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ACCA F2
Management Accounting (MA)
管理会计
ACCA Lecturer: Belinda Qiu
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Part C Budget preparation
1. Functional budget (sales, production, material, labor)
2. Cash budget
3. Master budget
4. “what if ”analysis and scenario planning
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Part C Flexible budgets and Capital budget
1. Flexible budget and fixed budget
2. Preparing a flexible budget
3. Responsibility center
4. Controllable and non-controllable cost
5. Capital expenditure and revenue expenditure
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Part C Flexible budgets and capital budget
1. Fixed and flexible budgets
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Part C Flexible budgets and capital budget
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Part C Flexible budgets and capital budget
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Part C Flexible budgets and capital budget
2. Preparation of a flexible budget
A has prepared the following standard cost card based on producing
and selling 10,000 units per month :
SP=$10, VC=$3, FC=$1, profit=$6.
Actual production and sales for month 1 were 12,000 units and this
resulted in the following :
Sales=$125,000; VC=$40,000; FC=$9,000; total profit=$76,000
Required: using a flexible budgeting approach, prepare a table showing
the original fixed budget, the flexible budget, the actual results and the
total meaningful variances.
见excel-flexible budget 例题讲解
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Part C Flexible budgets and capital budget
3. Responsibility accounting
cost center, revenue center, profit center and investment center
The reporting system should be designed so that the responsibility for
performance achievements is identified as that of a single manager. And
the following guidelines may be applied:
-If a manager controls quantity and price, that manager is responsible for
all expenditure variances.
-If a manager controls quantity but not price, that manager is responsible
only for variances due to usage and vice versa.
- If a manager controls price but not quantity, that manager is responsible
only for variances due to price.
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Part C Flexible budgets and capital budget
4. Controllable and non-controllable costs
-A cost is controllable if a manager is responsible for it being incurred
or is able to authorize the expenditure.
-A manager should only be evaluated on the costs over which they
have control.
-There may be no clear-cut distinction between controllable and non-c
ontrollable costs for a given manager. There may be joint control with
another manager. The aim under a responsibility accounting system
will be to assigned and report on the cost to the person having
primary responsibility .
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Part C Flexible budget and capital budget
5. Capital and revenue expenditure
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Part C Flexible budget and capital budget
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Part C Flexible budget and capital budget
Capital expenditure
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Part C Flexible budget and capital budget
Revenue expenditure
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Part C Flexible budget and capital budget
Capital and revenue expenditure和报表之间的关系
Capital expenditure Non-current asset
Depreciation/amortization
Financial
statement Income statement
Revenue expenditure Current asset
Income statement
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Part C Flexible budget and capital budget
Capital and revenue income
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Part C Flexible budget and capital budget
6. Preparing capital expenditure budgeting
Suitable financing
Review with other budgets
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Part C Flexible budgets and capital budget
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Part C Flexible budgets and capital budget
Q1. A company has a manufacturing capacity of 10,000units. The
flexed production cost budget for the company is as follows:
Capacity 60% 100%
Total production cost $11,280 $15,120
What is the budgeted total production cost if it operates at 85%
capacity?
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Fixed budget Flexed budget Actual Variance F/A $
production units 10, 12, 12, selling price 10
$ $ $ $ variable cost -3
Sales 100, 120, 125, 5, F fixed cost -1
variable cost -30, -36, -40, -4, A profit 6
fixed cost -10, -10, -9, 1, F
profit 60, 74, 76, 2, F
F2_Chapter_20_Flexible_Budget_and_Capital_Budget
Flexible budget例题讲解
