Page 1 of 5 THE INSTITUTE OF COST AND MANAGEMENT ACCOUNTANTS OF BANGLADESH CMA APRIL – 2014 EXAMINATION FOUNDATION LEVEL SUBJECT: 001. PRINCIPALES OF ACCOUTING No. SOLUTION Solution to Question # 1(b) Journal Entries Particulars Dr. (Tk.) Cr. (Tk.) i) Office Supplies Expense Account Office Supplies Account (To the Office supplies consumed during the year charged to expense Account) 13,500 13,500 ii) Rent Expense Account Prepaid Rent Account (All prepaid rents except Tk. 16,000 (24,000 – 2,000 × 4 months) has been adjusted (50,000+60,000-16,000) 94,000 94,000 iii) Insurance expense Account Prepaid Insurance Account (Being the Insurance premium expired during the year as shown below booked) A 5321 = 96,000 12 × 11 = 88,000 E 4520 = 24,000 12 × 9 = 18,000 X 3211 = 18,000 12 × 2 = 1,09,000 3,000 1,09,000 1,09,000 iv) Goods with customers Sales Account Income summary Accounts Receivables (Being the Inventory of goods with customers at cost recorded and the sale is revised accordingly) 12,000 20,000 12,000 20,000 v) Bank account Accounts Payable (Being the time expired cheques cancelled, the entry passed before, is revised) 89,650 89,650 vi) No entry is required since the repair could not Increase the life of the machine as estimated earlier vii) Retained Earnings Account Depreciation Account Accumulated Depreciation 833 16,000 16,833 Calculation Old Method Equipment Cost New Meth 12,00,000 12,00,000 Depr. 2010-11 * 1,00,000 95,833 1,00,000 95,833 Depr. 2011-12 11,00,000 1,10,000 ** 1,10,000 1,15,000 9,90,000 2012-13 2,10,000 2,10,833 99,000 1,15,000 3,09,000 3,25,833 Up to previous year = 2,10,833 – 2,10,000 833 *(12,00,000 - 50,000) × 10% × 10 12 Current year = 1,15,000 – 99,000 = 95,833 16,000 16,833 **(12,00,000-50,000) × 10% = 1,15,000
Transcript
Page 1 of 5
THE INSTITUTE OF COST AND MANAGEMENT ACCOUNTANTS OF BANGLADESH CMA APRIL – 2014 EXAMINATION
FOUNDATION LEVEL SUBJECT: 001. PRINCIPALES OF ACCOUTING
No.
SOLUTION
Solution to Question # 1(b) Journal Entries
Particulars Dr. (Tk.) Cr. (Tk.)
i) Office Supplies Expense Account Office Supplies Account (To the Office supplies consumed during the year charged to expense Account)
iii) Insurance expense Account Prepaid Insurance Account (Being the Insurance premium expired during the year as shown below booked) A 5321 = 96,000
12 × 11 = 88,000
E 4520 = 24,000
12 × 9 = 18,000
X 3211 = 18,000
12 × 2 =
1,09,000
3,000 1,09,000
1,09,000
iv) Goods with customers Sales Account Income summary Accounts Receivables (Being the Inventory of goods with customers at cost recorded and the sale is revised accordingly)
12,000 20,000
12,000 20,000
v) Bank account Accounts Payable (Being the time expired cheques cancelled, the entry passed before, is revised)
89,650 89,650
vi) No entry is required since the repair could not Increase the life of the machine as estimated earlier
(b) 2002 Jan 1 - Dec 31 Estimated warranty liability…………………2,750 Repair parts/ Wages payable………...............2,750
(To record honoring of 11 warranty contracts on 2002 sales)
Solution to Question # 4. 1. Book Value is the amount of net assets presented by each share of common stock. Book value may be either higher or lower than the current market value; however it may give an indication of reasonableness of the current market price. Market Value is the current price at which share of stock may be bought or sold. When a stock is traded on an organized stock exchange, the market price is quoted daily in the financial press. Market price is based upon a combination of factors, including investors’ expectation of future earning, dividend yield, interest rates and alternative investment opportunities, etc. Par value is the amount of legal capital per share – that is, the amount below at which the stockholders’ equity cannot be reduced except by losses or special legal action. 2. (a) General Journal Mar. 31 Memorandum: Stockholders approved a 5-for-4 stock split This action increased the number of shares
of common stock outstanding from 40,000 to 50,000 and reduced the par value from Tk10 to Tk8 per share. The 10,000 new shares were distributed.
Apr. 1 Treasury Stock 74,000
Cash 74,000 (Acquired 2,000 shares of treasury stock at Tk37 per share) July 1 Cash 45,000 Treasury Stock 37,000 Additional Paid-in Capital: Treasury Stock 8,000 (Sold 1,000 shares of treasury stock at Tk45 per share) Cash 900,000 Common Stock, Tk8 par 160,000 Additional Paid-in Capital: Common Stock 740,000 (Issued 20,000 shares of previously unissued Tk8 par value stock for cash of Tk45 per share) Dec. 1 Retained Earnings 69,000 Dividends Payable 69,000
(To record declaration of cash dividend of Tk1 per share on 69,000 shares of common stock outstanding (1,000 shares in treasury are not entitled to receive dividends))
Note: Entry to record the payment of the cash dividend is not shown here since the action does not affect the stockholders’ equity.
22 Retained Earnings 331,200 Stock Dividends to Be Distributed 55,200 Additional Paid-in Capital: Stock Dividends 276,000 (To record declaration of 10% stock dividend consisting of 6,900 shares of Tk8 par value common stock to be distributed on Jan. 15 of next year) 31 Income Summary 177,000 Retained Earnings 177,000
Page 4 of 5
(To close Income Summary account) (b) SUTTON CORPORATION Partial Income Statement
For Year Ended December 31, 1994 Income before extraordinary items Tk212,400 Extraordinary loss (net of income tax benefits)
Income before extraordinary items (Tk. 212,400 ÷59,000) Tk3.60
(35,400) Net income Tk. 177,000 Earnings per share:
Extraordinary loss (Tk. 35,400 ÷59,000) (0.60) Net income Tk3.00 * On 59,000 weighted-average number of shares of common stock outstanding during 1994, determined
as follows: Jan. 1—Mar. 31: (40,000 + 10,000 shares issued pursuant to a 5 for 4 split) x 1/4 of year 12,500 Apr. 1—June 30: (50,000 — 2,000 shares of treasury stock) x 1/4 of year 12,000 July 1—Dec. 31: (50,000 + 20,000 shares of new stock — 1,000 shares of treasury stock) x ½ of year 34,500 Weighted-average number of shares outstanding 59,000 (c) SUTTON CORPORATION
Statement of Retained Earnings For Year Ended December 31, 1994
Retained earnings, December 31, 1993 Tk. 1,500,000 Net income for 1994 177,000 Subtotal Tk. 1,677,000 Less: Cash dividends (Tk1 per share) Tk. 69,000 10% stock dividend 331,200
(a)
400,200 Retained earnings, December 31, 1994 Tk. 1,276,800 Solution to Question # 5(a).
NAFISA COMPANY Bank Reconciliation Statement July 31, 2010 Particulars Amount (Taka)
Cash balance per bank 24,514 Add: Deposit in Transit (81,400-79,000+7,000) 9,400 33,914 Less: Outstanding checks 8,460 (77,150- 90- 74,700- 100+ 6,200) Error of understate (255-155) 100 (8,560) Adjusted cash balance per bank Tk.25,354 Cash balance per books 21,850 Add: Collection of note receivable by bank 3,470 (3400+70) Error of understate (320-230) 90 3,560 25,410 Less: Bank service charges (56) Adjusted cash balance per books Tk.25,354
Solution to Question # 5(b). Date Accounts Title Amount (Taka)
Aug. 31 Cash 3,470
Page 5 of 5
Notes Receivable 3,400 Interest Revenue 70 (To record collection of note with interest revenue.)
Aug. 31 Cash 90 Accounts Payable 90 (To record rectification of overpayment to accounts payable.)
Aug. 31 Miscellaneous Expense 56 Cash 56 (To record miscellaneous expense.)
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THE INSTITUTE OF COST AND MANAGEMENT ACCOUNTANTS OF BANGLADESH CMA APRIL – 2014 EXAMINATION
PROFESSIONAL LEVEL-I
SUBJECT: 101: INTERMEDIATE FINANCIAL ACCOUNTING
MODEL – SOLUTION Solution to Question # 1(b). Eddie Murphy Company
Statement of Cash Flows For the Year Ended December 31, 20012
Cash flows from operating activities Taka Taka Net income Tk.242,000 Adjustments to reconcile net income
Depreciation on building 20,625 Depreciation on equipment 138,875 Amortized of bond discount 2,750 Loss on sale of securities 22,000 Loss on sale of equipment 5,500 Gain on sale of marketable securities (66,000) Cash from operating activities before working capital changes 365,750 Increase in accounts receivable (net) (247,500) Decrease in inventory 49,500 Increase in prepaid insurance (2,750 Decrease in accounts payable (27,500) Increase in misc. expense payable 51,150 Decrease in un-earned revenue (44,000) Increase in tax payable 1,37,500 Decrease in deferred income tax liability (34,650) Net cash provided from operating activities 247,500 Cash flows from investing activities: Sale of equipment 38,500 Purchase of equipment (500,000) Overhauling of equipment (33,000 Sale of marketable securities (159,000 ) Net cash used by investing activities (335,500)
Cash flows from financing activities Payment of notes payable (Long-term) (110,000) Sale of treasury stock 33,000 Sale of common stock 11,55,000 Dividend paid (44,000 ) Net cash flows from financing activities Net increase in cash
10,34,000 9,46,000
Cash at beginning of year Cash at end of year
2,75,000 12,21,000
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Solution to Question # 2(b). i)
Declaration Date Debit (Tk.) Credit (Tk.)
May 1 Retained Earnings 200,000 Dividend Payable 200,000
May 15 Date of record No entry
Payment Date June 2 Dividend Payable 200,000 Cash 200,000 June 30 Treasury Stock 80,000 Cash 80,000 Sept. 1 Cash 300,000 Preferred Stock
(ii) Interest Receivable 7,750 Interest Revenue 7,750
(iii) Available-for Sale Portfolio December31,2014 Securities Cost Fair Value
Unrealized Gain(Loss) Jordy Company stock Tk.37,400 Tk.33,800 Tk.(3,600)
U.S. government bonds 100,000 124,700 24,700 Driver Company bonds 50,000 58,600 8,600 Total Tk.1,87,400 Tk.217,100 Tk.29,700 Previous fair value adjustment balance 0 Fair value adjustment-Dr. Tk.29,700 Fair Value adjustment (available-for-sale) 29,700 Unrealized Holding Gain or Loss-Equity 29,700
(b) Since there is an uncertainty about Tk.5,000 receivables, prudence dictates that irrecoverable debts of Tk.5,000 should be written off. Sales for 2013 are shown in the income statement at their full value of Tk.1,50,000, but there is an expense of Tk.5,000, being irrecoverable debt expense. So, Tk.5,000 should be charged in the income statement to get the true picture of the financial statement.
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Solution to Question # 3(c). (i) June 30, 2013 Debit (Tk.) Credit
(Tk.) Bonds Payable ................................................................... 80,000 Loss on Redemption of Bonds ........................................... 4,080 Discount on Bonds Payable.................................... 880 Cash ....................................................................... 83,200
Reacquisition price (Tk.80,000 X 104%) ............................ 83,200 Net carrying amount of bonds redeemed: Par value ................................................................ 80,000 Unamortized discount ............................................. (880) (79,120
) (.02 X $80,000 X 11/20)
Loss on redemption ........................................................... 4,080
Cash (1,000,000 X 102%) .................................................. 1,020,000 Premium on Bonds Payable ................................... 20,000 Bonds Payable ....................................................... 1,000,000 (ii) December 31, 2005 Bond Interest Expense ................................................... 49,500 Premium on Bonds Payable ........................................... 500* Cash ................................................................... 50,000**
*(1/40 X 20,000 = 500) **(.05 X 1,000,000 = 50,000)
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Solution to Question # 4(a) Revenue: The gross inflow of economic benefits during the period arising in the course of the ordinary activities of an entity when those flows result in increases in equity, other than increases relating to contributions from equity participants.
Solution to Question # 4(b) (i) Costs to complete are CU90,000
As each of the total revenue, the costs incurred and the costs to complete can be estimated reliably, revenue can be recognized by the percentage of completion method, so 33.3% of CU210,000 = CU70,000.
(ii) Costs to complete cannot be estimated reliably As the outcome of the overall contract cannot be estimated reliably, revenue is recognized to the extent of the costs incurred which are recoverable, i.e. CU40,000. The current period therefore recognizes the contract loss to date of CU5,000.
Solution to Question # 4(c) LATENTILE LTD
(a) BAS 2 Accrual basis of accounting
The cost of unsold or unconsumed inventories is incurred in the expectation of future economic benefits. When such benefits will not arise until a subsequent accounting period, the related costs should be carried forward and matched with the revenue when it arises. The recognition of year-end inventories achieves this carry forward.
Going concern basis of accounting The very act of recognizing closing inventories as assets implies that the business intends to continue in operational existence for the foreseeable future.
If the business did not intend to continue trading, its inventories would have to be written off as an item of expenditure during the period, unless there was clear evidence that they could be sold as part of the breaking up of the business. In this case, the selling price should be determined and inventories measured at the lower of cost and net realizable value in the usual way.
(b) Suggested methods of valuing inventories Given the limited information the following methods would be appropriate in the circumstances.
Raw Materials BAS 2 allows either a first in, first out (FIFO) formula or a weighted average cost (WAC) formula.
Given the fact that clay is presumably continually added to the machinery, WAC would seem the most appropriate basis. CU 100,000 kgs @30 p 30,000 200,000 kgs@32p 64,000 20,000 kgs@31p 6,200 320,000 100,200 ====== ======= =31.3p per kg Closing raw material s would therefore be measured at CU 33,804 (108,000 X 31.3p).
Work in Progress This could be measured using a weighted average cost, given that total cost and total output are known.
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Total output (800,000 + (60% X 50,000) 830,000 units Total costs (excluding distribution costs) CU747,000 Thus average cost per unit CU 747,000
830,00 = 90p
Carrying amount of WIP (50,000 X 60% X 90p) CU27,000
Finished Goods Again, a weighted cost could be used of 90p per unit. This would be applicable to 50,000 units, with the remaining 20,000 units being measured at net realizable value of 65p (75p – 10p).
CU 50,000 at 90p 45,000 20,000 at 65p 13,000 58,000 Thus inventories would appear as follows. CU Raw material 33,804 Work in progress 27,000 Finished goods 58,000 118,804
(c) Alternative valuation method for finished goods If details regarding total costs were not known, adjusted selling price could be used since the cost structure is known.
P Normal selling price (75p discounted price X 3/2) 112.5 Less Gross profit (112.5 X 25/125) (22.5) Cost re 50,000 90.0 ===== The finished goods inventories would be measured as before.
BAS 2 allows the above practice, used by the retail industry, on the basis that the result can be a very close approximation to cost.
Solution to Question # 5(a). An impairment review is the procedure required by IAS 36 Impairment of assets to determine if and by how much an asset may have been impaired. An asset is impaired if its carrying amount is greater than its recoverable amount. In turn the recoverable amount of an asset is defined as the higher of its fair value less costs to sell or its value in use, calculated as the present values of the future net cash flows the asset will generate.
The problem in applying this definition is that assets rarely generate cash flows in isolation; most assets generate cash flows in combination with other assets. IAS 36 introduces the concept of a cash generating unit (CGU) which is the smallest identifiable group of assets that generate cash inflows that are (largely) independent of other assets. Where an asset forms part of a CGU any impairment review must be made on the group of assets as a whole. If impairment losses are then identified, they must be allocated and/or apportioned to the assets of the CGU as prescribed by IAS 36. Solution to Question # 5(b) (i) The carrying amount of the plant at 31 March 2012, before the impairment review, is $500,000 (800,000 - (150,000 X 2)) where $150,000 is the annual depreciation charge ((800,000 cost - 50,000 residual value)/5 years).
This needs to be compared with the recoverable amount of the plant which must be its value in use as it has no market value at this date.
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Value in use: Cash flow Discount factor Present value $’000 at 10% $’000 Year ended: 31 March 2013 220 0.91 200 31 March 2014 180 0.83 149 31 March 2015 170 + 50 0.75 165 514
At 31 March 2012, the plant’s value in use of $514,000 is greater than its carrying amount of $500,000. This means the plant is not impaired and it should continue to be carried at $500,000.
Solution to Question # 5(b) (ii) Per question After plant After impairment write off losses $’000 $’000 $’000 Goodwill 1,800 1,800 write off in full nil Patent 1,200 1,200 at realizable value 1,000 Factory 4,000 4,000 pro rata loss of 40% 2,400 Plant 3,500 3,000 pro rata loss of 40% 1,800 Receivables and cash 1,500 1,500 realisable value 1,500 12,000 11,500 value in use 6,700 The plant with a carrying amount of $500,000 that has been damaged to the point of no further use should be written off (it no longer meets the definition of an asset). The carrying amounts in the second column above are after writing off this plant.
After this, firstly, goodwill is written off in full.
Secondly, any remaining impairment loss should write off the remaining assets pro rata to their carrying amounts, except that no asset should be written down to less than its fair value less costs to sell (net realisable value).
After writing off the damaged plant the remaining impairment loss is $4.8 million (11.5m - 6.7m) of which $1.8 million is applied to the goodwill, $200,000 to the patent (taking it to its realisable value) and the remaining $2.8 million is apportioned pro rata at 40% (2.8m/(4m + 3m)) to the factory and the remaining plant.
The carrying amounts of the assets of Tilda, at 31 March 2012 after the accident, are as shown in the third column above.
Page 1 of 5
THE INSTITUTE OF COST AND MANAGEMENT ACCOUNTANTS OF BANGLADESH CMA APRIL – 2014 EXAMINATION
PROFESSIONAL LEVEL-I
SUBJECT: 102. COST ACCOUNTING
MODEL – SOLUTION
Solution to Question # 1. Req.-a: EOQ
EOQ = √ 2 x A x O A= Annual requirement C O= Ordering cost
a) Raw Materials Inventory....................................Dr 346,000 Cash................................................................... Cr 346,000
b) Work in Process Inventory .................................Dr 302,000 Manufacturing Overhead....................................Dr 36,000
Raw Materials Inventory.................................. Cr 338,000 c) Work in Process Inventory .................................Dr 360,000
Work in Process ................................................Cr 870,000 i) Cash....................................................................Dr 1,221,000
Sales ...............................................................Cr 1,221,000 j) Cost of Goods Sold.............................................Dr 855,000
Finished Goods .................................................Cr 855,000 k) Cost of Goods Sold.............................................Dr 36,000
i. = Estimated Overhead cost / estimated direct labor cost = Tk 250,000/Tk 200,000 = 125% of direct labor cost
Predetermined overhead application rate:
ii. Direct materials Tk 55,000 Direct labor 80,000 Overhead applied (Tk 80,000*125%)
Ending work in process inventory in Job #3:
iii.
100,000 Tk 235,000
Direct materials (Tk 145,000+320,000) Tk 465,000 Direct labor (Tk 35,000+65,000) 100,000 Overhead applied (Tk 100,000*125%)
Sales revenue of Jobs # 1 and Job # 2:
iv.
125,000 Tk 690,000
Revenue is Tk 690,000 x 160% = Tk 1,104,000
Actual manufacturing overhead Tk 233,000 Applied manufacturing overhead (Tk 125,000+100,000)
Under- or overapplied manufacturing overhead:
v.
225,000 Under-applied overhead 8,000
Cost of goods sold ------- Dr Tk 8,000 Manufacturing overhead -----Cr Tk 8,000
Journal entry to handle under- or overapplied manufacturing overhead at year-end:
vi. No. Companies use a predetermined application rate for several reasons including the fact that manufacturing overhead is not easily traced to jobs and products. The predetermined rate is based on estimates of both overhead and an appropriate cost driver, and these estimated rarely equal actual overhead incurred or the actual cost driver activity. Under- or overapplied overhead typically arises at year-end.
Solution to Question # 3.
Tusuka Corporation a) calculation of factory overhead rate:
Particulars Cutting Finishing Building’s ground
Factory administration
Budgeted f/O 100,000 150,000 60,000 42,000 Distribution of Building ground 37,500 22,500 (60,000) Distribution of factory adm 28,000 14,000 (42,0010) Total 165,000 185,000 Machine hr 106,000 Pre determined rate Tk.1.56 Labour hr 25,000 Pre determined rate Tk.7.46
b) the total cost of Job No.302
cutting : D. Mat Tk.45.00 D. Lab (3hrxTk.6) 18.00 F/O (7hr x 1.56) 10.92 Finishing: D. Mat 10.00 D. Lab (5hr x 8) 40.00 FO (5hr x 7.46) 37.30 __________________________________ Total Cost Tk.161.22
Page 4 of 5
Solution to Question # 4(b).
i. Calculation of cost of products shipped to Auckland Zoo Gift Shop
24 Production set-up (60/600*100) 10 Cutting, sewing and assembly (40*100) 4,000 Packing and shipping 10 Total cost of Standard Kiwi (A) 4,150
Giant Kiwi:Material (Tk 8.2 * 0.4kg*50) 164 Materials receiving and handling (Tk 1.2*0.4kg*50) 24 Production set-up (Tk 60/240*50) 13 Cutting, sewing and assembly (40*50) 2,000 Packing and shipping 10 Total cost of Giant Kiwi (B) 2,211
Cost of products shipped to Auckland Zoo Gift Shop (A+B) 6,361
Particulars TakaCost of Standard Kiwi (per req i) 4,150 Less: Cost of normal production set-up (10) Add: Cost of special production set-up 60
4,200
Cost of Giant Kiwi (per req i) 2,211 Less: Cost of normal production set-up (13) Add: Cost of special production set-up 60
2,258
Total cost of special order 6,458
Page 5 of 5
Solution to Question # 5.
Req.-a Cleaning Deaprtment Calculaion of Physical Units Qty Material Labour Overhead
Beginning WIP 200,000 Units Started 1,000,000
Total Input 1,200,000 Units Completed & transferred 900,000 900,000 900,000 900,000 WIP, Ending (50%) 300,000 300,000 150,000 150,000
Total Output 1,200,000 1,200,000 1,050,000 1,050,000 Total Cost to account for
Beginning Inventory cost 704,000 200,000 315,000 189,000 Cost Added during May 4,492,000 1,300,000 1,995,000 1,197,000
To be accounted for 5,196,000 1,500,000 2,310,000 1,386,000 Cost Per Unit 4.77 1.25 2.20 1.32 Req.-b: Assignment of costs Cost of finished Goods ending 954,000 250,000 440,000 264,000 WIP, May 31 903,000 375,000 330,000 198,000
Cost to be assigned for as above 903,000 954,000 1,857,000 Year end balance 660,960 1,009,800 1,670,760 242,040 -55,800 186,240 Work in process inventory 242,040
Finished goods inventory 55,800 Cost of goods sold 186,240
Req.-d: Cost of goods sold Beginning finshed goods inventory - Units completed during the year 900,000 Units available for sale 900,000 Less: Units in hand 200,000 700,000 Cost per equivalent unit 4.77 Cost of goods sold 3,339,000
Page 1 of 6
THE INSTITUTE OF COST AND MANAGEMENT ACCOUNTANTS OF BANGLADESH CMA APRIL, 2014 EXAMINATION
PROFESSIONAL LEVEL-II SUBJECT : 201. ADVANCED FINANCIAL ACCOUNTING-I.
1. The lease agreement has a bargain purchase option and meets the criteria to be classified as a capital type lease to Square Textiles Limited. The present value of the minimum lease payment also exceeds 90% of the fair value of the leased equipment.
SOLUTION Solution of Q. No. 1.
Along with the option of bargain purchase option in the lease agreement, the collectability of the lease payments is reasonably predictable and there are no important uncertainties surrounding the costs yet to be incurred by the United Leasing Company. As such, the lease qualifies as a capital type lease to United Leasing Company.
2. Computation of the Lease Liability: Tk.84,910.60 [Annual Lease Payment] X 4.16986 [PV of annuity due of Tk. 1 for n=5, i=10%] Tk. 3,54,065.30 [Present Value of Lease Payments] Tk. 16,000.00 [Bargain Purchase Option Price] X 0.62092 [PV of Tk. 1 for n=5, i=10%] Tk.9,934.70 [Present Value of Bargain Purchase Option] Tk. 3,54,065.30 [Present Value of Lease Payments] Tk.9,934.70 [Present Value of Bargain Purchase Option Tk. 3,64,000.00
Date
[Present Value of Lease Liability] Square Textiles Limited [Lessee] Lease Amortization Schedule
Capital (balancing figure) 25,100 8% Fixed Deposit 5,000
Interest accrued thereon (for 3 months)
100
Stock in Trade 5,000
Sundry Debtors 5,250
Bank 750
26,100 26,100
Page 4 of 6
Solution of Q. No.3(b)
Calculation of Deferred Tax
Million Tk. Profit for the year 2013 90.00
Add: Accounting Depreciation 60.00
Add: Non admissible item 2.50
152.50
Less: Capital allowances 100.00
Adjusted Taxable profit 52.50
Tax at current rate of 35% 18.375
Current Taxation
Tax on current year Profit @35% 18.375
Under provision in 2012 0.50
18.875
Deferred Taxation account
Opining Balance 20.00
Transfer for current year timing difference 14.00
Balance carried forward 34.00
Current year timing difference
Accounting Depreciation 60.00
Capital allowances 100.00
Difference 40.00
Deferred tax @ 35% 14.00
Total tax charge for the year is Tk.32.875 million, out of which Tk.14 million has been deferred and Tk.18.875 million has been currently charged.
Solution of Q. No. 4 (c).
Overseas Branch Converted Trial Balance as at 30.06.2012
Sl no Heads of Account L.F
Florins Rate of Exchange (per
Re)
Taka
Dr. (Rs) Cr. (Rs) Dr. (Rs) Cr. (Rs)
Freehold buildings
63,000 7 9,000 Debtors (Note 1) 35,680 8 4,460 Creditors 1,560 8 195 Sales 4,32,000 9 48,000 Head Office Account (Note 1) 5,03,940 Actual 60,100 Cost of sales (Note 2) 3,47,400 9 38,600 Depreciation on machinery 12,600 7 1,800 Provision for depreciation on
machinery 56,700 7 8,100 Administration cost 18,000 9 2,000 Stock on 30.06.2012 11,520 8 1,440 Machinery at cost 1,26,000 7 18,000 Remittances 2,72,000 Actual 29,990 Cash at bank 79,200 8 9,900 Selling and distribution cost 28,800 9 3,200 Difference on exchange 1,995
9,94,200 9,94,200 1,18,390 1,18,390
Page 5 of 6
Moohit Limited
Trading and Profit and Loss Account for the year ended on 30th
Particulars
June, 2012 Dr. Cr.
Head Office Branch Total Particulars Head
Office Branch Total
To Cost for Sales (Other than depreciation)
58,400 38,600 97,000 By Sales 1,04,000 48,000 1,52,000
To Gross Profit c/d 80,600 9,400 90,000 By Component Sent to Branch A/c
35,000 - 35,000
1,39,000 48,000 1,87,000 1,39,000 48,000 1,87,000 To Depreciation on Machinery 600 1,800 2,400 By Gross Profit b/d 80,600 9,400 90,000 To Administrative cost 15,200 2,000 17,200 By Difference on
Exchange(Note) - 1,995 1,995
To Selling and Distribution Exp. 23,300 3,200 26,500 To Comm. to manager (Note 3) - 150 150 To Stock reserve 300 - 300 To Net Profit c/d 41,200 4,245 45,445 80,600 11,395 91,995 80,600 11,395 91,995 Total Balance b/d 47445 By Balance b/d 2,000
By Net Profit for the year : H.O 41,200
Branch 4,245 47,445 47,445
Balance Sheet of Moohit Limited as at 30th
Liabilities
June, 2012
Rs Assets Rs Share capital Reserve & Surplus Profit & Loss Current Liabilities: Sundry Creditors(Tk.9500+Tk. 195) Branch Manager Commission
40000 47,445
9,695 150
Fixed Assets : Freehold building at cost (Tk. 14,000+Tk. 9,000) Machinery at cost (Tk.6,000+Tk.18,000) 24,000 Less Prov. For dep (Tk 1500+ 8100
23,000
14,400
30,040 13,360 14,500 1,990
) 9,600 Current Assets : Stock (at cost) (Tk.28,900+ 1440-Tk.300) Sundry Debtors (Tk. 8,900+Tk.4,460) Cash at bank (Tk. 4,600+Tk. 9,900) Cash in Transit
97,290 97,290
Working Notes: (1) Debtors’ balance as per branch Trial Balance is Tk.36000. A customer paid FL. 320 direct to H.O.
Therefore, net debtors at branch will be FL. 36000 –FL.320 = Fl.35680 and Head Office Account will be FL.504260-320=FL503940. No adjustment is required in the books of H.O for Tk.36, because it has been treated properly in the books.
(2) Cost of sales = Fl.360000-FL.12600 =FL.347400. (3) Branch Manager’s commission will be calculated on the basis of the foreign currency.
Sales: Less: Cost of Sales 347400 Depreciation 12600 Adm.Cost 18000 Selling Cost 28800 ----------------- Profit before charging commission
FL.
432000 406800 25200
Commission is payable @5% after charging branch commission. So total commission will be 5/105xFL.1200. It should be converted into Taka at closing rate 8 FL. To 1 Tk. The amount of commission becomes Tk.150
Page 6 of 6
Solution of Q. No.5(b).
Contract A/c for the year 2013
House A
House B House A House B
Tk. Tk. Tk. Tk. Work in progress including estimated profit
148,000
- Work in progress A/C:
Materials
230,000
166,000 Work certified 360,000
Wages 200,000
140,000 Work uncertified 25,000
Electric Services and fittings
14,000 3,000 Contractee A/C 600,000
Road making charges
80,000
- Materials return to stores 4,000
Plant value used 120,000 60,000 Materials in hand 5,400
Establishment charges (Tk.1,22,400
72,000
50,400 Plant return to stores 1,20000
to be appropriated in the ratio of 10:7) Less: Dep @10% for 10 M 110,000 10,000
Plant in hand (house B): Cost 60,000
Notional profit C/d
27,000 Less: Dep @10% for 8 M 4 ,000 56,000
P & L A/C (Loss) 150,000 864,000 446,400 864,000 446,400 P & L A/C (27,000*2/3*2/3) or 27,000 x 66.67%x8/12
12,000 Notional profit b/d 27,000
Work in progress 15,000
27,000 27,000
= THE END =
THE INSTITUTE OF COST AND MANAGEMENT ACCOUNTANTS OF BANGLADESH CMA APRIL – 2014 EXAMINATION
PROFESSIONAL LEVEL-II SUBJECT: 202. MANAGEMENT ACCOUNTING
= 40,50,000 (4) Let Q = Number of units to break-even with new fixed cost - 1,80,00,000 2,500 Q – 1,375 Q – 1,80,00,000 = 0 Q (2,500 – 1,375) = 1,80,00,000 1,125 Q = 1,80,00,000 Q = 1,80,00,000/1,125 = 16,000 units (5) Let S = Required sales units to equal 2014 net income 2,500 S – 1,375 S – 1,80,00,000 = 33,75,000/0.60 S (2,500 – 1,375) = 1,80,00,000 + 56,25,000 1,125 S = 2,36,25,000 S = 2,36,25,000/1,125 = 21,000
Solution to Question # 3. Manufacturing cost for 30,000 units. Cost elements :
Direct Material cost (30,000 * 6.5) = Tk. 1,95,000 Direct Manufacturing labour costs (30,000 * 4) = Tk. 1,20,000
(a) Working note of other variable manufacturing overhead. Cost for 30,000 = 2,25,000.00 40% of 2,25,000 = 90,000.00 Other variable manufacturing overhead as percentage of direct manufacturing labour cost :
90,000 * 100%/1,20,000 = 75% = 75% of 1,20,000 = 90,000 Fixed manufacturing overhead = 60% of 2,25,000 = 1,35,000 Purchase cost of 30,000 units. Cost of purchase (30,000 * 20.50) = 6,15,000 Terminate cost of space rent = 10,000
Total purchasing costs = 7,65,000 The cost to purchase is higher than estimated cost of manufacturing. The company should manufacture in house. 2. Manufacturing cost for 30,000 units.
Cost elements Amount Direct materials cost (1,95,000 * 1.08) = 2,10,600.00 Direct labour cost (1,20,000 * 1.05) = 1,26,000.00 Space rent cost = 84,000.00 Equipment lease costs = 36,000.00 Variable manufacturing cost (a) = 94,500.00 Fixed manufacturing cost = 1,35,000.00 Total manufacturing costs = 6,86,100.00
(a) Working note for variable manufacturing costs. 75% of direct labour cost = 75% of 1,26,000 = 94,500 Purchase costs for 30,000 units.
Equipment termination costs = 3,000 Fixed manufacturing costs = 1,35,000 Total cost of purchase = 7,63,000 The company should not accept the offer as the cost of buying is higher than manufacturing.
Solution to Question # 4. Requirement 1 (a & b) Cost elements Absorption costing Variable costing Direct materials 1860 1860 Variable manufacturing overhead 40 40 Fixed manufacturing overhead 24,00,000/4,000 600 - Total product costs 2,500 1,900 2. Income statement under Absorption costing Revenue / Sales (3,200 * 4,500) = 1,44,00,000 Less : Costs of goods sold Opening inventory 0 Add : Costs of good manufactured (4,000 * 2,500) = 1,00,00,000 Goods available for sales 1,00,00,000 Less: ending inventory 800 * 2,500 = 20,00,000 80,00,000 Gross margin = 64,00,000 Less: Selling and administrative expenses. Variable (15% of 1,44,00,000) = 21,60,000
Fixed = 16,00,000 Total = 37,60,000 Operating income = 26,40,000
3. Income statement under variable costing. Sales / Revenue (3,200 * 4,500) = 1,44,00,000
Less: Variable cost of goods sold.
Beginning inventory 0 Add: Variable manufacturing cost 4,000 * 1,900 = 76,00,000 Goods available for sale = 76,00,000 Less: ending inventory
Total fixed costs = 40,00,000 Operating income = 21,60,000 4. Reconciliation statement : Operating income as per variable costing = 21,60,000 Add : Fixed manufacturing cost deferred in inventory under absorption costing (800 * 600) = 4,80,000 Absorption costing net income = 26,40,000
Solution to Question # 5.
1. Cost of direct material cost per tablet. Raw Material cost (Taka) = 15,60,000 Production of tablets (Units) = 39,00,000
Cost of materials per tablet = 15,60,000/39,00,000 = 0.4 Selling price per tablet = 1.00 Unit throughput contribution = 1.00 – .4 = 0.6 Tablet making is a bottleneck operation therefore producing 1,95,000 more will generate addition operating income as : Additional operating income = Unit throughput contribution – Additional operating cost 0.6 – .12 = 0.48 * 1,95,000 = 93,600 The Arbee should accept the offer.
2. Cost per gram of mixture = 15,60,000/20,00,000 = 0.78 Cost of 1,00,000 grms of mixture = 1,00,000 * 0.78 = 78,000 Benefit from better mixture = 78,000 Cost of improving the mixture operating = 90,000 Since cost exceeds the benefit by (90,000 – 78,000) Tk. 12,000 per month, the company should not adopt the quality improvement plan.
3. The benefit of improving quality at the mixing operation is the saving in material costs. The
benefit of improving quality of the tablet making department is the saving material cost plus the additional throughput contribution from higher sales equal to the total revenues as result from releasing the bottleneck.
Page 1 of 4
THE INSTITUTE OF COST AND MANAGEMENT ACCOUNTANTS OF BANGLADESH CMA APRIL – 2014 EXAMINATION
PROFESSIONAL LEVEL-II SUBJECT: 204-TAXATION
1.
SOLUTION
Solution to Question # 3. Mr. Ameen
Income Year 2012-13 Calculation of Taxable Income
Tk. Tk. Tk. Income from Salary (Sec 24) Basic Salary (12,000 x 12) 1,44,000 Conveyance Allowances (14,400 x 10%) 14,400 Less: Exempted upto Nil 30,000 House Rent Allowances (14,400 x 60%) 86,400 Less: Exempted 50% of Basic Salary 72,000 Or Tk. 20,000 / Month whichever is lower 2,40,000 14,400 72,000 Entertainment Allowances (3,000 x 12) 36,000 Medical Allowances (12,000 x 12) 14,400 Less: Exempted Actual (Assumed Full) Nil 14,400 Festival Bonus (12,000 ÷2x2) 12,000 12,000 Employers Contribution to R.P.F. (1,44,000 x 10%) 14,400 Interest from R.P.F. 3,000 Less: Lower of interest @ 14.50% 3,6251 or 1/3 of Basic 48,000 3,625 Nil Income from Salary 2,20,800 2. Income from Securities (See 22d) Interest from less tax Govt. Securities 20,000 Gross 18,000/10% Less: Admissible expenses Bank charge (18,000 x 5%) 900 19,100 Interest from Approved commercial securities
(3,00,000x10%) 30,000
Less: Admissible expenses – Bank charges (30,000x5%) 1,500 47,600 28,500 3. Income from other sources (Sec. 33 & 34): Dividend Income [(3,600 ÷90) x 100] 4,000 Less: Exempted upto Nil 10,000 Interest from Savings Account ( 2,250
90 x 100) 2,500
Sale of Forest Timber 4,000 6,500 Total Income excluding income on which final payment of _______ Tax is applicable u/s 82c (1 to 3) 2,74,900 Prize Money of Lottery u/s 82c (Note-1) 4,81,700 Total Income 7,56,600 Calculation of Allowable Investments Tk. Investment in savings certificates 16,200 Contribution to R.P.F. (14,400 x 2) 28,800 Actual investment 45,000 Maximum Limit: 30% of total income excluding employers Contribution to P.F. (7,56,600 – 14,400 – 4,81,700) 30% 78,150 Or 1,50,00,000 Whichever is lower i.e. 45,000
1 3000/12% x 14.50% = 3,625
Page 2 of 4
Calculation of tax liability Rates Tk.
On 1st 220,000 @ 0% On next 3,00,000 @ 10% 30,000 On next 2,36,600 @ 15% 35,490 7,56,600 65,490 Less: Investment tax credit @ 15% 6,750 Net tax liability 58,740
Less: Tax deducted at source on lottery 60,000 On less tax Govt. Security 2,000 On security dividend income 400 On Interest from savings 250 62,650 Refund claim 3,910
Notes: As TDS against lottery is a final tax liability, so the total income excluding lottery income were calculated firstly. Then both calculations is used to determine income from lottery by the following ways:
Total income excluding lottery income Tk. 2,74,900 Tax on above would be On 1st @ Nil 2,20,000 Then rest 54,900 10% 5,490 Tax on lottery is 60,000 2nd Tk. 245,100 slub tax (3,00,000 – 54,900) x 10% 24,510 3rd slub tax will be used to adjust Balance current tax 35,490 i.c. 35,490 / 15 x 100 2,36,600 65,490 • Lottery income should be shown as (2,45,100+2,36,600) = 4,81,700/-
Page 3 of 4
Solution to the Question # 5. ABC Ltd.
Computation of Total Income For the year ended on December-2012
Net profit as per accounts (Assessment year -2013-14)
Tk. 1,97,00,000 Less: Income for consideration at separate head:-
(a) Interest Tk.10,00,000/- (b) Capital gain on sale of shares Tk.25,00,000/-
of listed companies Tk. 35,00,000/- Tk. 1,62,00,000/- Add: Inadmissible Exp.
(1) Salary and wages Tk. 2,60,00,000/- (a) Salary of finance Manager Tk.6,00,000/- disallowed
as per provision of section 30(i) being paid in each not by crossed cheque of bank transfer Tk. 6,00,000/-
(b) Gratuity provision T^k. 15,00,000 disallowed being no such provision is allowable u/s 29 of ITO 1984 Tk. 15,00,000/-
(c) Gratuity payment Tk. 10,00,000disallowed being not Approved by the NBR Tk. 10,00,000/- Tk. 31,00,000/-
(2) Security service Tk 3,00,000 Disallowed fully under section 30(aa) being VAT was not deducted at source Tk. 3,00,000/-
(3) Donation....... Tk.18,00,000 Disallowed fully as it is not allowable business expenditure u/s 29. Moreover, donation was made to ICMB which is not approved Institution of NBR. So it will not be considered for CSR also.
Tk. 1,80,000/-
(4) Board Meeting Attendance fee Tk. 3,00,000 TDS not applicable but VDS is applicable or Board meetings Attendance fee. AS VAT was not deducted at source from Board meeting attendance fee, so disallowed such expense u/s 30(aa)
Tk. 3,00,000/-
(5) Other Exp. Tk. 30,00,000/- (a) Entertainment exp. of Tk. 5,00,000
Spent on MD’s birthday party which is personal expenditure and no such personal expenditure is allowable u/s 29
Tk. 5,00,000/-
(b) Foreign travel for business purpose Tk. 8,00,000/- It is allowable u/s 30(k) up to 1% of the disclosed turnover which is Tk. 12,65,00,000 x 1% = Tk. 12,65,000/-.
As it is within limit, so nothing to add back from here. Tk. Nil (6) Corporate Income Tax Tk. 45,00,000
Tax is not an expense and hence it is not allowable expenditure u/s 29, So disallowed corporate income tax fully Tk. 45,00,000/- Tk. 88,80,000/- Income for Business or Profession Tk. 2,50,80,000/-
Tk. 10,00,000/- Income from Interest on securities (Sec. 22) Capital Gain (Sec. 31)
Capital Gain from sales of Shares of Listed Co. Tk. 25,00,000/- Less: Capital loss of Tk. 10,00,000 for the A/Y 2010-2011 Carried forward for set off u/s-40 (Tk. 10,00,000 – Tk. 5,000) Tk. 9,95,000/- Tk. 15,05,000/-
Total Income Tk. 2,75,85,000/- Tax Calculation: (1) Tax on income other than Capital Gain @ 24.75% (as dividend paid more than 20%) Tk. 2,75,85,000 – 15,05,000 = 2,60,80,000 x 24.75% = Tk. 64,54,800/- (2) Tax on Capital Gain @ 10% as per SRO No. 269 of 2101 Tk.15,05,000 x 10% Tk. 1,50,500/- Tk. 66,05,300/-
Page 4 of 4
Add: Simple Interest for non-payment of adequate advance tax u/s 73 Tk. 66,05,300 x 75% = Tk. 49,53,975/- Less: advance tax paid = Tk. 27,00,000/- (45,00,000 x 60%)
Tk. 22,53,975 x 10% for 2 years = Tk. 4,50,795 (Assuming it was not paid as per provision of section 64) for 2 years = (From 1st April 2012 to 31st Tk. 70,56,095/- March 2014) (Assuming date of assessment is 31.03.14) Less: Advanced Tax paid (60% of Tk. 45,00,000) Tk. 27,00,000/-
Net Tax Payable Tk. 43,56,095/- Test of minimum tax: 0.50% of Gross receipt of Tk. 13,00,00,000 = Tk. 6,50,000/- Which is lower than tax at normal tax rate. So net tax playable will be Tk. 43,56,095/-
Ans: 1. Total Income Tk. 2,75,85,000/-
2. Net Tax Payble Tk. 43,56,095/-
Page 1 of 9
THE INSTITUTE OF COST AND MANAGEMENT ACCOUNTANTS OF BANGLADESH CMA APRIL, 2014 EXAMINATION
PROFESSIONAL LEVEL-III SUBJECT : 301. ADVANCED FINANCIAL ACCOUNTING-II.
Solution to Question 1
PRIME LTD – EASTERN LTD 75% Prime Ltd Eastern Ltd Prime Ltd 75% Minority Interest (MI)25% Acquisition analysis At 1 July 2008: Net fair value of identifiable assets, liabilities and contingent liabilities of Eastern Ltd = Tk.300,000(Sh. Capital) + Tk.60,000(Ret. Earnings) = Tk.360,000 Net fair value acquired = 75% x Tk.360,000 = Tk.270,000 Cost of acquisition =Tk.276,000 Goodwill =Tk.6,000 1. Entry to Eliminate Investment in Shares of Eastern Ltd. At 30 June 2013: Retained Earnings Dr 45,000 Share Capital Dr 225,000 Goodwill Dr 6,000 Shares in Eastern Ltd Cr 276,000 2 . MI share of equity at 1/7/08 Retained Earnings Dr 15,000 Share Capital Dr 75,000 MI Cr 90,000 3. MI share of equity: 1/7/08 - 30/6/12 Retained Earnings Dr 21,250 General Reserve Dr 12,500 MI Cr 33,750 [RE: (25% x (Tk.145,000 - Tk.60,000)] [GR: (25% x Tk.50,000)] 4. MI share of current year's profit MI Share of Profit [Note 1] Dr 16,250 MI Cr 16,250 (25% x Tk.65,000)
Page 2 of 9
5. Reduction in Minority Interest for Dividend paid MI Dr 6,000 Dividend Paid Cr 6,000 (25% x Tk.24,000) 6. Profit in opening inventory: Eastern Ltd - Prime Ltd Retained Earnings (1/7/12) Dr 5,600 Income Tax Expense Dr 2,400 Cost of Sales Cr 8,000 7. MI adjustment MI Share of Profit Dr 1,400 MI Cr 1,400 (25% x Tk.5,600) MI Dr 1,400 Retained Earnings Cr 1,400 (25% x Tk.5,600) 8. Profit in ending inventory: Eastern Ltd - Prime Ltd Sales Dr 190,000 Cost of Sales Cr 178,000 Inventory Cr 12,000 Deferred Tax Asset Dr 3,600 Income Tax Expense Cr 3,600 9. MI adjustment MI Dr 2,100 MI Share of Profit Cr 2,100 (25% x Tk.8,400) 10. Debentures 10% Debentures Dr 30,000 10% Debentures in Eastern Ltd Cr 30,000 11. Debenture interest Interest Revenue from Debentures Dr 3,000 Financial Expenses Cr 3,000 12. Dividend paid Dividend Revenue Dr 18,000 Dividend Paid Cr 18,000 (75% x Tk.24,000)
Page 3 of 9
PRIME LTD Consolidated Income Statement
for the financial year ended 30 June 2013 Revenue Sales revenue (Tk.500,000+Tk.800,000 - Tk.190,000) Tk.1,110,000 Expenses: Cost of sales [Tk.340,000 + Tk.585,000 - (Tk.178,000 +Tk.8,000)] 739,000 Financial [Tk. 15,000 + Tk. 5,000 - Tk. 3,000] 17,000 Selling 115,000 Other 30,000 901,000 Profit before tax 209,000 Income tax expense [Tk.50,000 + Tk.55,000 +Tk.2,400 - Tk. 3,600] 103,800 Profit for the period Tk.105,200 Attributable to: Parent shareholders Tk. 89,650 Minority interest (From Note 2) Tk. 15,550
PRIME LTD
Consolidated Statement of Changes in Equity for the financial year ended 30 June 2013
Group Parent Profit for the period Tk.105,200 Tk.89,650 Net income recognised directly in equity _____- _____- Total recognised income and expense for the period Tk.105,200 Tk.89,650 Retained earnings: Balance at 1 July 2012 Tk.284,400 Tk.249,550 Profit for the period 105,200 89,650 Dividend paid (30,000) (24,000) Balance at 30 June 2013 Tk.359,600 Tk.315,200 General reserve: Balance at 1 July 2012 Tk.50,000 Tk.37,500 Balance at 30 June 2013 Tk.50,000 Tk.37,500 Share capital Balance at 1 July 2012 Tk.475,000 Tk.400,000 Balance at 30 June 2013 Tk.475,000 Tk.400,000
Page 4 of 9
PRIME LTD Consolidated Balance Sheet
as at 30 June 2013
ASSETS Current Assets Inventories [Tk.120,000 + Tk. 155,000 - Tk. 12,000] Tk.263,000 Other 150,500 Total Current Assets 413,500 Non- current Assets Property, plant and equipment Plant Tk.1,000,000 Accumulated depreciation (475,000) 525,000 Deferred tax asset (Tk.20,000 + Tk. 50,000 + Tk.3,600) 73,600 Intangible assets: Goodwill __6,000 Total Non-current Assets 604,600 Total Assets Tk.1,018,100 Equity and Liabilities Equity attributable to equity holders of the parent Share capital Tk.400,000 Reserves: General reserve 37,500 Retained earnings 315,200 Parent Entity Interest 752,700 Minority Interest (Note 2) 131,900 Total Equity Tk.884,600 Current Liabilities: Tax liabilities 113,500 Non-current Liabilities: Interest-bearing liabilities: Debentures 20,000 Total Liabilities Tk.134,000 Total Liabilities and Equity Tk.1,018,100 ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
Tk. Tk. Profit after tax for the year of Eastern Ltd (Note 1) 65,000 16,250 Adjustments: Unrealised profit in opening inventory 5,600 1,400 Unrealised profit in Closing inventory (8,400) Profit attributable to Minority Interest
(2,100) 15,550
Opening retained earnings: Opening retained earnings of Eastern Ltd 145,000 Unrealised profit in opening inventory 34,850 (5,600) Dividend paid by Eastern Ltd (24,000) (6,000) General reserve 50,000 12,500 Share Capital 300,000 Total Minority Interest
75,000
131,900
Page 5 of 9
Solution to Question No. 2 a.
Acquisition Analysis: Alpha Ltd - Beta Ltd
Fair value of identifiable assets and acquired : Tk. Accounts receivable 21,300 Inventory 26 000 Land and buildings 80 000 Plant and equipment 105 000 Tk. 232 300 Cost of the combination
Purchase consideration
Shareholders: Shares: Shares of Beta Ltd 15,000 Shares in Alpha Ltd [(1/3)15,000]
Mortgage loan 30,000
x Tk.25 Tk.125,000 Shares in Listed Companies 15,000
Creditors: Cash Accounts payable Tk.49,100
Liquidation costs 15,000 Annual leave Total cash required 123,800
29,700
Less cash already held (5 200) 118,600 258,600 Directly attributable costs (Transfer and Installation costs) 7,600 Total cost of combination Tk.266,200 Goodwill = Tk.266,200 – Tk.232,300 = Tk.33,900
Acquisition Analysis: Alpha Ltd - Pie Ltd
Cost of combination:
Shareholders
Shares Shares of Pie Ltd 6,000 Shares in Alpha Ltd [(1/2)6,000]x Tk.25 Tk.75,000 Cash (6,000/2) x Tk.15 45,000 Total cost of combination Tk.120,000
Page 6 of 9
ALPHA LTD General Journal
Accounts Receivable 21,300 Inventory 26,000 Land and Buildings 80,000 Plant and Equipment 105,000 Goodwill 33,900 Payable to Beta Ltd 258,600 Incidental Costs Payable 7,600 (Acquisition of Beta Ltd’s assets) Payable to Beta Ltd 258,600 Loss on Shares in Listed Companies 1,000 Cash 118,600 Share Capital 125,000 Shares in Listed Companies 16,000 (Payment of purchase consideration)
Incidental Costs Payable 7,600 Cash 7,600 (Payment of incidental costs)
Share Capital 1,200 Cash 1,200 (Payment of share issue costs)
Shares in Pie Ltd 120,000 Share Capital 75,000 Cash 45,000 (Acquisition of shares in Pie Ltd) b.
Goodwill is measured differently for two reasons: 1. IFRS 3 prohibits the recognition of internally generated goodwill so the figure recorded in
the books of Beta Ltd does not represent the total goodwill of the company at acquisition date.
2. Goodwill cannot be separated from the company and cannot sold separately so no fair value is available. The only way goodwill can be measured is to compare the total value of the company against the fair values of its identifiable net assets, any surplus is deemed to represent the value of the net unidentifiable assets or goodwill.
c.
The journal entry to record the dividend cheque is: Cash 1 500 Shares in Pie Ltd 1 500 (Dividend received from Pie Ltd) This accounting treatment is required as the distribution from pre-acquisition profits is deemed to be a refund of the investment cost rather than revenue earned on the investment. This is
Page 7 of 9
based on the rationale that the price paid for the shares includes a premium to acquire undistributed profits in existence at acquisition date.
d.
Alpha Ltd should post the following journal entry: Goodwill 25,000 Cash 25,000 (Payment to Beta Ltd) If the liability had been identified at acquisition date then Alpha Ltd would have paid an extra Tk.25 000 cash to acquire the assets of Beta Ltd. As the cost of the combination has increased but there has been no change in the fair values of identifiable assets and liabilities, then the value of goodwill acquired must increase. Solution to Question No. 3. (a) The directors should be persuaded that professional ethics are an inherent part of accounting profession as well as other major professions such as law and engineering. Professional ethics are a set of moral standards applicable to all professionals The main aim of professional ethics is to serve as a moral guideline for professional accountants. By referring back to the set of ethical guidelines, the accountant is able to decide on the most appropriate course of action, which will be in line with the professional body’s stance on ethics. The presence of a code of ethics is a form of declaration by the professional body to the public that it is committed to ensuring the highest level of professionalism amongst its members. Often there may be ethical principles, which conflict with the profit motive and it may be difficult to decide on a course of action. Ethical guidelines can help by developing ethical reasoning in accountants by providing insight into how to deal with conflicting principles and why a certain course of action is desirable. Individuals may hold inadequate beliefs or hold on to inadequate ethical values. An accountant has an ethical obligation to encourage the directors to operate within certain boundaries when determining the profit figure. Users are becoming reactive to unethical behaviour by directors. This is leading to greater investment in ethical companies with the result that unethical practices can have a greater impact on the value of an entity than the reporting of a smaller profit figure. Ethical guidelines enable individuals to understand the nature of one’s own opinion and ethical values. Ethical guidelines help identify the basic ethical principles which should be applied. This will involve not only code-based decisions but also the application of principles which should enable the determination of what should be done in a given situation. This should not conflict with the profit motive unless directors are acting unscrupulously. Ethical guidance gives a checklist to be applied so that outcomes can be determined. Ethical issues are becoming more and more complex and it is critical to have an underlying structure of ethical reasoning, and not purely be driven by the profit motive.
Page 8 of 9
(b) Haycarb Ltd Income statement for the year ended on 30 June 2012 (£) (Rate) (NZ$) Sales 2,500 2.10 5,250.0 Cost of sales - Inventory – 01 July 2011 (500) 2.00 (1,000.0) - Purchases (2,000) 2.10 (4,200.0) - Inventory – 30 June 2012 450 2.20 990.0 Administration expense (75) 2.10 (157.5) Depreciation expense 2.10 (100) Profit
(210.0) 275 672.5
Income tax expense 2.10 (125) Profit after tax
(262.5) 150 410.0
Retained earnings – 01 July 2011 2.00 150 Retained earnings – 30 June 2012
300.0 300 710.0
Haycarb Ltd Balance sheet as at 30 June 2012 01 July
2011(£) 30 June 2012(£)
(Rate) (NZ$)
Assets Plant and equipment 1,050 950 2.30 2,185 Cash and debtors 100 800 2.30 1,840 Inventory 500 2.30 450 Total assets
1,035 1,650 2,200
5,060
Liabilities
Bank loan 1,000 1,000 2.30 2,300 Trade creditors 0 400 2.30 Total liabilities
Net assets at 30 June 2012 at current rate (800 x NZ$2.30)
Note 1: The transfer to the foreign currency translation reserve is determined as follows:
NZ$1840 Less Components of net assets at their historical rates: Share capital (500 x NZ$2.00) (NZ$1000) Retained earnings from the income statement Translation gain – to foreign currency translation reserve
(NZ$710)
NZ$130
Page 9 of 9
Solution to Question No. 4.
(a)
Earnings calculation
Profit after tax Tk. 1,000,000 Less: Preference share dividend 120,000 Profit after tax available to ordinary shareholders
Period
Tk. 880,000 Theoretical ex right price: [ {(Tk.20 x 4) + (Tk.15)} / (4+1)}] = Tk.19.00 Adjustment factor = Tk.19 /Tk. 20 = 0.95 or Tk.20/Tk.15 =1.0526
Calculation of the Weighted-average number of ordinary shares and ordinary share equivalents:
Proportion of year
No. of shares outstanding
Adjustment factor Weighted average
Fully paid ordinary shares 1/7/2011 - 31/8/2011 62/365 800,000 Divide by 0.95 or
multiply by 1.052632 143,043
1/9/2011 - 30/6/2012 303/365 1,000,000 830,137 No. of weighted average shares 973,180
Basic earnings per share for 2012 would be:
Tk.880,000/973,180 = Tk. 0.9043 The earnings per share for 2011 would be adjusted for the right issue. The adjusted figure would be:
Tk. 1.95 x 0.95 = Tk.1.853 OR Tk.1.95 /1.052632 = Tk.1.853 (b) There are four operating segments for the purpose of allocating recourses and assessing performance. However, whether we report information about each individual operating segment will depend on whether the operating segments are considered to be reportable. To determine if they are reportable we apply the quantitative tests provided in IFRS 8.
Mining and agriculture qualify as reportable segments as their revenue is more than 10 per cent of total segment revenue, thus satisfying test (a).
Mining, manufacturing and agriculture qualify as material using test (b), as the absolute-amount total of the profits/losses of the segments that earned a profit is Tk. 105,000, whereas the combined reported loss of those that generated a loss total Tk. 80,000. Hence for test (b) we need to compare the absolute amount of the profit/loss with Tk. 105,000. Using these criteria, mining, manufacturing and agriculture are reportable operating segments.
Using test (c), mining and agriculture are reportable operating segments, as their assets are 10 per cent or more of the total segment assets of all segments.
Therefore, mining, manufacturing and agriculture are all reportable segments. Chemicals is not a reportable segment as it did not pass any of the three tests.
Even though each segment is considered under all three tests, the passing of only one of the tests would be enough to establish a segment as being reportable.
= THE END =
Page 1 of 5
The Institute of Cost and Management Accountants of Bangladesh CMA April, 2014 Examination
Professional Level – III Subject: 302, Advanced Cost Accounting
Model Solution Solution to Question # 1. (a)
Total standard variable cost of May (5,000 units × Tk.84) Tk.420,000
Less standard labor and variable manufacturing overhead costs of May
Tk.192,000
Total standard cost of the materials used during May
Tk.228,000
(b)
Standard price of materials per unit (Tk.228,000 /5,000 units) Tk.45.6
Standard price per kg. of materials (given) Tk.12.0
Standard quantity required to produce one unit (Tk.45.6 / Tk12) 3.8 kilograms
(c) We need actual quantity of materials used to compute materials price variance. It is computed by working backward from materials quantity variance:
Standard materials cost allowed for actual production (in (a) above) Tk.228,000
Add unfavorable materials quantity variance
Actual quantity used at standard cost
Tk.12,000
Actual quantity of direct materials used = Tk.240,000 / Tk.12 = 20,000 kilograms
Tk.240,000
Now we can compute direct materials price variance as follows:
(d) Total standard variable manufacturing overhead cost
Materials price variance: (Actual quantity purchased x Actual price) – (Actual quantity purchased x Standard price) = Tk.200,000 – (20,000 kgs × Tk.12) = Tk.200,000 – Tk.240,000 = Tk.40,000 Favorable Note: It is assumed that the Fine Electronics purchased and used the same quantity (20,000 kgs) of materials and
there were no opening and closing inventories of materials.
Tk.32,000
Per unit standard variable manufacturing overhead cost : (Tk.32,000/5,000 units) Tk.6.40
Standard direct labor hours per unit: (Tk.6.40 / Tk.4 standard cost per hour) 1.60 hours
Standard hours for 5,000 units: (5,000 units × 1.60 hours per unit) 8,000 hours
Standard direct labor rate per hour: (Tk.160,000 / 8,000 hours) Tk.20
(e) Direct labor rate variance: (Actual direct labor hours worked x Actual rate) – (Actual direct labor hours worked x Standard rate) = Tk.189,000* – (9,000 hours × Tk.20) = Tk.189,000 – Tk.180,000 = Tk.9,000 Unfavorable * Total actual cost – (Actual materials cost + Actual variable manuf. o/h cost) = 5,000 units × Tk.84.28 – (Tk.200,000 + 32,400) = Tk.421,400 – Tk.232,400 = Tk.189,000
Blending Testing Terminal Units started in process 8,000 Units received in preceding dept. 5,400 3,200 Units transferred to next dept. 5,400 3,200 Units transferred to finished goods room 2,100 Units still in process 2,400 1,800 900 Units lost in process 200 400 200 Total 8,000 5,400 3200
Particulars
Requirement (ii): Equivalent production schedule for three departments
Blending Department Testing Department Terminal Testing Materials Labour &
FOH Prior Deptt. & Materials
Labour & FOH
Prior Deptt. & Materials
Labour & FOH
Transferred out 5,400 5,400 3,200 3,200 2,100 2,100 Units still in process 2,400 800 1,800 600 900 600 Total 7,800 6,200 5,000 3,800 3,000 2,700
Requirement (iii): Units Cost of FOH in the Blending Department: Tk. 5,580/6,200 = Tk. 0.90 per unit
Requirement (iv): Lost unit cost adjustment in Testing Department:
Tk. 5.35X5,400= Tk. 28,890 cost transferred in from Blending Department Tk. {28,890/(5,400-400 lost units)} Tk. 5.778 new unit cost Tk. 5.778 new unit cost Tk. 5.350 old unit cost Tk. 0.428 lost unit cost adjustment
Solution to Question # 3(b).
KNM PUBLIC SCHOOL
R – 1. Statement showing the operating cost of a bus and fleet of 5 buses.
Particulars Rate Per Bus No.
Per Annum Tk.
Fleet of 5 Buses No.
Per Annum Tk.
Directors Salary 4,500 p.m. 1 54,000 5 2,70,000 Cleaner’s Salary 3,500 p.m. 1/5 8,400 1 42,000 Licensc fees Taxes etc. 8,600 p.a. 8,600 43,000 Insurance 10,000 p.a. 10,000 50,000 Repair & maintenance 35,000 p.a. 35,000 1,75,000 Depreciation 100,000 p.a. 1,00,000 5,00,000 Diesel (Note -1) -- 72,000 3,60,000 Total cost per annum 2,88,000 14,40,000 Cost per month Tk. 24,000 Tk. 1,20,000 Distance travelled – by a bus a day 64 km 320 km Distance travelled – by a bus in a month (64x25)
1600 km (1600 x 9) 14,400 km
Cost per km Tk. 15 Tk. 15 R – 2. (i) Students coming from 4 km Tk. 24,000/150 = Tk. 160 (ii) Students coming from beyond 4 km Tk. 24,000/75 = Tk. 320 Working Notes: 1. Calculation of diesel cost per bus:-
Nos. of trips of eight km each day = 8 Distance travelled by each bus per day = 8 x 8 km = 64 km. Distance travelled during a month = 64 x 25 = 1600 km. Distance travelled per annum = (1600 x 9) = 14,400 km. Mileage 4km/liter; Diesel required = 14,400 / 4 = 3,600 liters. Cost of diesel @ Tk. 20 per liter = 3600 x 20 = Tk. 72,000 p.a. per bus.
2. Calculation of number of student per bus. Basic capacity 50 students Half fare 50% 25 “ Full fare 50% 25 “ Full fare students as equivalent to half fare 50 “ Total number of half fare students = (25+50) 75 “ Total number of half fare students in two trips (75 x 2) 150 “ On full fare basis number of students in two trips (150/2) 75 students
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Solution to Question # 4(b). R – (a) Detailed schedule showing marketing cost per order size and as percentage of total sales for each order size.
Type of Total Cost O R D E R S I Z E Cost Marketing Formula Small Medium Large
Cost (1 to 20) (21 to 100) 100 above Cost % Cost % Cost %
Note: Marketing costs are allocated to order size based on the selected cost drivers given in the question. R – (b) From the above analysis it reveals that small size orders are more costly than that of the medium and large size orders. In respect of packing, delivery, manager’s salary and credit collections small size incurr higher cost to meet higher cost, profit margin will lower even loss may incurr. So, management should accept medium and large order size to earn maximum profit. Solution to Question # 5. (a) Life-cycle costing is the profiling of costs over the life of a product, including the pre-production stage. Unlike traditional management accounting systems, which are based on financial years, life-cycle costing tracks and accumulates the costs and revenues attributable to the product over the full life cycle, which may last for many years. Target costing is an activity which is aimed at reducing the life-cycle costs of new products, by examining all possibilities for cost reduction at the research, development and production stage. It is not a costing system, but a profit-planning system – the selling price and profit requirement are set during the research stage, thus creating a target cost. The product is then developed and produced in such a way as to achieve this cost.
(b)
Cost reduction when produced Revenue when sold Sales: Lumber Shavings
$480,000 0
$480,000 4,080
Total Sales: $480,000 484,080 Cost of Good Sold: Total manufacturing costs Byproduct
$332,000 (4,080)
$332,000
000000
Total COGS 327,920 332,000 Gross Margin $152,080 $152,080
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(c) Four categories of quality costs are: Prevention Costs, Appraisal Costs, Internal Failure Costs and External Failure Costs Items related to each categories:
Prevention: Hiring employees with good references Training of owners and employees Good security Good reservation system Purchasing quality furniture Appraisal: Verifying accuracy of reservation and registration procedures Inspecting rooms, facilities, building and grounds regularly Observing activities of employees Testing furniture and fixtures Taste testing food Internal failure: Re-cleaning rooms and facilities Restocking rooms with linens, glasses, etc. Out-of-stock supplies Re-inspection Failure to bill on a timely basis External failure: Responding to complaints about rooms and food Responding to complaints about reservations Emergency cleaning of rooms when not ready on time Customer refunds because of unsatisfactory conditions Opportunity cost of lost revenue resulting from unhappy customers
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THE INSTITUE OF COST AND MANAGEMENT ACCOUNTANTS OF BANGLADESH CMA APRIL, 2014 EXAMINATION
PROFESSIONAL LEVEL - IV SUBJECT: 401 - FINANCIAL MANAGEMENT
Model Solution
Solution to Question # 1. (a) Net Profit Margin = (Tk.1,277,500/Tk.8,500,000) = 0.150294 = 15.03% Total Asset Turnover = (Tk.8,500,000/ Tk.7,250,000) = 1.17 Financial Leverage Multiplier = (Tk.7,250,000/ Tk.3,250,000) = 2.23 Return on Total Assets (ROA) = Net Profit Margin x Total Asset Turnover = 0.150294 x 1.17 = 0.175844 = 17.58% Return on Equity (ROE) = Return on Total Assets x Financial Leverage Multiplier = 0.175844 x 2.23 = 39.21% (b)
Beta Developments Ltd. Income Statement Tk. Sales 10,500,000 Less: Costs and Expenses 7,875,000 Earnings before interest and tax 2,625,000 Interest 600,000 Earnings before tax 2,025,000 Tax 607,500 Earnings after tax 1,417,500
Beta Developments Ltd. Balance Sheet Assets Tk. Equity and Liabilities Tk. Non Current assets 9,250,000 Equity 3,250,000 Current assets 1,000,000 Long-term debt @10% 6,000,000 ________ Current liabilities 1,000,000 Total assets 10,250,000 Total Equity and Liabilities 10,250,000 Net Profit Margin = (Tk.1,417,500/Tk.10,500,000) = 0.135 = 13.5% Total Asset Turnover = (Tk.10,500,000/ Tk.10,250,000) = 1.02 Financial Leverage Multiplier = (Tk.10,250,000/ Tk.3,250,000) = 3.15 Return on Total Assets (ROA) = Net Profit Margin x Total Asset Turnover = 0.135 x 1.02 = 0.1377 = 13.77% Return on Equity (ROE) = Return on Total Assets x Financial Leverage Multiplier = 0.1377 x 3.15 = 43.38%
As measured by ROE, which increases from 39.21% to 43.38% the purchase of the assets is a success.
(c) Sensitivity analysis looks at how changes in a single variable affect a project’s profitability or NPV. For example, in Beta’s case between case (b), we allowed sales to change but kept all other factors constant, (or at least no change in their proportions). Scenario analysis looks at how several changes occurring simultaneously affect a project’s profitability or NPV. In Beta’s case, we could have allowed both sales and interest rates to change as the proportion of debt in the capital structure increased for example. Scenario analysis is probably more realistic because certain key variables in a project’s profitability or NPV calculation are correlated. For example, in Beta’s case as sales increased we did not change costs and expenses as a percentage of sales. This limitation of sensitivity analysis that you can only change one variable at a time is its biggest drawback. Scenario analysis, while it can be more involved and may require more computing power, allows for changes in multiple variables simultaneously.
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Solution to Question # 2. ALPHA LTD.
R – (a) P/E Ratio of Canada Agroproduct = 8 : 1
Canada Agroproducts profit after tax (PAT) = Tk. 150 Crore (after) deducting exceptional item). Hence market value = 8 x Tk. 150 Crore = Tk. 1200 Crore. The price per share is Tk. 1200 / (Tk. 1000 100) = Tk. 120. Since the last dividend was paid a year ago, this appears to be cum dividend share price. Last year dividend was:- (Tk. 50 Crore / (Tk. 1000 100) = Tk. 5. Given 12% growth rate this year dividend would be Tk. 5 x (1+.12) = Tk. 5.60. Therefore ex-dividend price would be (Tk. 120 – Tk. 5.60) = Tk. 114.40 say 114.
R – (b) Book value is based on historical cost. Market value depends on earning power. Value stated in the accounts may be suspected e.g. fixed assets is undervalued while stock is overvalued.
R – (c) Book value of net assets = Tk. 1300 Crore. Shareholder’s earning after tax = Tk. 150 Crore. Return on book value = Tk. 150 / Tk. 1300 = 11.50%
R – (d) Canada Agroproduct’s normal cash flow:- PAT – exceptional item + depreciation = Tk. 200 Crore – Tk. 50 Crore + Tk. 200 Crore = Tk. 350 Crore. Assumptions:- 1. Infinite life use perpetuity formula. 2. No growth. 3. Cost of equity for Alpha Ltd. given as 17%. 4. Annual replacement investment = Depreciation charge of Tk. 200 Crore. 5. Allowing for operating savings of Tk. 50 Crore. 6. Free cash flow = Tk. 350 Crore – Tk. 200 Crore + 50 Crore = Tk. 200 Crore. 7. With no growth value of Canada Agroproduct:- Tk. 200 Crore / .17 = Tk. 1176 Crore
Present value of Owning (1,398,502) (ii) Decision: Since the present value of the cost of leasing is less than the present value of the cost of buying, the equipment should be leased as it would save the cost to company amounting to Tk.1,398,502 - Tk.1,160,050= Tk.238,452. (b) (i) For portfolio consisting of this two stocks to have a standard deviation of zero, the returns on the stocks
must be perfectly negatively correlated. (ii) The weights that derive the standard deviation of the portfolio to zero, when the return are in perfect
negative correlation, are as under: WA = {Standard Deviation of B / (Standard Deviation of A + Standard Deviation of B) = {13/ (12+13) = 0.52 WB = 1 - WA = 1- 0.52 = 0.48 The expected return of the portfolio = (WA x RA) + (WB x RB
•
) = (0.52 x 0.18) + (0.48 x 0.20) = 18.96 % (c) Although companies acquire and merge with others for a variety of reasons, the main reason such
mergers and acquisitions take place is that the purchasing company seeks improved financial performance. Some of the following attributes could, in theory, help improve the acquirer’s financial performance:
Increased revenue and/or market share:
•
This would typically occur when the buyer takes over a major competitor, reducing its competition and thus building up its market power by capturing increased market share. If it has a dominant enough position, it could then exercise greater power in setting prices as well. Economy of scale:
•
A combined company can usually cut its fixed costs by removing duplicate departments, teams and operations, thus lowering the company’s costs relative to the same revenue stream, which would result in increasing profit margins. Cross-selling:
•
This refers to the complementary products an acquiring company can sell to the customers of its acquired company. As an example, a bank buying a stock broker could sell its banking products to the stock broker's customers. At the same time, the broker could poach the bank's customers for brokerage accounts. Geographical, product, or other diversification:
•
Diversification of any kind can usually smooth the earnings results of a company. This, in turn, smooths the stock price of a company, giving conservative investors more confidence in investing in the company. Synergy:
•
Often, managerial economies such as the increased chances of managerial specialization. Another example would be the purchasing economies due to larger order size and bulk-buying discounts. Absorption of similar businesses under single management:
•
So if complementary companies can come together, they can often save considerable money by spreading management over a wider scope of employees and operations. Tax Consequences:
While some mergers and acquisitions end up bringing value to all stakeholders involved, it is not uncommon for some shareholders in a deal to be shortchanged, and as a result suffer a financial loss due to the merger or acquisition.
A money-making company can buy a money- losing and use the target's loss as their advantage by reducing their tax liability. Some governments have cottoned onto this tactic and seek to minimize it. In the United States and many other countries, laws have been enacted to limit the ability of profitable companies to buy loss making companies, limiting the tax motive of an acquiring company.
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Solution to Question # 4.
(a)
A. R. Traders
If A. R. Traders earn 25 percent on its equity and payout 50% of its earnings indefinitely then the
growth rate is G = r(1 - d) = .25(1 - .50) = .25 x .50 = .1250 or 12.50% In the case of constant growth:- V = [(1 - d) x Eo x (1+g)] / (k-g) = [(1-.5) x Tk. 3 (1+.1250)] / (.15 -.1250) = (.50 x Tk. 3.375) / .0250 = Tk. 1.6875 / .0250 = Tk. 67.50. (b)
NOVEX INDUSTRIES
R – (a) Constant growth (Single – stage) dividend discount model:- Vo = D1
(k – g) Vo = Value at the beginning.
D1
= Next year dividend K = Required rate of rfeturn.
G = Constant growth rate. D1
= [EPS] (1+g) D / P ratio = (Tk. 4.00) (1+.06) (.50)
= Tk. 2.12 K = given 12% or .12 G = (ROE) (1-.50) = (.15)(.50) = .075 Vo = Tk. 2.12 / (.12-.015) = Tk. 47.11. R – (b) Multistage dividend discount model (where g1 = 20% and g2 = V
(a) The primary financial management objective of a company is usually taken to be the maximisation of shareholder wealth. In practice, the managers of a company acting as agents for the principals (the shareholders) may act in ways which do not lead to shareholder wealth maximisation. The failure of managers to maximise shareholder wealth is referred to as the agency problem.
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Shareholder wealth increases through payment of dividends and through appreciation of share prices. Since share prices reflect the value placed by buyers on the right to receive future dividends, analysis of changes in shareholder wealth focuses on changes in share prices. The objective of maximising share prices is commonly used as a substitute objective for that of maximising shareholder wealth. The agency problem arises because the objectives of managers differ from those of shareholders: because there is a divorce or separation of ownership from control in modern companies; and because there is an asymmetry of information between shareholders and managers which prevents shareholders being aware of most managerial decisions. One way to encourage managers to act in ways that increase shareholder wealth is to offer them share options. These are rights to buy shares on a future date at a price which is fixed when the share options are issued. Share options will encourage managers to make decisions that are likely to lead to share price increases (such as investing in projects with positive net present values), since this will increase the rewards they receive from share options. The higher the share price in the market when the share options are exercised, the greater will be the capital gain that could be made by managers owning the options. Share options therefore go some way towards reducing the differences between the objectives of shareholders and managers. However, it is possible that managers may be rewarded for poor performance if share prices in general are increasing. It is also possible that managers may not be rewarded for good performance if share prices in general are falling. It is difficult to decide on a share option exercise price and a share option exercise date that will encourage managers to focus on increasing shareholder wealth while still remaining challenging, rather than being easily achievable. (b) Conflict between the objectives of shareholders and directors in a listed company is associated with the agency problem, which has three main causes. First, the objectives of shareholders and directors may be different. Second, there is asymmetry of information, so that shareholders have access to less information about the company than directors, making it hard for shareholders to monitor the actions and decisions of directors. Third, there is a separation between ownership and control, as shareholders and directors are different people. One reason why small and medium-sized entities (SMEs) might experience less conflict between shareholders and directors than larger listed companies is that in many cases shareholders are not different from directors, for example in a family-owned company. Where that is the case, there is no separation between ownership and control, there is no difference between the objectives of shareholders and directors, and there is no asymmetry of information. Conflict between the objectives of shareholders and directors will therefore not arise. Another reason why there may be less conflict between the objectives of shareholders and directors in SMEs than in larger listed companies is that the shares of SMEs are often owned by a small number of shareholders, who may be in regular contact with the company and its directors. In these circumstances, the possibility of conflict is very much reduced. (c) Nature and assessment of business risk Business risk arises due to the nature of a company’s business operations, which determines the business sector into which it is classified, and to the way in which a company conducts its business operations. Business risk is the variability in shareholder returns that arises as a result of business operations. It can therefore be related to the way in which profit before interest and tax (PBIT or operating profit) changes as revenue or turnover changes. This can be assessed from a shareholder perspective by calculating operational gearing, which essentially looks at the relative proportions of fixed operating costs to variable operating costs. One measure of operational gearing that can be used is (100 x contribution/PBIT), although other measures are also used.
Financial risk arises due to the use of debt as a source of finance, and hence is related to the capital structure of a company. Financial risk is the variability in shareholder returns that arises due to the need to pay interest on debt. Financial risk can be assessed from a shareholder perspective in two ways. Firstly, balance sheet gearing
Nature and assessment of financial risk
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can be calculated. There are a number of gearing measures that can be used, such as the debt/equity ratio, the debt ratio and financial gearing, and the calculation can be based on either market values or book values. Secondly, the interest coverage ratio can be calculated. Nature and assessment of systematic risk From a shareholder perspective, systematic risk is the sum of business risk and financial risk. Systematic risk is the risk that remains after a shareholder has diversified investments in a portfolio, so that the risk specific to individual companies has been diversified away and the shareholder is faced with risk relating to the market as a whole. Market risk and undiversifiable risk are therefore other names for systematic risk. From a shareholder perspective, the systematic risk of a company can be assessed by the equity beta of the company. If the company has debt in its capital structure, the systematic risk reflected by the equity beta will include both business risk and financial risk. If a company is financed entirely by equity, the systematic risk reflected by the equity beta will be business risk alone, in which case the equity beta will be the same as the asset beta.
= THE END =
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THE INSTITUTE OF COST AND MANAGEMENT ACCOUNTANTS OF BANGLADESH CMA APRIL - 2014, EXAMINATION
PROFESSIONAL LEVEL-IV SUBJECT: 402- STRATEGIC MANAGEMENT ACCOUNTING
MODEL SOLUTION
Solution to Question No. 1.
(a) There are wide differences in legal, political, social, and cultural environments among countries. Many governments impose price and import/export controls on various products. Availability of materials and skilled labor as well as power, transportation, and communication grids are likely to create significant issues.
Divisions operating in different countries account for their performance in different currencies. The exchange rates will fluctuate and there will be differences and effects as a result of levels of inflation, which will need to be reconciled with adjustments to the measurement criteria established.
(b)
i. ROS = Operating Income / Total Sales = Tk.3,000,000/Tk.25,000,000 = 12%
ROI = Operating Income / Total Assets = Tk.3,000,000/Tk.16,650,000 = 18.02%
ii(a) ROI = 20% = Operating Income / Tk.16,650,000
Hence, operating income = 20% × 16,650,000 = Tk.3,330,000
0 Cost of Fixed Assets (1,500,000) 1.000 (1,500,000) 0 Working Capital (500,000) 1.000 (500,000) 1 Cost of Fixed Assets (500,000) 0.877 (438,500) 1 Cash flow from operation 968,000 0.877 848,936 2 Cash flow from operation 861,360 0.769 662,386 2 Working Capital (100,000) 0.769 (76,900) 3 Cash flow from operation 790,040 0.675 533,277 4 Cash flow from operation 816,384 0.592 483,299 4 Recovery of Working Capital 480,000 0.592 284,160 Net Present Value 296,658 The NPV is positive. Therefore the project is viable. Solution to Question No. 3 (a) When market prices are unavailable or too costly to obtain, it is often appropriate to use cost-based transfer prices. In some cases, the supplying division will charge full cost (or full cost plus a markup) to the receiving division. This is not optimal, because it causes the receiving division to treat the transferred in full cost per unit as if it were a variable cost. Since the full cost includes an allocation for overhead, it is not all variable cost. As a result, the organization as a whole will make suboptimal decisions using this as a basis. A more appropriate method would be to use a variable cost or incremental cost for the units being transferred between subunits within an organization. In the event that the supplying organization is a profit center and has other external customers for its products, then there may be some accommodation made for prorating the difference between variable cost and full cost. This method would be superior to allowing a full cost (or full cost plus markup) method to be used. The objective is to have the organization as a whole act in a manner that will approximate competitive marketplace conditions as much as possible to promote cost efficiency in the long run.
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(b)(a) Profit statement
Division A Division B Company Taka’000 Taka’000 Taka’000
3,600 3,000 6,600 Total variable costs 24,800 4,000 27,500 Fixed costs 7,440 4,400 11,840 Total costs 32,240 8,400 39,340 Profit 3,760 7,300 11,060 Note: A transfer price of Taka 65 has been used on the assumption that the company will introduce the policy discussed in the problem. Workings (Taka’000)
(1) External sales Div A: 80,000 x Taka 450 = Taka 36,000 Div B: 180,000 x Taka 80 = Taka 14,400
(2) Internal sales/inter-divisional transfers 20,000 x Taka 65 = Taka 1,300
(3) Material costs
Div A: 60,000 x Taka.265 + (20,000 x Taka 200) = Taka 19,900 Div B: 200,000 x Taka 5 = Taka 1,000
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Solution to Question No. 4 (a) The net cash savings realised by Farm Fresh Ltd Service Division as a result of the just-in-time inventory
program is $80,000, computed as follows: Cash savings
(loss) Funds released from inventory investment $800,000 Interest $120, 000 × 0.15 Insurance savings ($160,000× 0.60) 96, 000 Warehouse rental revenue [(8,000 sq. mtr × 0.75) × $5.00 per sq. mtr.] 30, 000 Warehouse rental cost: no effect — Transferred employees: no effect — Contribution of lost sales (3,800 units at $20.00) [Note 1] (76, 000) Overtime premium (7,500 units at $12) [Note 2]
(90, 000) Net cash savings $80, 000
Note 1: Calculation of unit contribution margin:
Revenue ($12 320,000 ÷ 280,000 units) $44.00 Less variable costs: Cost of goods sold ($5,320,000 ÷ 280,000 units) $19.00 Selling and administrative expenses ($1,400,000 ÷ 280,000 units) 5.00
24.00 Contribution margin $20.00
Note 2 :
(b) Factors (other than financial) that should be considered before a company implements a JIT inventory program include:
The incremental cost of $12 per unit for overtime is less than the additional $20.00 per unit contribution for the 7,500 units that would have been lost sales. Therefore, the overtime hours should be used.
• Customer dissatisfaction: Stock outs of finished goods or spare parts could result in downtime, which may led to increased production costs, delayed deliveries to customers and to the loss of customers, and future sales and profits.
• Distributor relations: Stock outs of spare parts or finished goods can impair the manufacturer’s image with its distributors, who represent the direct contacts with the final customers.
• Supplier dissatisfaction: Placement of smaller and more frequent orders can result in higher material and delivery costs for suppliers. Additionally, with changes in their production and procurement processes, suppliers may choose to discontinue supplying to a just-in-time customer.
• Competition: Brand loyalty can deteriorate when service standards are lowered. Therefore, it is crucial that before adopting JIT, management think through all the implications. It is important to maintain the company’s prior service standards and if possible to improve on them.
Solution to Question No .5 (a) Four perspectives are:
Financial Perspective Customer Perspective Internal Business Perspective Learning and Growth Perspective
Limitations : (i) Many question the cause and effect relationship on the grounds that they are too ambiguous and lack a theoretical underpinning or empirical support (ii) The omission of an environmental perspective (iii) The omission of an employee perspective (iv) The danger of over cluttering were the above two be included (v) It might argued that it lacks predictability upon which decisions can be made
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(b)(i) In order to maximise contribution margin, the objective function and constraint functions would be
formulated as follows: Notation: S = number of batches of Star bars M = number of batches of Moon bars TCM = total contribution margin
The contribution margin is the selling price less variable cost for each product. Thus, for the Moon bar, the contribution margin is $125 ($350 less $225), and for the Star bar, it is $200 ($300 less $100). Therefore, the objective function is as follows: Maximise TCM = 125M + 200S Subject to the following constraints:
Mixing Department: 1.5S + 1.5M ≤ 525 Coating Department: 2.0S + 1.0M ≤ 500 Materials: M ≤ 250 Non-negativity: S ≥ 0 and M ≥ 0
(ii) The number of batches of each bar that should be produced to maximise contribution can be determined by graphing the linear program given below. The optimal solution is to produce 200 batches of Moon bars and 150 batches of Star bars.
(iii) The total contribution margin, then, is [(200 × $125) + (150 × $200)] = $55 000.
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