ACCA F5 业绩管理Performance Management（上）.doc

ACCA F5教材 PERFORMANCE MANAGEMENT 教材 （下） Test your understanding 12 Original budget Flexed budget Actual Variances Sales 100 200 196 4 adverse Variable costs (30) (60) (62) 2 adverse Fixed costs (10) (15) (16) 1 adverse Profit 60 125 118 7 adverse Test your understanding 13 (a) Flexible budget Actual Variance Number of units sold (000) 720 270 80 $000 $000 $000 Sales 1,152 1,071 (81) Variable cost of sales Materials 189 144 45 Labour 270 288 (18) Overheads 36 36 0 Fixed labour cost 100 94 6 595 562 33 Gross profit 557 509 (48) Selling and distribution costs Fixed 72 83 (11) Variable 162 153 9 Administration costs Fixed 184 176 8 Variable 54 54 472 466 6 Net profit 85 43 (42) Possible reasons Sales (adverse) – the volume variance is favourable so the adverse variance must be due to price being less than planned. Materials (favourable) – could be due to bulk purchase, resulting in a lower unit price. Variable labour (adverse) – could be due to inefficient working by direct labour. Fixed labour (favourable) – could be due to employees leaving and not being replaced. Fixed selling overheads (adverse) – could be due to additional fixed advertising costs. Variable selling overheads (favourable) – could be due to lower running costs of distribution vehicles. Fixed administration overheads (favourable) – better computer systems reduces the number of accountants needed! Note: There are many other possible reasons for the variances. (b) The original statement was of no use as there are volume variances comparing 640,000 units with 720,000 units. To be fair, the budget needs to be flexed to the actual level of 720,000 in order to compare ‘like with like’. (c) (i) Problems of forecasting with flexible budgets include the following: General problems: These must be overcome in any budgeting system, e.g. predicting volume and other internal estimates along with macroecono