股份制改造，公司借调整之机准备改财务科为财务部，并招聘财务经理⼀名。

董事长对这项⼯作⾼度重视并亲⾃⾯试，发现某⼀位具有上市公司财务负责⼈背景的会计很有见解，就⾼薪聘⽤了他。

新经理上任后，对该公司会计流程批评较多，但却没有能⼒加以改善。

董事长觉得很纳闷，在⼤公司（上市公司）当过财务主管的⼈，怎么可能是外⾏呢？（专家建议：从现有的会计队伍中选拔⼀位资深会计担任财务部副经理，重点抓财务会计⼯作，以协助财务经理的⼯作。

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

第一章一．实务操作答案：张先生身为公司财务部门主管，将公司内部机密泄露给他人，并且私自窜改数据误导公司决策，令公司蒙受经济损失，违反了职业道德标准中保密、廉正的规定。

张先生应当实事求是，秉公办理。

二．思考与练习答案（一）填空1.1920年，美国芝加哥大学首先开设了“管理会计”讲座，主持人美国会计学家麦金西（J.O.McKinsey）被誉为美国管理会计的创始人。

2.管理会计是通过一系列专门方法，利用财务会计及其他有关资料进行整理、计算、对比和分析，使企业各级管理人员据以对日常发生的一切经济活动进行规划和控制，并帮助企业领导作出各种专门决策的信息处理系统。

（二）单选题1.C2.A3.B4.B5.D6.C7.C8.A（三）多选题1.ABCDE2.ABCD3.ABC4.BC（四）判断题1.×2.×3.√4.×5.√6.√（五）简答题(略)第二章一实务操作答案a =200-25×6=50（元）则Y=50+25X每月设备维修费中有固定成本50元，单位变动成本25元。

根据计算得到如下数据：n=12 ΣX=118 ΣY=3570 ΣXY=36610 ΣX 2 =1226 则：元）元）(12.721211892.223570(92.22118122612357011836610122=⨯-==-⨯⨯-⨯=a bY=72.12+22.92X1月份机器工作小时为18小时，即X=18每月维修费中有固定成本72.12元，单位变动成本22.92元。

预测的下年1月份设备维修费为415.92元。

二 思考与练习答案（一）填空题1.成本是企业在生产经营过程中发生的各项耗费，是对象化了的费用，是综合反映企业生产经营绩效的一项重要经济指标。

2.成本可以按不同的标志进行分类。

按其发生时间分类，可以分为历史成本和未来成本；按其相关性分类，可以分为相关成本和无关成本；按其可控性分类，可以分为可控成本和不可控成本；按其经济用途分，可以分为生产成本和非生产成本等。