ACCG2000

A. 考试结构与复习总路线（你该怎么分配精力）

• 先把下面每个模块的“模板”练熟：题干→关键词→拿哪张表→填哪几个数→最后算差额/单位成本/方差。[2]Source: asksia-cheatsheet-accg2000.pdfTEST II . WKS 8- 12 2 timed iLearn class tests . check your current Unit Guide . @ 2026 good Luck. set the template, then plug. — ACCG2000 Management Accounting MACQUARIE UNIVERSITY . MACQUARIE BUSINESS SCHOOL CLASS-TEST STUDY SHEET SIDE 1 OF 2 . Test I 2 timed iLearn tests . no final exam SIDE 1/2 . TEST I Wk 1-7 . Cost concepts . CVP . Job costing . Process costing . Overhead . Activity-based costing TEST I . WKS 1-7 Compiled by AskSia . mapped to the ACCG2000 syllabus . asksia. ai/cheatsheet/macquarie-accg2000 0 . How to Use This READ FIRST * No final exam. You're graded by two timed online class tests on iLearn (25% + 25%) plus weekly assignments (15%), participation (15%) & an Excel assignment (20%). Test I = Wks 1-7 (this side); Test II = Wks 8-12 (flip over). This unit is formula- & procedure-driven: marks come from setting the calculation up correctly. So this sheet is a formula + worked-template bank - recognise the question type, grab the right formula, lay out the schedule. SIA - Tests are timed & randomised on iLearn - speed of recognition beats breadth. Drill the templates until the layout is automatic; confirm the current rules in your Unit Guide. 1 . Cost Concepts WK1 . CH1-3 Management vs financial accounting: internal decisions / future-oriented / no GAAP / flexible - vs external / past / regulated. CLASSIFY EVERY COST · By function: product (DM + DL + MOH) vs period (selling & admin) · By behaviour: variable · fixed · mixed (step)[3]Source: asksia-cheatsheet-accg2000.pdfACCG2000 Management Accounting MACQUARIE UNIVERSITY . MACQUARIE BUSINESS SCHOOL CLASS-TEST STUDY SHEET SIDE 1 OF 2 . Test I 2 timed iLearn tests . no final exam SIDE 1/2 . TEST I Wk 1-7 . Cost concepts . CVP . Job costing . Process costing . Overhead . Activity-based costing TEST I . WKS 1-7 Compiled by AskSia . mapped to the ACCG2000 syllabus . asksia. ai/cheatsheet/macquarie-accg2000 0 . How to Use This READ FIRST * No final exam. You're graded by two timed online class tests on iLearn (25% + 25%) plus weekly assignments (15%), participation (15%) & an Excel assignment (20%). Test I = Wks 1-7 (this side); Test II = Wks 8-12 (flip over). This unit is formula- & procedure-driven: marks come from setting the calculation up correctly. So this sheet is a formula + worked-template bank - recognise the question type, grab the right formula, lay out the schedule. SIA - Tests are timed & randomised on iLearn - speed of recognition beats breadth. Drill the templates until the layout is automatic; confirm the current rules in your Unit Guide. 1 . Cost Concepts WK1 . CH1-3 Management vs financial accounting: internal decisions / future-oriented / no GAAP / flexible - vs external / past / regulated. CLASSIFY EVERY COST · By function: product (DM + DL + MOH) vs period (selling & admin) · By behaviour: variable · fixed · mixed (step) Combos: prime = DM + DL . conversion = DL + MOH Product cost flows: DM + DL + MOH -> WIP -> finished goods -> COGS (only at sale). Relevant range . the activity band where fixed/variable behaviour holds. 1b . Cost Flows & Behaviour
• 做题时强迫自己“写标签”：尤其是 variances 要标 F / U，不标经常直接丢一半分。[6]Source: asksia-cheatsheet-accg2000.pdf11b · Static vs Flexible BUDGET CONTROL STATIC FLEXIBLE one volume (planned) flexed to actual volume unfair if volume differs like-for-like control Flexible-budget variance isolates efficiency/price effects from the volume effect - the fair way to judge performance. WORKED . STATIC VS FLEXIBLE Static plan 1,000 u: revenue $50k, VC $30k, FC $12k = profit $8k. Actual sold 1,100 u: revenue $53k, VC $34k, FC $12k = profit $7k. Flex budget @1,100: rev $55k, VC $33k, FC $12k => profit $10k. Flexible-budget variance = 7k - 10k = $3k U ; activity (volume) variance = 10k - 8k = $2k F. The U is real performance; the F is just selling more. 11c . Worked . Labour RATE & EFFICIENCY Std 0. 5 hr @ $20 = $10/unit; made 1,000 (SH = 500 hr). Actual 540 hr @ $21. Rate = (21-20)×540 = $540 U; Efficiency = (540-500)×20 = $800 U. Both unfavourable - investigate wage rates & productivity. 12 . Test Discipline DON'T LOSE MARKS · Label every variance For U - the sign is half the mark · Absorption vs variable: difference = Alnv x FMOH/unit Formula Belt TEST II Abs-Var = AInv x FMOH/unit Mat price (AP-SP)AQ · usage (AQ-SQ)SP Lab rate (AR-SR)AH . eff (AH-SH) SR VOH spend = actVOH - SRxAH . eff (AH-SH) SR FOH budget = actFOH - budFOH FOH volume = budFOH - applied Prod = sales + endFG - begFG Purch = used + endRM - begRM CM per constraint = CM/unit + resource/unit Cash = open + receipts - payments ± fin SQ/SH allowed = std per unit x actual output asksia. ai/cheatsheet/ macquarie-accg2000 · side 2/2[7]Source: asksia-cheatsheet-accg2000.pdfone volume (planned) flexed to actual volume unfair if volume differs like-for-like control Flexible-budget variance isolates efficiency/price effects from the volume effect - the fair way to judge performance. WORKED . STATIC VS FLEXIBLE Static plan 1,000 u: revenue $50k, VC $30k, FC $12k = profit $8k. Actual sold 1,100 u: revenue $53k, VC $34k, FC $12k = profit $7k. Flex budget @1,100: rev $55k, VC $33k, FC $12k => profit $10k. Flexible-budget variance = 7k - 10k = $3k U ; activity (volume) variance = 10k - 8k = $2k F. The U is real performance; the F is just selling more. 11c . Worked . Labour RATE & EFFICIENCY Std 0. 5 hr @ $20 = $10/unit; made 1,000 (SH = 500 hr). Actual 540 hr @ $21. Rate = (21-20)×540 = $540 U; Efficiency = (540-500)×20 = $800 U. Both unfavourable - investigate wage rates & productivity. 12 . Test Discipline DON'T LOSE MARKS · Label every variance For U - the sign is half the mark · Absorption vs variable: difference = Alnv x FMOH/unit Formula Belt TEST II Abs-Var = AInv x FMOH/unit Mat price (AP-SP)AQ · usage (AQ-SQ)SP Lab rate (AR-SR)AH . eff (AH-SH) SR VOH spend = actVOH - SRxAH . eff (AH-SH) SR FOH budget = actFOH - budFOH FOH volume = budFOH - applied Prod = sales + endFG - begFG Purch = used + endRM - begRM CM per constraint = CM/unit + resource/unit Cash = open + receipts - payments ± fin SQ/SH allowed = std per unit x actual output asksia. ai/cheatsheet/ macquarie-accg2000 · side 2/2 AskSia STUDY SHEET SERIES Compiled by AskSia . mapped to the ACCG2000 syllabus . asksia. ai/cheatsheet/macquarie- accg2000 Wk 8-12 . Absorption vs variable . Relevant costs / make-or-buy . Product mix (LP) . Budgeting . Standard costing &

0. 全课最核心的底层概念（必须先吃透）

• 管理会计：内部决策、面向未来、无 GAAP、灵活
• 财务会计：对外报告、面向过去、受监管/规范[2]Source: asksia-cheatsheet-accg2000.pdfTEST II . WKS 8- 12 2 timed iLearn class tests . check your current Unit Guide . @ 2026 good Luck. set the template, then plug. — ACCG2000 Management Accounting MACQUARIE UNIVERSITY . MACQUARIE BUSINESS SCHOOL CLASS-TEST STUDY SHEET SIDE 1 OF 2 . Test I 2 timed iLearn tests . no final exam SIDE 1/2 . TEST I Wk 1-7 . Cost concepts . CVP . Job costing . Process costing . Overhead . Activity-based costing TEST I . WKS 1-7 Compiled by AskSia . mapped to the ACCG2000 syllabus . asksia. ai/cheatsheet/macquarie-accg2000 0 . How to Use This READ FIRST * No final exam. You're graded by two timed online class tests on iLearn (25% + 25%) plus weekly assignments (15%), participation (15%) & an Excel assignment (20%). Test I = Wks 1-7 (this side); Test II = Wks 8-12 (flip over). This unit is formula- & procedure-driven: marks come from setting the calculation up correctly. So this sheet is a formula + worked-template bank - recognise the question type, grab the right formula, lay out the schedule. SIA - Tests are timed & randomised on iLearn - speed of recognition beats breadth. Drill the templates until the layout is automatic; confirm the current rules in your Unit Guide. 1 . Cost Concepts WK1 . CH1-3 Management vs financial accounting: internal decisions / future-oriented / no GAAP / flexible - vs external / past / regulated. CLASSIFY EVERY COST · By function: product (DM + DL + MOH) vs period (selling & admin) · By behaviour: variable · fixed · mixed (step)[3]Source: asksia-cheatsheet-accg2000.pdfACCG2000 Management Accounting MACQUARIE UNIVERSITY . MACQUARIE BUSINESS SCHOOL CLASS-TEST STUDY SHEET SIDE 1 OF 2 . Test I 2 timed iLearn tests . no final exam SIDE 1/2 . TEST I Wk 1-7 . Cost concepts . CVP . Job costing . Process costing . Overhead . Activity-based costing TEST I . WKS 1-7 Compiled by AskSia . mapped to the ACCG2000 syllabus . asksia. ai/cheatsheet/macquarie-accg2000 0 . How to Use This READ FIRST * No final exam. You're graded by two timed online class tests on iLearn (25% + 25%) plus weekly assignments (15%), participation (15%) & an Excel assignment (20%). Test I = Wks 1-7 (this side); Test II = Wks 8-12 (flip over). This unit is formula- & procedure-driven: marks come from setting the calculation up correctly. So this sheet is a formula + worked-template bank - recognise the question type, grab the right formula, lay out the schedule. SIA - Tests are timed & randomised on iLearn - speed of recognition beats breadth. Drill the templates until the layout is automatic; confirm the current rules in your Unit Guide. 1 . Cost Concepts WK1 . CH1-3 Management vs financial accounting: internal decisions / future-oriented / no GAAP / flexible - vs external / past / regulated. CLASSIFY EVERY COST · By function: product (DM + DL + MOH) vs period (selling & admin) · By behaviour: variable · fixed · mixed (step) Combos: prime = DM + DL . conversion = DL + MOH Product cost flows: DM + DL + MOH -> WIP -> finished goods -> COGS (only at sale). Relevant range . the activity band where fixed/variable behaviour holds. 1b . Cost Flows & Behaviour

• 按功能：
  • 产品成本（Product cost） = DM + DL + MOH
  • 期间成本（Period cost） = selling & admin
• 按行为：variable / fixed / mixed（含 step）
• 常见组合：
  • Prime cost = DM + DL
  • Conversion cost = DL + MOH

1. 成本流（Cost Flows）与两大公式（COGM/COGS）——“管道题”必考

• Raw Materials（原材料）→ WIP（在制品）→ Finished Goods（产成品）→ COGS（销售时才费用化）[15]Source: asksia-cheatsheet-accg2000.pdfTHE PLUMBING MANUFACTURING COST FLOW DM purchased - Raw Materials - (used) WIP + DL + applied MOH - WIP - completed - Finished Goods + sold - COGS (expense) COGM = beg WIP + DM used + DL + MOH applied - end WIP. COGS = beg FG + COGM - end FG. Split a mixed cost - high-low: VC/unit = (costhigh - costlow)/(unitshigh - unitslow); then FC = total cost - VC x units. Per-unit fixed cost falls as volume rises never unitise fixed costs for decisions. WORKED . HIGH-LOW Highest month: 9,000 units cost $74,000. Lowest: 4,000 units cost $44,000. VC/unit = (74,000-44,000)/(9,000-4,000) = $6/unit . FC = 74,000 - 6×9,000 = $20,000. So cost equation y = 20, 000 + 6x; at 6,500 units = $59,000. Trap: use the highest & lowest activity rows, not the highest/lowest cost rows. High-low uses only two points, so it ignores the middle data - regression is more accurate. 2 · CVP Analysis WK2 . CH18 How profit responds to volume, price & cost. Built on the contribution margin. CORE CVP FORMULAS CM/unit = Price - VC/unit CM ratio = CM / Sales BEP units = FC / CM per unit BEP $ = FC / CM ratio Target-profit units = (FC + profit) / CM unit Margin of safety = actual sales - BEP sales WORKED . BREAK-EVEN Price $50, VC $30, FC $80,000. CM/unit = $20 = BEP = 80,000/20 = 4,000 units ($200,000). For $40k profit: (80,000+40,000)/20 = 6,000 units. Operating leverage = CM / profit - high leverage = profit swings hard with sales. Assumptions: linear costs, constant mix, units made = sold. MARGIN OF SAFETY MoS $ = actual sales - BEP sales MoS % = MoS / actual sales The buffer before you slip into loss. Above: 6,000 vs 4,000 BEP = MoS = 2,000 units (33%). MULTI-PRODUCT CVP Use the weighted-average CM at the sales mix: w-CM = Σ(CM/unit x mix%). BEP units = FC / w-CM, then split back by the mix. A shift toward low-CM products raises break-even. CVP GRAPH Total-revenue & total-cost lines cross at break-even; the widening wedge above = profit, below = loss. A profit-volume chart plots profit directly against units.[18]Source: asksia-cheatsheet-accg2000.pdfCombos: prime = DM + DL . conversion = DL + MOH Product cost flows: DM + DL + MOH -> WIP -> finished goods -> COGS (only at sale). Relevant range . the activity band where fixed/variable behaviour holds. 1b . Cost Flows & Behaviour THE PLUMBING MANUFACTURING COST FLOW DM purchased - Raw Materials - (used) WIP + DL + applied MOH - WIP - completed - Finished Goods + sold - COGS (expense) COGM = beg WIP + DM used + DL + MOH applied - end WIP. COGS = beg FG + COGM - end FG. Split a mixed cost - high-low: VC/unit = (costhigh - costlow)/(unitshigh - unitslow); then FC = total cost - VC x units. Per-unit fixed cost falls as volume rises never unitise fixed costs for decisions. WORKED . HIGH-LOW Highest month: 9,000 units cost $74,000. Lowest: 4,000 units cost $44,000. VC/unit = (74,000-44,000)/(9,000-4,000) = $6/unit . FC = 74,000 - 6×9,000 = $20,000. So cost equation y = 20, 000 + 6x; at 6,500 units = $59,000. Trap: use the highest & lowest activity rows, not the highest/lowest cost rows. High-low uses only two points, so it ignores the middle data - regression is more accurate. 2 · CVP Analysis WK2 . CH18 How profit responds to volume, price & cost. Built on the contribution margin. CORE CVP FORMULAS CM/unit = Price - VC/unit CM ratio = CM / Sales BEP units = FC / CM per unit BEP $ = FC / CM ratio Target-profit units = (FC + profit) / CM unit Margin of safety = actual sales - BEP sales WORKED . BREAK-EVEN Price $50, VC $30, FC $80,000. CM/unit = $20 = BEP = 80,000/20 = 4,000 units ($200,000). For $40k profit: (80,000+40,000)/20 = 6,000 units. Operating leverage = CM / profit - high leverage = profit swings hard with sales. Assumptions: linear costs, constant mix, units made = sold. MARGIN OF SAFETY MoS $ = actual sales - BEP sales MoS % = MoS / actual sales The buffer before you slip into loss. Above: 6,000 vs 4,000 BEP = MoS = 2,000 units (33%). MULTI-PRODUCT CVP

• $COGM = Beg\ WIP + DM\ used + DL + MOH\ applied - End\ WIP$
• $COGS = Beg\ FG + COGM - End\ FG$

• 把 “purchased” 和 “used” 混了；题目给的是 DM purchased 还是 DM used 要看清。成本流里“used”才进入 WIP。[15]Source: asksia-cheatsheet-accg2000.pdfTHE PLUMBING MANUFACTURING COST FLOW DM purchased - Raw Materials - (used) WIP + DL + applied MOH - WIP - completed - Finished Goods + sold - COGS (expense) COGM = beg WIP + DM used + DL + MOH applied - end WIP. COGS = beg FG + COGM - end FG. Split a mixed cost - high-low: VC/unit = (costhigh - costlow)/(unitshigh - unitslow); then FC = total cost - VC x units. Per-unit fixed cost falls as volume rises never unitise fixed costs for decisions. WORKED . HIGH-LOW Highest month: 9,000 units cost $74,000. Lowest: 4,000 units cost $44,000. VC/unit = (74,000-44,000)/(9,000-4,000) = $6/unit . FC = 74,000 - 6×9,000 = $20,000. So cost equation y = 20, 000 + 6x; at 6,500 units = $59,000. Trap: use the highest & lowest activity rows, not the highest/lowest cost rows. High-low uses only two points, so it ignores the middle data - regression is more accurate. 2 · CVP Analysis WK2 . CH18 How profit responds to volume, price & cost. Built on the contribution margin. CORE CVP FORMULAS CM/unit = Price - VC/unit CM ratio = CM / Sales BEP units = FC / CM per unit BEP $ = FC / CM ratio Target-profit units = (FC + profit) / CM unit Margin of safety = actual sales - BEP sales WORKED . BREAK-EVEN Price $50, VC $30, FC $80,000. CM/unit = $20 = BEP = 80,000/20 = 4,000 units ($200,000). For $40k profit: (80,000+40,000)/20 = 6,000 units. Operating leverage = CM / profit - high leverage = profit swings hard with sales. Assumptions: linear costs, constant mix, units made = sold. MARGIN OF SAFETY MoS $ = actual sales - BEP sales MoS % = MoS / actual sales The buffer before you slip into loss. Above: 6,000 vs 4,000 BEP = MoS = 2,000 units (33%). MULTI-PRODUCT CVP Use the weighted-average CM at the sales mix: w-CM = Σ(CM/unit x mix%). BEP units = FC / w-CM, then split back by the mix. A shift toward low-CM products raises break-even. CVP GRAPH Total-revenue & total-cost lines cross at break-even; the widening wedge above = profit, below = loss. A profit-volume chart plots profit directly against units.[18]Source: asksia-cheatsheet-accg2000.pdfCombos: prime = DM + DL . conversion = DL + MOH Product cost flows: DM + DL + MOH -> WIP -> finished goods -> COGS (only at sale). Relevant range . the activity band where fixed/variable behaviour holds. 1b . Cost Flows & Behaviour THE PLUMBING MANUFACTURING COST FLOW DM purchased - Raw Materials - (used) WIP + DL + applied MOH - WIP - completed - Finished Goods + sold - COGS (expense) COGM = beg WIP + DM used + DL + MOH applied - end WIP. COGS = beg FG + COGM - end FG. Split a mixed cost - high-low: VC/unit = (costhigh - costlow)/(unitshigh - unitslow); then FC = total cost - VC x units. Per-unit fixed cost falls as volume rises never unitise fixed costs for decisions. WORKED . HIGH-LOW Highest month: 9,000 units cost $74,000. Lowest: 4,000 units cost $44,000. VC/unit = (74,000-44,000)/(9,000-4,000) = $6/unit . FC = 74,000 - 6×9,000 = $20,000. So cost equation y = 20, 000 + 6x; at 6,500 units = $59,000. Trap: use the highest & lowest activity rows, not the highest/lowest cost rows. High-low uses only two points, so it ignores the middle data - regression is more accurate. 2 · CVP Analysis WK2 . CH18 How profit responds to volume, price & cost. Built on the contribution margin. CORE CVP FORMULAS CM/unit = Price - VC/unit CM ratio = CM / Sales BEP units = FC / CM per unit BEP $ = FC / CM ratio Target-profit units = (FC + profit) / CM unit Margin of safety = actual sales - BEP sales WORKED . BREAK-EVEN Price $50, VC $30, FC $80,000. CM/unit = $20 = BEP = 80,000/20 = 4,000 units ($200,000). For $40k profit: (80,000+40,000)/20 = 6,000 units. Operating leverage = CM / profit - high leverage = profit swings hard with sales. Assumptions: linear costs, constant mix, units made = sold. MARGIN OF SAFETY MoS $ = actual sales - BEP sales MoS % = MoS / actual sales The buffer before you slip into loss. Above: 6,000 vs 4,000 BEP = MoS = 2,000 units (33%). MULTI-PRODUCT CVP

2. CVP（Cost-Volume-Profit）——最短路径拿分模块

• $CM/unit = Price - VC/unit$
• $CM\ ratio = CM/Sales$
• $BEP\ units = FC/(CM\ per\ unit)$
• $BEP$ = FC/(CM\ ratio)$
• $Target\ units = (FC + profit)/(CM\ unit)$
• $Margin\ of\ Safety = Actual\ sales - BEP\ sales$
• $Operating\ leverage = CM/profit$

• 加权平均贡献毛益：$wCM = \sum (CM/unit \times mix%)$
• $BEP\ units = FC/wCM$，再按 mix 拆回各产品
• 结论：mix 往低 CM 产品偏，会推高 break-even。[14]Source: asksia-cheatsheet-accg2000.pdfUse the weighted-average CM at the sales mix: w-CM = Σ(CM/unit x mix%). BEP units = FC / w-CM, then split back by the mix. A shift toward low-CM products raises break-even. CVP GRAPH Total-revenue & total-cost lines cross at break-even; the widening wedge above = profit, below = loss. A profit-volume chart plots profit directly against units. WORKED . TARGET PROFIT + WHAT-IF Same data (P $50, VC $30, FC $80k). Target profit $50,000 = units = (80,000+50,000)/20 = 6,500 units ($325,000 sales). What-if FC rise $10,000 & price cut to $48: new CM/unit = 18 = new BEP = 90,000/18 = 5,000 units. Profit at 6,500 = 6,500x18 - 90,000 = $27,000. CM INCOME STATEMENT Sales (6,500×$50) 325,000 - Variable (6,500×$30) (195,000) Contribution margin 130,000 - Fixed costs (80,000) Operating profit 50,000 After-tax target: gross up first - required pre-tax profit = after-tax profit + (1 - tax rate), then use the normal target formula. E. g. want $42k after 30% tax = pre-tax = 42,000/0. 70 = $60,000. -- SIA > A CVP question is solved the instant you isolate CM/unit. Compute it first, then every sub-part (BEP, target, MoS) is one division away. 3 . Job Costing WK3 . CH4 For custom / distinct jobs (each batch unique). Costs accumulate on a job cost card: DM + DL traced directly; MOH applied via a rate. OVERHEAD APPLICATION[15]Source: asksia-cheatsheet-accg2000.pdfTHE PLUMBING MANUFACTURING COST FLOW DM purchased - Raw Materials - (used) WIP + DL + applied MOH - WIP - completed - Finished Goods + sold - COGS (expense) COGM = beg WIP + DM used + DL + MOH applied - end WIP. COGS = beg FG + COGM - end FG. Split a mixed cost - high-low: VC/unit = (costhigh - costlow)/(unitshigh - unitslow); then FC = total cost - VC x units. Per-unit fixed cost falls as volume rises never unitise fixed costs for decisions. WORKED . HIGH-LOW Highest month: 9,000 units cost $74,000. Lowest: 4,000 units cost $44,000. VC/unit = (74,000-44,000)/(9,000-4,000) = $6/unit . FC = 74,000 - 6×9,000 = $20,000. So cost equation y = 20, 000 + 6x; at 6,500 units = $59,000. Trap: use the highest & lowest activity rows, not the highest/lowest cost rows. High-low uses only two points, so it ignores the middle data - regression is more accurate. 2 · CVP Analysis WK2 . CH18 How profit responds to volume, price & cost. Built on the contribution margin. CORE CVP FORMULAS CM/unit = Price - VC/unit CM ratio = CM / Sales BEP units = FC / CM per unit BEP $ = FC / CM ratio Target-profit units = (FC + profit) / CM unit Margin of safety = actual sales - BEP sales WORKED . BREAK-EVEN Price $50, VC $30, FC $80,000. CM/unit = $20 = BEP = 80,000/20 = 4,000 units ($200,000). For $40k profit: (80,000+40,000)/20 = 6,000 units. Operating leverage = CM / profit - high leverage = profit swings hard with sales. Assumptions: linear costs, constant mix, units made = sold. MARGIN OF SAFETY MoS $ = actual sales - BEP sales MoS % = MoS / actual sales The buffer before you slip into loss. Above: 6,000 vs 4,000 BEP = MoS = 2,000 units (33%). MULTI-PRODUCT CVP Use the weighted-average CM at the sales mix: w-CM = Σ(CM/unit x mix%). BEP units = FC / w-CM, then split back by the mix. A shift toward low-CM products raises break-even. CVP GRAPH Total-revenue & total-cost lines cross at break-even; the widening wedge above = profit, below = loss. A profit-volume chart plots profit directly against units.

3. Mixed cost 拆分：High-Low（高低点法）——计算题常考

• $VC/unit = (Cost_{high}-Cost_{low})/(Units_{high}-Units_{low})$
• $FC = Total\ cost - VC \times Units$
• 成本方程：$y = FC + VCx$

• 选“最高/最低活动量”那两行，不是最高/最低成本那两行。[15]Source: asksia-cheatsheet-accg2000.pdfTHE PLUMBING MANUFACTURING COST FLOW DM purchased - Raw Materials - (used) WIP + DL + applied MOH - WIP - completed - Finished Goods + sold - COGS (expense) COGM = beg WIP + DM used + DL + MOH applied - end WIP. COGS = beg FG + COGM - end FG. Split a mixed cost - high-low: VC/unit = (costhigh - costlow)/(unitshigh - unitslow); then FC = total cost - VC x units. Per-unit fixed cost falls as volume rises never unitise fixed costs for decisions. WORKED . HIGH-LOW Highest month: 9,000 units cost $74,000. Lowest: 4,000 units cost $44,000. VC/unit = (74,000-44,000)/(9,000-4,000) = $6/unit . FC = 74,000 - 6×9,000 = $20,000. So cost equation y = 20, 000 + 6x; at 6,500 units = $59,000. Trap: use the highest & lowest activity rows, not the highest/lowest cost rows. High-low uses only two points, so it ignores the middle data - regression is more accurate. 2 · CVP Analysis WK2 . CH18 How profit responds to volume, price & cost. Built on the contribution margin. CORE CVP FORMULAS CM/unit = Price - VC/unit CM ratio = CM / Sales BEP units = FC / CM per unit BEP $ = FC / CM ratio Target-profit units = (FC + profit) / CM unit Margin of safety = actual sales - BEP sales WORKED . BREAK-EVEN Price $50, VC $30, FC $80,000. CM/unit = $20 = BEP = 80,000/20 = 4,000 units ($200,000). For $40k profit: (80,000+40,000)/20 = 6,000 units. Operating leverage = CM / profit - high leverage = profit swings hard with sales. Assumptions: linear costs, constant mix, units made = sold. MARGIN OF SAFETY MoS $ = actual sales - BEP sales MoS % = MoS / actual sales The buffer before you slip into loss. Above: 6,000 vs 4,000 BEP = MoS = 2,000 units (33%). MULTI-PRODUCT CVP Use the weighted-average CM at the sales mix: w-CM = Σ(CM/unit x mix%). BEP units = FC / w-CM, then split back by the mix. A shift toward low-CM products raises break-even. CVP GRAPH Total-revenue & total-cost lines cross at break-even; the widening wedge above = profit, below = loss. A profit-volume chart plots profit directly against units.[18]Source: asksia-cheatsheet-accg2000.pdfCombos: prime = DM + DL . conversion = DL + MOH Product cost flows: DM + DL + MOH -> WIP -> finished goods -> COGS (only at sale). Relevant range . the activity band where fixed/variable behaviour holds. 1b . Cost Flows & Behaviour THE PLUMBING MANUFACTURING COST FLOW DM purchased - Raw Materials - (used) WIP + DL + applied MOH - WIP - completed - Finished Goods + sold - COGS (expense) COGM = beg WIP + DM used + DL + MOH applied - end WIP. COGS = beg FG + COGM - end FG. Split a mixed cost - high-low: VC/unit = (costhigh - costlow)/(unitshigh - unitslow); then FC = total cost - VC x units. Per-unit fixed cost falls as volume rises never unitise fixed costs for decisions. WORKED . HIGH-LOW Highest month: 9,000 units cost $74,000. Lowest: 4,000 units cost $44,000. VC/unit = (74,000-44,000)/(9,000-4,000) = $6/unit . FC = 74,000 - 6×9,000 = $20,000. So cost equation y = 20, 000 + 6x; at 6,500 units = $59,000. Trap: use the highest & lowest activity rows, not the highest/lowest cost rows. High-low uses only two points, so it ignores the middle data - regression is more accurate. 2 · CVP Analysis WK2 . CH18 How profit responds to volume, price & cost. Built on the contribution margin. CORE CVP FORMULAS CM/unit = Price - VC/unit CM ratio = CM / Sales BEP units = FC / CM per unit BEP $ = FC / CM ratio Target-profit units = (FC + profit) / CM unit Margin of safety = actual sales - BEP sales WORKED . BREAK-EVEN Price $50, VC $30, FC $80,000. CM/unit = $20 = BEP = 80,000/20 = 4,000 units ($200,000). For $40k profit: (80,000+40,000)/20 = 6,000 units. Operating leverage = CM / profit - high leverage = profit swings hard with sales. Assumptions: linear costs, constant mix, units made = sold. MARGIN OF SAFETY MoS $ = actual sales - BEP sales MoS % = MoS / actual sales The buffer before you slip into loss. Above: 6,000 vs 4,000 BEP = MoS = 2,000 units (33%). MULTI-PRODUCT CVP
• High-low只用两点，忽略中间数据，回归更准（但考试通常考 high-low）。[15]Source: asksia-cheatsheet-accg2000.pdfTHE PLUMBING MANUFACTURING COST FLOW DM purchased - Raw Materials - (used) WIP + DL + applied MOH - WIP - completed - Finished Goods + sold - COGS (expense) COGM = beg WIP + DM used + DL + MOH applied - end WIP. COGS = beg FG + COGM - end FG. Split a mixed cost - high-low: VC/unit = (costhigh - costlow)/(unitshigh - unitslow); then FC = total cost - VC x units. Per-unit fixed cost falls as volume rises never unitise fixed costs for decisions. WORKED . HIGH-LOW Highest month: 9,000 units cost $74,000. Lowest: 4,000 units cost $44,000. VC/unit = (74,000-44,000)/(9,000-4,000) = $6/unit . FC = 74,000 - 6×9,000 = $20,000. So cost equation y = 20, 000 + 6x; at 6,500 units = $59,000. Trap: use the highest & lowest activity rows, not the highest/lowest cost rows. High-low uses only two points, so it ignores the middle data - regression is more accurate. 2 · CVP Analysis WK2 . CH18 How profit responds to volume, price & cost. Built on the contribution margin. CORE CVP FORMULAS CM/unit = Price - VC/unit CM ratio = CM / Sales BEP units = FC / CM per unit BEP $ = FC / CM ratio Target-profit units = (FC + profit) / CM unit Margin of safety = actual sales - BEP sales WORKED . BREAK-EVEN Price $50, VC $30, FC $80,000. CM/unit = $20 = BEP = 80,000/20 = 4,000 units ($200,000). For $40k profit: (80,000+40,000)/20 = 6,000 units. Operating leverage = CM / profit - high leverage = profit swings hard with sales. Assumptions: linear costs, constant mix, units made = sold. MARGIN OF SAFETY MoS $ = actual sales - BEP sales MoS % = MoS / actual sales The buffer before you slip into loss. Above: 6,000 vs 4,000 BEP = MoS = 2,000 units (33%). MULTI-PRODUCT CVP Use the weighted-average CM at the sales mix: w-CM = Σ(CM/unit x mix%). BEP units = FC / w-CM, then split back by the mix. A shift toward low-CM products raises break-even. CVP GRAPH Total-revenue & total-cost lines cross at break-even; the widening wedge above = profit, below = loss. A profit-volume chart plots profit directly against units.

4. Job Costing（分批/定制）+ Overhead 应用（POHR）

• $POHR = \frac{Estimated\ total\ MOH}{Estimated\ total\ driver}$
• $Applied\ MOH = POHR \times Actual\ driver$
• $Over/under-applied = Applied - Actual\ MOH$

5. Process Costing（流程成本）——EU + 5步报表是核心

• 加权平均（WA）：$EU = units\ completed + (ending\ WIP \times %\ complete)$
• 关键：DM 与 conversion 常有不同完工程度，要分别算 EU。[19]Source: asksia-cheatsheet-accg2000.pdf4 . Process Costing WK4 . CH4-5 For mass, identical units flowing through processes. Cost per unit = total process cost / equivalent units (EU). EQUIVALENT UNITS Weighted-avg EU = units completed + (ending WIP x % complete) FIFO EU = beg WIP x % to finish + started & completed + ending WIP × % Cost/EU = cost + EU (WA: incl. beg; FIFO: this period only) 5-STEP REPORT 1. Physical flow of units 2. Equivalent units (split DM vs conversion) 3. Cost per equivalent unit 4. Assign cost to completed + ending WIP 5. Reconcile costs (in = out) DM & conversion often have different % complete compute EU separately for each. WORKED . WEIGHTED-AVERAGE Completed 8,000; ending WIP 2,000 @ 50% conversion (100% materials). EUmat = 10,000; EU conv = 8,000 + 1,000 = 9,000. Conversion cost $90,000 = $10/EU; ending-WIP conversion = 1,000 x $10 = $10,000. FIFO vs WA: FIFO counts only this period's work - it strips out beginning-WIP work done last period, giving a purer current-period unit cost (WA blends the two). WORKED . COST RECONCILIATION (WA) Above: EU mat 10,000, EU cony 9,000. Materials cost $50,000 = $5/EU; conversion $90,000 = $10/EU => total $15/EU. COST ASSIGNED $ Completed 8,000 × $15 120,000

• 1. Physical flow of units（单位流量）
• 1. Equivalent units（分 DM / conversion）
• 1. Cost per equivalent unit
• 1. Assign cost to completed + ending WIP
• 1. Reconcile costs（in = out）

6. ABC（Activity-Based Costing）——一条公式搞定

7. Absorption vs Variable Costing（吸收法 vs 变动法）——Test II 高频速杀题

• Absorption：FMOH 进 产品成本
• Variable：FMOH 当 期间成本（当期费用）[17]Source: asksia-cheatsheet-accg2000.pdf7 . Absorption vs Variable WK8 . CH6- 7 The only difference: where fixed manufacturing overhead goes. ABSORPTION VARIABLE Fixed MOH product cost period cost Unit cost DM+DL+VMOH+FMOH DM+DL+VMOH Format gross profit contribution margin External use required (GAAP) internal only INCOME DIFFERENCE Abs - Var income = AInventory units × FMOH/unit Prod > Sales (inv 1) - Absorption higher

• Absorption unit cost = DM + DL + VMOH + FMOH
• Variable unit cost = DM + DL + VMOH

• $Abs\ income - Var\ income = \Delta Inventory\ units \times FMOH/unit$
• 记忆：Prod > Sales（库存上升）→ Absorption 利润更高。[17]Source: asksia-cheatsheet-accg2000.pdf7 . Absorption vs Variable WK8 . CH6- 7 The only difference: where fixed manufacturing overhead goes. ABSORPTION VARIABLE Fixed MOH product cost period cost Unit cost DM+DL+VMOH+FMOH DM+DL+VMOH Format gross profit contribution margin External use required (GAAP) internal only INCOME DIFFERENCE Abs - Var income = AInventory units × FMOH/unit Prod > Sales (inv 1) - Absorption higher

8. Relevant Costs / Special order / Keep-or-drop（相关成本决策）——看“可避免”才是王道

• 例：订单价 - 变动成本 = 每单位增量利润；固定成本若不变通常不相关。[16]Source: asksia-cheatsheet-accg2000.pdf· Add / drop product: compare CM gained/lost vs avoidable fixed costs WORKED . SPECIAL ORDER Spare capacity. Normal price $40; one-off order 1,000 units at $25. Variable cost $18/u; fixed unchanged. Relevant: $25 - $18 = $7/u x 1,000 = $7,000 extra profit => accept. Fixed cost & normal price are irrelevant (capacity is idle). WORKED . KEEP / DROP Segment CM $60,000; allocated fixed $80,000 of which only $45,000 is avoidable. Drop test: lose CM $60,000, save $45,000 = profit falls $15,000 = keep . The $35,000 unavoidable fixed just reallocates to other segments. SIA > The trap: depreciation on special equipment is sunk, and allocated general overhead is usually only partly avoidable. Build the avoidable-cost column line by line, then add any opportunity cost. 9 . Product Mix . LP WK10 . CH20 With a constrained resource (machine hrs, labour), maximise profit by ranking on CM per unit of the scarce resource - not CM per unit. RANKING RULE CM per constraint = CM per unit / resource per unit = make the highest first until the constraint runs out LINEAR PROGRAMMING Objective function - maximise total CM · Constraints - resource limits (inequalities) · Binding constraint - the one fully used at the optimum · Shadow price - extra CM from one more unit of a binding constraint Two products + two constraints => graph the feasible region; the optimum sits at a corner point. WORKED . SCARCE RESOURCE X: CM $30, 3 machine-hrs = $10/hr. Y: CM $24, 2 hrs => $12/hr. Though X has the higher CM/unit, Y earns more per scarce machine-hour => make Y first. Always rank by CM per constraint, not CM per unit.

• 比较：失去的 CM vs 省下的 avoidable fixed
• 典型陷阱：折旧常是 sunk；分摊的总部分摊费用往往不是全可避免，只能省一部分。[13]Source: asksia-cheatsheet-accg2000.pdfWORKED . KEEP / DROP Segment CM $60,000; allocated fixed $80,000 of which only $45,000 is avoidable. Drop test: lose CM $60,000, save $45,000 = profit falls $15,000 = keep . The $35,000 unavoidable fixed just reallocates to other segments. SIA > The trap: depreciation on special equipment is sunk, and allocated general overhead is usually only partly avoidable. Build the avoidable-cost column line by line, then add any opportunity cost. 9 . Product Mix . LP WK10 . CH20 With a constrained resource (machine hrs, labour), maximise profit by ranking on CM per unit of the scarce resource - not CM per unit. RANKING RULE CM per constraint = CM per unit / resource per unit = make the highest first until the constraint runs out LINEAR PROGRAMMING Objective function - maximise total CM · Constraints - resource limits (inequalities) · Binding constraint - the one fully used at the optimum · Shadow price - extra CM from one more unit of a binding constraint Two products + two constraints => graph the feasible region; the optimum sits at a corner point. WORKED . SCARCE RESOURCE X: CM $30, 3 machine-hrs = $10/hr. Y: CM $24, 2 hrs => $12/hr. Though X has the higher CM/unit, Y earns more per scarce machine-hour => make Y first. Always rank by CM per constraint, not CM per unit. WORKED . TWO-CONSTRAINT CORNERS Max 30X + 24Y s. t. machine 3X+2Y ≤ 1,200; labour 1X+2Y ≤ 800; X,Y ≥ 0. Solve corners: CORNER (X,Y)[16]Source: asksia-cheatsheet-accg2000.pdf· Add / drop product: compare CM gained/lost vs avoidable fixed costs WORKED . SPECIAL ORDER Spare capacity. Normal price $40; one-off order 1,000 units at $25. Variable cost $18/u; fixed unchanged. Relevant: $25 - $18 = $7/u x 1,000 = $7,000 extra profit => accept. Fixed cost & normal price are irrelevant (capacity is idle). WORKED . KEEP / DROP Segment CM $60,000; allocated fixed $80,000 of which only $45,000 is avoidable. Drop test: lose CM $60,000, save $45,000 = profit falls $15,000 = keep . The $35,000 unavoidable fixed just reallocates to other segments. SIA > The trap: depreciation on special equipment is sunk, and allocated general overhead is usually only partly avoidable. Build the avoidable-cost column line by line, then add any opportunity cost. 9 . Product Mix . LP WK10 . CH20 With a constrained resource (machine hrs, labour), maximise profit by ranking on CM per unit of the scarce resource - not CM per unit. RANKING RULE CM per constraint = CM per unit / resource per unit = make the highest first until the constraint runs out LINEAR PROGRAMMING Objective function - maximise total CM · Constraints - resource limits (inequalities) · Binding constraint - the one fully used at the optimum · Shadow price - extra CM from one more unit of a binding constraint Two products + two constraints => graph the feasible region; the optimum sits at a corner point. WORKED . SCARCE RESOURCE X: CM $30, 3 machine-hrs = $10/hr. Y: CM $24, 2 hrs => $12/hr. Though X has the higher CM/unit, Y earns more per scarce machine-hour => make Y first. Always rank by CM per constraint, not CM per unit.

9. Product Mix（瓶颈资源）+ Linear Programming（线性规划）——“按约束贡献”排名

• $CM\ per\ constraint = (CM/unit)/(resource/unit)$
• 先做 $CM$ / 瓶颈资源单位最大的产品，直到资源用完

• Objective function（最大化总 CM）
• Constraints（不等式资源限制）
• Optimum at a corner point（最优在可行域角点）

10. Budgeting（预算）——“主预算链条”+ 两条加减法最常考

• Sales budget
• Production budget（单位数）
• DM purchases + DL + MOH
• Ending inventory + COGS
• Cash budget
• Budgeted income statement & balance sheet

• Production units = Sales + Desired end FG − Beg FG
• DM purchases = DM used + Desired end RM − Beg RM

• $Cash = Opening + Receipts - Disbursements \pm Financing$
• 必考细节：收款/付款有滞后（lags）。[8]Source: asksia-cheatsheet-accg2000.pdf+ Production (units = sales + desired end FG - beg FG) - DM purchases (= used + end - beg) . DL . MOH - ending inventory . COGS + Cash budget + Budgeted income statement & balance sheet Production units # sales units whenever finished- goods inventory changes. DM purchases # DM used whenever raw-material inventory changes - both use the same +desired-ending -beginning logic. Cash budget = opening cash + receipts - disbursements ± financing; watch the collection/payment lags. WORKED . PRODUCTION & MATERIALS Sales 10,000; want ending FG 1,500; beginning FG 1,000 = produce 10,000 + 1,500 - 1,000 = 10,500 . DM at 2 kg/unit, want end RM 800 kg, beg 500 kg = purchase = (10,500×2) + 800 - 500 = 21,300 kg. WORKED . CASH COLLECTIONS (LAG) Credit sales: 60% collected in month of sale, 40% next month. Sales Apr $100k, May $120k. May receipts = (0. 60×120,000) + (0. 40×100,000) = $112,000 . CASH BUDGET (MAY) $ Opening cash 15,000 + Collections 112,000 - Disbursements (98,000) = Closing cash[10]Source: asksia-cheatsheet-accg2000.pdfSIA - Single constraint = rank by CM per constraint. Two constraints => test the corners - you can't just rank, because the binding constraint can switch between products. 10 · Budgeting WK11 . CH9,11 The master budget = a linked chain; each budget feeds the next. Start with sales - everything follows. THE CHAIN Sales budget + Production (units = sales + desired end FG - beg FG) - DM purchases (= used + end - beg) . DL . MOH - ending inventory . COGS + Cash budget + Budgeted income statement & balance sheet Production units # sales units whenever finished- goods inventory changes. DM purchases # DM used whenever raw-material inventory changes - both use the same +desired-ending -beginning logic. Cash budget = opening cash + receipts - disbursements ± financing; watch the collection/payment lags. WORKED . PRODUCTION & MATERIALS Sales 10,000; want ending FG 1,500; beginning FG 1,000 = produce 10,000 + 1,500 - 1,000 = 10,500 . DM at 2 kg/unit, want end RM 800 kg, beg 500 kg = purchase = (10,500×2) + 800 - 500 = 21,300 kg. WORKED . CASH COLLECTIONS (LAG) Credit sales: 60% collected in month of sale, 40% next month. Sales Apr $100k, May $120k. May receipts = (0. 60×120,000) + (0. 40×100,000) = $112,000 . CASH BUDGET (MAY) $ Opening cash 15,000 + Collections 112,000

• Participative（自下而上）更有 buy-in，但可能有 budgetary slack
• Top-down 快但可能打击积极性
• Zero-based vs incremental；Rolling budget 一直滚动补月份。[9]Source: asksia-cheatsheet-accg2000.pdf- Disbursements (98,000) = Closing cash 29,000 If closing falls below the minimum, the budget triggers financing (borrow); surplus => repay/invest. WHY BUDGET . BEHAVIOUR Plan - force the numbers before the period · Communicate & authorise spending · Motivate - targets drive behaviour Participative (bottom-up) budgeting raises buy-in but risks budgetary slack (padding); top-down is fast but can demotivate. Zero-based rebuilds each line from scratch vs incremental. A rolling (continuous) budget always adds a new month as one drops off. SIA - The two "+desired-ending -beginning" lines (production & purchases) are the most- tested budget steps. Cash + profit: depreciation isn't a disbursement; collections lag the sale; loan principal hits cash but not the income statement. 11 · Standard Costing WK12 . CH10- 11 Set standard costs, compare to actual, split the gap into price & quantity variances . Always label F (favourable) / U (unfavourable). MATERIALS Price = (AP - SP) x AQ purchased Usage = (AQ used - SQ allowed) x SP LABOUR Rate = (AR - SR) x AH Efficiency = (AH - SH allowed) x SR OVERHEAD VOH spending = actual VOH - (SR x AH)[12]Source: asksia-cheatsheet-accg2000.pdf29,000 If closing falls below the minimum, the budget triggers financing (borrow); surplus => repay/invest. WHY BUDGET . BEHAVIOUR Plan - force the numbers before the period · Communicate & authorise spending · Motivate - targets drive behaviour Participative (bottom-up) budgeting raises buy-in but risks budgetary slack (padding); top-down is fast but can demotivate. Zero-based rebuilds each line from scratch vs incremental. A rolling (continuous) budget always adds a new month as one drops off. SIA - The two "+desired-ending -beginning" lines (production & purchases) are the most- tested budget steps. Cash + profit: depreciation isn't a disbursement; collections lag the sale; loan principal hits cash but not the income statement. 11 · Standard Costing WK12 . CH10- 11 Set standard costs, compare to actual, split the gap into price & quantity variances . Always label F (favourable) / U (unfavourable). MATERIALS Price = (AP - SP) x AQ purchased Usage = (AQ used - SQ allowed) x SP LABOUR Rate = (AR - SR) x AH Efficiency = (AH - SH allowed) x SR OVERHEAD VOH spending = actual VOH - (SR x AH) VOH efficiency = (AH - SH) x SR FOH budget = actual FOH - budgeted FOH FOH volume = budgeted FOH - applied FOH For a cost, actual < standard = Favourable. SQ/SH "allowed" = standard per unit x actual output. WORKED . MATERIAL VARIANCES

11. Standard Costing & Variances（标准成本与差异）——Test II 最容易“送分/丢分”的大题

• $SQ/SH\ allowed = standard\ per\ unit \times actual\ output$。[12]Source: asksia-cheatsheet-accg2000.pdf29,000 If closing falls below the minimum, the budget triggers financing (borrow); surplus => repay/invest. WHY BUDGET . BEHAVIOUR Plan - force the numbers before the period · Communicate & authorise spending · Motivate - targets drive behaviour Participative (bottom-up) budgeting raises buy-in but risks budgetary slack (padding); top-down is fast but can demotivate. Zero-based rebuilds each line from scratch vs incremental. A rolling (continuous) budget always adds a new month as one drops off. SIA - The two "+desired-ending -beginning" lines (production & purchases) are the most- tested budget steps. Cash + profit: depreciation isn't a disbursement; collections lag the sale; loan principal hits cash but not the income statement. 11 · Standard Costing WK12 . CH10- 11 Set standard costs, compare to actual, split the gap into price & quantity variances . Always label F (favourable) / U (unfavourable). MATERIALS Price = (AP - SP) x AQ purchased Usage = (AQ used - SQ allowed) x SP LABOUR Rate = (AR - SR) x AH Efficiency = (AH - SH allowed) x SR OVERHEAD VOH spending = actual VOH - (SR x AH) VOH efficiency = (AH - SH) x SR FOH budget = actual FOH - budgeted FOH FOH volume = budgeted FOH - applied FOH For a cost, actual < standard = Favourable. SQ/SH "allowed" = standard per unit x actual output. WORKED . MATERIAL VARIANCES[6]Source: asksia-cheatsheet-accg2000.pdf11b · Static vs Flexible BUDGET CONTROL STATIC FLEXIBLE one volume (planned) flexed to actual volume unfair if volume differs like-for-like control Flexible-budget variance isolates efficiency/price effects from the volume effect - the fair way to judge performance. WORKED . STATIC VS FLEXIBLE Static plan 1,000 u: revenue $50k, VC $30k, FC $12k = profit $8k. Actual sold 1,100 u: revenue $53k, VC $34k, FC $12k = profit $7k. Flex budget @1,100: rev $55k, VC $33k, FC $12k => profit $10k. Flexible-budget variance = 7k - 10k = $3k U ; activity (volume) variance = 10k - 8k = $2k F. The U is real performance; the F is just selling more. 11c . Worked . Labour RATE & EFFICIENCY Std 0. 5 hr @ $20 = $10/unit; made 1,000 (SH = 500 hr). Actual 540 hr @ $21. Rate = (21-20)×540 = $540 U; Efficiency = (540-500)×20 = $800 U. Both unfavourable - investigate wage rates & productivity. 12 . Test Discipline DON'T LOSE MARKS · Label every variance For U - the sign is half the mark · Absorption vs variable: difference = Alnv x FMOH/unit Formula Belt TEST II Abs-Var = AInv x FMOH/unit Mat price (AP-SP)AQ · usage (AQ-SQ)SP Lab rate (AR-SR)AH . eff (AH-SH) SR VOH spend = actVOH - SRxAH . eff (AH-SH) SR FOH budget = actFOH - budFOH FOH volume = budFOH - applied Prod = sales + endFG - begFG Purch = used + endRM - begRM CM per constraint = CM/unit + resource/unit Cash = open + receipts - payments ± fin SQ/SH allowed = std per unit x actual output asksia. ai/cheatsheet/ macquarie-accg2000 · side 2/2

• Price variance：$(AP - SP)\times AQ\ purchased$
• Usage variance：$(AQ\ used - SQ\ allowed)\times SP$

• Rate：$(AR - SR)\times AH$
• Efficiency：$(AH - SH\ allowed)\times SR$

• VOH spending = $actual\ VOH - (SR \times AH)$
• VOH efficiency = $(AH - SH)\times SR$
• FOH budget = $actual\ FOH - budgeted\ FOH$
• FOH volume = $budgeted\ FOH - applied\ FOH$

• Static：只用计划量，不随实际销量调整（量变时不公平）
• Flexible：把预算“弹性调整到实际销量”，更公平地看效率/价格
• 例题里明确拆了：Flexible-budget variance 与 activity(volume) variance 的分解。[6]Source: asksia-cheatsheet-accg2000.pdf11b · Static vs Flexible BUDGET CONTROL STATIC FLEXIBLE one volume (planned) flexed to actual volume unfair if volume differs like-for-like control Flexible-budget variance isolates efficiency/price effects from the volume effect - the fair way to judge performance. WORKED . STATIC VS FLEXIBLE Static plan 1,000 u: revenue $50k, VC $30k, FC $12k = profit $8k. Actual sold 1,100 u: revenue $53k, VC $34k, FC $12k = profit $7k. Flex budget @1,100: rev $55k, VC $33k, FC $12k => profit $10k. Flexible-budget variance = 7k - 10k = $3k U ; activity (volume) variance = 10k - 8k = $2k F. The U is real performance; the F is just selling more. 11c . Worked . Labour RATE & EFFICIENCY Std 0. 5 hr @ $20 = $10/unit; made 1,000 (SH = 500 hr). Actual 540 hr @ $21. Rate = (21-20)×540 = $540 U; Efficiency = (540-500)×20 = $800 U. Both unfavourable - investigate wage rates & productivity. 12 . Test Discipline DON'T LOSE MARKS · Label every variance For U - the sign is half the mark · Absorption vs variable: difference = Alnv x FMOH/unit Formula Belt TEST II Abs-Var = AInv x FMOH/unit Mat price (AP-SP)AQ · usage (AQ-SQ)SP Lab rate (AR-SR)AH . eff (AH-SH) SR VOH spend = actVOH - SRxAH . eff (AH-SH) SR FOH budget = actFOH - budFOH FOH volume = budFOH - applied Prod = sales + endFG - begFG Purch = used + endRM - begRM CM per constraint = CM/unit + resource/unit Cash = open + receipts - payments ± fin SQ/SH allowed = std per unit x actual output asksia. ai/cheatsheet/ macquarie-accg2000 · side 2/2

12. 考场“防丢分清单”（按宝典提醒整理）

• 每一个 variance 都要标 F/U；符号错基本等于半题没了。[6]Source: asksia-cheatsheet-accg2000.pdf11b · Static vs Flexible BUDGET CONTROL STATIC FLEXIBLE one volume (planned) flexed to actual volume unfair if volume differs like-for-like control Flexible-budget variance isolates efficiency/price effects from the volume effect - the fair way to judge performance. WORKED . STATIC VS FLEXIBLE Static plan 1,000 u: revenue $50k, VC $30k, FC $12k = profit $8k. Actual sold 1,100 u: revenue $53k, VC $34k, FC $12k = profit $7k. Flex budget @1,100: rev $55k, VC $33k, FC $12k => profit $10k. Flexible-budget variance = 7k - 10k = $3k U ; activity (volume) variance = 10k - 8k = $2k F. The U is real performance; the F is just selling more. 11c . Worked . Labour RATE & EFFICIENCY Std 0. 5 hr @ $20 = $10/unit; made 1,000 (SH = 500 hr). Actual 540 hr @ $21. Rate = (21-20)×540 = $540 U; Efficiency = (540-500)×20 = $800 U. Both unfavourable - investigate wage rates & productivity. 12 . Test Discipline DON'T LOSE MARKS · Label every variance For U - the sign is half the mark · Absorption vs variable: difference = Alnv x FMOH/unit Formula Belt TEST II Abs-Var = AInv x FMOH/unit Mat price (AP-SP)AQ · usage (AQ-SQ)SP Lab rate (AR-SR)AH . eff (AH-SH) SR VOH spend = actVOH - SRxAH . eff (AH-SH) SR FOH budget = actFOH - budFOH FOH volume = budFOH - applied Prod = sales + endFG - begFG Purch = used + endRM - begRM CM per constraint = CM/unit + resource/unit Cash = open + receipts - payments ± fin SQ/SH allowed = std per unit x actual output asksia. ai/cheatsheet/ macquarie-accg2000 · side 2/2

• 直接用：$Abs-Var = \Delta Inv\ units \times FMOH/unit$，别绕远路。[17]Source: asksia-cheatsheet-accg2000.pdf7 . Absorption vs Variable WK8 . CH6- 7 The only difference: where fixed manufacturing overhead goes. ABSORPTION VARIABLE Fixed MOH product cost period cost Unit cost DM+DL+VMOH+FMOH DM+DL+VMOH Format gross profit contribution margin External use required (GAAP) internal only INCOME DIFFERENCE Abs - Var income = AInventory units × FMOH/unit Prod > Sales (inv 1) - Absorption higher[6]Source: asksia-cheatsheet-accg2000.pdf11b · Static vs Flexible BUDGET CONTROL STATIC FLEXIBLE one volume (planned) flexed to actual volume unfair if volume differs like-for-like control Flexible-budget variance isolates efficiency/price effects from the volume effect - the fair way to judge performance. WORKED . STATIC VS FLEXIBLE Static plan 1,000 u: revenue $50k, VC $30k, FC $12k = profit $8k. Actual sold 1,100 u: revenue $53k, VC $34k, FC $12k = profit $7k. Flex budget @1,100: rev $55k, VC $33k, FC $12k => profit $10k. Flexible-budget variance = 7k - 10k = $3k U ; activity (volume) variance = 10k - 8k = $2k F. The U is real performance; the F is just selling more. 11c . Worked . Labour RATE & EFFICIENCY Std 0. 5 hr @ $20 = $10/unit; made 1,000 (SH = 500 hr). Actual 540 hr @ $21. Rate = (21-20)×540 = $540 U; Efficiency = (540-500)×20 = $800 U. Both unfavourable - investigate wage rates & productivity. 12 . Test Discipline DON'T LOSE MARKS · Label every variance For U - the sign is half the mark · Absorption vs variable: difference = Alnv x FMOH/unit Formula Belt TEST II Abs-Var = AInv x FMOH/unit Mat price (AP-SP)AQ · usage (AQ-SQ)SP Lab rate (AR-SR)AH . eff (AH-SH) SR VOH spend = actVOH - SRxAH . eff (AH-SH) SR FOH budget = actFOH - budFOH FOH volume = budFOH - applied Prod = sales + endFG - begFG Purch = used + endRM - begRM CM per constraint = CM/unit + resource/unit Cash = open + receipts - payments ± fin SQ/SH allowed = std per unit x actual output asksia. ai/cheatsheet/ macquarie-accg2000 · side 2/2

• 两条 “+desired ending − beginning” 是最高频步骤（production & purchases）。[9]Source: asksia-cheatsheet-accg2000.pdf- Disbursements (98,000) = Closing cash 29,000 If closing falls below the minimum, the budget triggers financing (borrow); surplus => repay/invest. WHY BUDGET . BEHAVIOUR Plan - force the numbers before the period · Communicate & authorise spending · Motivate - targets drive behaviour Participative (bottom-up) budgeting raises buy-in but risks budgetary slack (padding); top-down is fast but can demotivate. Zero-based rebuilds each line from scratch vs incremental. A rolling (continuous) budget always adds a new month as one drops off. SIA - The two "+desired-ending -beginning" lines (production & purchases) are the most- tested budget steps. Cash + profit: depreciation isn't a disbursement; collections lag the sale; loan principal hits cash but not the income statement. 11 · Standard Costing WK12 . CH10- 11 Set standard costs, compare to actual, split the gap into price & quantity variances . Always label F (favourable) / U (unfavourable). MATERIALS Price = (AP - SP) x AQ purchased Usage = (AQ used - SQ allowed) x SP LABOUR Rate = (AR - SR) x AH Efficiency = (AH - SH allowed) x SR OVERHEAD VOH spending = actual VOH - (SR x AH)[10]Source: asksia-cheatsheet-accg2000.pdfSIA - Single constraint = rank by CM per constraint. Two constraints => test the corners - you can't just rank, because the binding constraint can switch between products. 10 · Budgeting WK11 . CH9,11 The master budget = a linked chain; each budget feeds the next. Start with sales - everything follows. THE CHAIN Sales budget + Production (units = sales + desired end FG - beg FG) - DM purchases (= used + end - beg) . DL . MOH - ending inventory . COGS + Cash budget + Budgeted income statement & balance sheet Production units # sales units whenever finished- goods inventory changes. DM purchases # DM used whenever raw-material inventory changes - both use the same +desired-ending -beginning logic. Cash budget = opening cash + receipts - disbursements ± financing; watch the collection/payment lags. WORKED . PRODUCTION & MATERIALS Sales 10,000; want ending FG 1,500; beginning FG 1,000 = produce 10,000 + 1,500 - 1,000 = 10,500 . DM at 2 kg/unit, want end RM 800 kg, beg 500 kg = purchase = (10,500×2) + 800 - 500 = 21,300 kg. WORKED . CASH COLLECTIONS (LAG) Credit sales: 60% collected in month of sale, 40% next month. Sales Apr $100k, May $120k. May receipts = (0. 60×120,000) + (0. 40×100,000) = $112,000 . CASH BUDGET (MAY) $ Opening cash 15,000 + Collections 112,000

• 永远先算 $CM/unit$。[11]Source: asksia-cheatsheet-accg2000.pdfWORKED . TARGET PROFIT + WHAT-IF Same data (P $50, VC $30, FC $80k). Target profit $50,000 = units = (80,000+50,000)/20 = 6,500 units ($325,000 sales). What-if FC rise $10,000 & price cut to $48: new CM/unit = 18 = new BEP = 90,000/18 = 5,000 units. Profit at 6,500 = 6,500x18 - 90,000 = $27,000. CM INCOME STATEMENT Sales (6,500×$50) 325,000 - Variable (6,500×$30) (195,000) Contribution margin 130,000 - Fixed costs (80,000) Operating profit 50,000 After-tax target: gross up first - required pre-tax profit = after-tax profit + (1 - tax rate), then use the normal target formula. E. g. want $42k after 30% tax = pre-tax = 42,000/0. 70 = $60,000. -- SIA > A CVP question is solved the instant you isolate CM/unit. Compute it first, then every sub-part (BEP, target, MoS) is one division away. 3 . Job Costing WK3 . CH4 For custom / distinct jobs (each batch unique). Costs accumulate on a job cost card: DM + DL traced directly; MOH applied via a rate. OVERHEAD APPLICATION POHR = est. total MOH / est. total driver Applied MOH = POHR x actual driver used Over/under-applied = Applied - Actual MOH

你告诉我 2 个信息，我就能把你“冲刺计划”做成可直接刷题的清单

• Test I（Wk1–7） 还是 Test II（Wk8–12）？[2]Source: asksia-cheatsheet-accg2000.pdfTEST II . WKS 8- 12 2 timed iLearn class tests . check your current Unit Guide . @ 2026 good Luck. set the template, then plug. — ACCG2000 Management Accounting MACQUARIE UNIVERSITY . MACQUARIE BUSINESS SCHOOL CLASS-TEST STUDY SHEET SIDE 1 OF 2 . Test I 2 timed iLearn tests . no final exam SIDE 1/2 . TEST I Wk 1-7 . Cost concepts . CVP . Job costing . Process costing . Overhead . Activity-based costing TEST I . WKS 1-7 Compiled by AskSia . mapped to the ACCG2000 syllabus . asksia. ai/cheatsheet/macquarie-accg2000 0 . How to Use This READ FIRST * No final exam. You're graded by two timed online class tests on iLearn (25% + 25%) plus weekly assignments (15%), participation (15%) & an Excel assignment (20%). Test I = Wks 1-7 (this side); Test II = Wks 8-12 (flip over). This unit is formula- & procedure-driven: marks come from setting the calculation up correctly. So this sheet is a formula + worked-template bank - recognise the question type, grab the right formula, lay out the schedule. SIA - Tests are timed & randomised on iLearn - speed of recognition beats breadth. Drill the templates until the layout is automatic; confirm the current rules in your Unit Guide. 1 . Cost Concepts WK1 . CH1-3 Management vs financial accounting: internal decisions / future-oriented / no GAAP / flexible - vs external / past / regulated. CLASSIFY EVERY COST · By function: product (DM + DL + MOH) vs period (selling & admin) · By behaviour: variable · fixed · mixed (step)[1]Source: asksia-cheatsheet-accg2000.pdfAskSia STUDY SHEET SERIES Compiled by AskSia . mapped to the ACCG2000 syllabus . asksia. ai/cheatsheet/macquarie- accg2000 Wk 8-12 . Absorption vs variable . Relevant costs / make-or-buy . Product mix (LP) . Budgeting . Standard costing & TEST II . WKS 8- 12 2 timed iLearn class tests . check your current Unit Guide . @ 2026 good Luck. set the template, then plug. —
• 你最怕哪 2 块：
  • A CVP
  • B Job/Process costing（EU/5步报表）
  • C Abs vs Var
  • D Budgeting（production/purchases/cash）
  • E Variances（materials/labour/overhead、static vs flexible）
  • F Product mix/LP（单约束排名 vs 双约束角点）