ACCG2000
May 28, 2026
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我拿到了一份我在上的课的考前宝典!你帮我拆解一下这节课,告诉我复习重点,我快final了
越详细越好,公式,定义,核心考点我都需要,救救孩子
- 先更正一个关键信息:你这份 ACCG2000(Management Accounting) 的宝典明确写了 “no final exam(没有期末大考)”,成绩来自 两次 iLearn 计时线上 class test(Test I + Test II) 加上平时项目(作业/参与/Excel作业)。所以你说的“快 final”更可能是指 快到 Test II 或课程收尾;但复习方法一样:按题型模板刷到“看到题就会套”。[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
- 这门课的本质:公式 + 程序(template)驱动,计时且题目随机,识别题型速度 > 背诵广度;先“搭表/搭结构”,再代数。[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
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A. 考试结构与复习总路线(你该怎么分配精力)
- Test I(Wk1–7)重点模块:成本概念、CVP、Job costing、Process costing、Overhead、ABC。[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
- Test II(Wk8–12)重点模块:Absorption vs Variable、Relevant costs/Make-or-buy、Product mix(LP)、Budgeting、Standard costing & Variances。[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. —[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 &
- 复习总策略(最省命):
- 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 &
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0. 全课最核心的底层概念(必须先吃透)
- 管理会计 vs 财务会计
- 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
- 成本分类(见题先分类,90%题从这里开始)[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.
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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
- 按功能:
- Relevant range(相关范围):固定/变动成本的“行为假设”成立的活动区间。[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
-
1. 成本流(Cost Flows)与两大公式(COGM/COGS)——“管道题”必考
- 制造业成本流(the plumbing):
- 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
- 两条“必须会背、会套”的总公式:[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
- $COGM = Beg\ WIP + DM\ used + DL + MOH\ applied - End\ WIP$
- $COGS = Beg\ FG + COGM - End\ FG$
- 超高频陷阱:
- 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
- 先算 CM/unit,后面全是一除就出来(宝典强调:CVP题“秒解”关键就是先隔离贡献毛益)。[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
- 核心定义/公式带(必背):[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]Source: asksia-cheatsheet-accg2000.pdfbuilder, audit
chemicals, drinks
Hybrid (operation) costing suits products with
common processing but custom finishes (cars, clothing) - process-cost the conversion, job-cost the materials.
Formula Belt TEST I
CM/unit = P - VC . CM ratio = CM/Sales BEP units = FC/CM unit . BEP$ = FC/CM ratio
Target units = (FC+profit)/CM unit MoS = sales - BEP . op leverage = CM/profit
High-Low VC = ACost/AUnits POHR = est MOH/est driver Applied = POHR x actual driver Over/under = applied - actual EU(WA) = done + endWIPx% . Cost/EU = cost/EU
ABC rate = pool / driver volume COGM = begWIP + DM + DL + MOH - endWIP
2 timed iLearn class tests . check your current Unit Guide . @ 2026 flip + for Test II . decisions, budgets & variances
asksia. ai/cheatsheet/ macquarie-accg2000 · side 1/2
AskSia STUDY SHEET SERIES
·
ACCG2000
Management Accounting MACQUARIE UNIVERSITY . MACQUARIE BUSINESS SCHOOL
CLASS-TEST STUDY SHEET SIDE 2 OF 2 . Test II 2 timed iLearn tests . no final exam
SIDE 2/2 . TEST II variances
7 . Absorption vs Variable
WK8 . CH6- 7
The only difference: where fixed manufacturing
- $CM/unit = Price - VC/unit$
- $CM\ ratio = CM/Sales$
- $BEP\ units = FC/(CM\ per\ unit)$
- $BEP$ = FC/(CM\ ratio)$
- $Target\ units = (FC + profit)/(CM\ unit)$
- $Margin\ of\ Safety = Actual\ sales - BEP\ sales$
- $Operating\ leverage = CM/profit$
- 多产品 CVP(sales mix):[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.
- 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.
- 常见 what-if 模板:题目让你改 FC/Price/VC,立刻重算 $CM/unit$ → 重算 BEP/Target。示例在宝典里给了完整演算。[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[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
-
3. Mixed cost 拆分:High-Low(高低点法)——计算题常考
- 公式:[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
- $VC/unit = (Cost_{high}-Cost_{low})/(Units_{high}-Units_{low})$
- $FC = Total\ cost - VC \times Units$
- 成本方程:$y = FC + VCx$
- 必踩坑提醒:
- 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.
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4. Job Costing(分批/定制)+ Overhead 应用(POHR)
- 适用场景:每个 job 独特,成本汇总到 job cost card。[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
- Overhead 应用三连:[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 = $60,000. -- SIA > A CVP question is solved the instant you isolate CM/unit. Compute it first, then every sub-part (BEP, target, MoS) is one division away.
3 . Job Costing WK3 . CH4
For custom / distinct jobs (each batch unique). Costs accumulate on a job cost card: DM + DL traced directly; MOH applied via a rate.
OVERHEAD APPLICATION
POHR = est. total MOH / est. total driver
Applied MOH = POHR x actual driver used
Over/under-applied = Applied - Actual MOH[4]Source: asksia-cheatsheet-accg2000.pdfbuilder, audit
chemicals, drinks
Hybrid (operation) costing suits products with
common processing but custom finishes (cars, clothing) - process-cost the conversion, job-cost the materials.
Formula Belt TEST I
CM/unit = P - VC . CM ratio = CM/Sales BEP units = FC/CM unit . BEP$ = FC/CM ratio
Target units = (FC+profit)/CM unit MoS = sales - BEP . op leverage = CM/profit
High-Low VC = ACost/AUnits POHR = est MOH/est driver Applied = POHR x actual driver Over/under = applied - actual EU(WA) = done + endWIPx% . Cost/EU = cost/EU
ABC rate = pool / driver volume COGM = begWIP + DM + DL + MOH - endWIP
2 timed iLearn class tests . check your current Unit Guide . @ 2026 flip + for Test II . decisions, budgets & variances
asksia. ai/cheatsheet/ macquarie-accg2000 · side 1/2
AskSia STUDY SHEET SERIES
·
ACCG2000
Management Accounting MACQUARIE UNIVERSITY . MACQUARIE BUSINESS SCHOOL
CLASS-TEST STUDY SHEET SIDE 2 OF 2 . Test II 2 timed iLearn tests . no final exam
SIDE 2/2 . TEST II variances
7 . Absorption vs Variable
WK8 . CH6- 7
The only difference: where fixed manufacturing
- $POHR = \frac{Estimated\ total\ MOH}{Estimated\ total\ driver}$
- $Applied\ MOH = POHR \times Actual\ driver$
- $Over/under-applied = Applied - Actual\ MOH$
- 出题方式:给你估计 MOH/driver、实际 driver、实际 MOH → 要你算 applied & over/under。[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
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5. Process Costing(流程成本)——EU + 5步报表是核心
- 适用场景:大量同质产品(mass, identical units)。[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
- Equivalent Units(等价产量):[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 × $15 120,000[4]Source: asksia-cheatsheet-accg2000.pdfbuilder, audit chemicals, drinks Hybrid (operation) costing suits products with common processing but custom finishes (cars, clothing) - process-cost the conversion, job-cost the materials. Formula Belt TEST I CM/unit = P - VC . CM ratio = CM/Sales BEP units = FC/CM unit . BEP$ = FC/CM ratio Target units = (FC+profit)/CM unit MoS = sales - BEP . op leverage = CM/profit High-Low VC = ACost/AUnits POHR = est MOH/est driver Applied = POHR x actual driver Over/under = applied - actual EU(WA) = done + endWIPx% . Cost/EU = cost/EU ABC rate = pool / driver volume COGM = begWIP + DM + DL + MOH - endWIP 2 timed iLearn class tests . check your current Unit Guide . @ 2026 flip + for Test II . decisions, budgets & variances asksia. ai/cheatsheet/ macquarie-accg2000 · side 1/2 AskSia STUDY SHEET SERIES · ACCG2000 Management Accounting MACQUARIE UNIVERSITY . MACQUARIE BUSINESS SCHOOL CLASS-TEST STUDY SHEET SIDE 2 OF 2 . Test II 2 timed iLearn tests . no final exam SIDE 2/2 . TEST II variances 7 . Absorption vs Variable WK8 . CH6- 7 The only difference: where fixed manufacturing
- 5-Step Production Cost Report(必背顺序):[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
-
- Physical flow of units(单位流量)
-
- Equivalent units(分 DM / conversion)
-
- Cost per equivalent unit
-
- Assign cost to completed + ending WIP
-
- Reconcile costs(in = out)
-
- FIFO vs WA 的一句话区别:FIFO只算本期工作量,WA会把期初WIP与本期混在一起。[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 × $15 120,000
-
6. ABC(Activity-Based Costing)——一条公式搞定
- 核心公式:$ABC\ rate = pool / driver\ volume$。[4]Source: asksia-cheatsheet-accg2000.pdfbuilder, audit chemicals, drinks Hybrid (operation) costing suits products with common processing but custom finishes (cars, clothing) - process-cost the conversion, job-cost the materials. Formula Belt TEST I CM/unit = P - VC . CM ratio = CM/Sales BEP units = FC/CM unit . BEP$ = FC/CM ratio Target units = (FC+profit)/CM unit MoS = sales - BEP . op leverage = CM/profit High-Low VC = ACost/AUnits POHR = est MOH/est driver Applied = POHR x actual driver Over/under = applied - actual EU(WA) = done + endWIPx% . Cost/EU = cost/EU ABC rate = pool / driver volume COGM = begWIP + DM + DL + MOH - endWIP 2 timed iLearn class tests . check your current Unit Guide . @ 2026 flip + for Test II . decisions, budgets & variances asksia. ai/cheatsheet/ macquarie-accg2000 · side 1/2 AskSia STUDY SHEET SERIES · ACCG2000 Management Accounting MACQUARIE UNIVERSITY . MACQUARIE BUSINESS SCHOOL CLASS-TEST STUDY SHEET SIDE 2 OF 2 . Test II 2 timed iLearn tests . no final exam SIDE 2/2 . TEST II variances 7 . Absorption vs Variable WK8 . CH6- 7 The only difference: where fixed manufacturing[5]Source: asksia-cheatsheet-accg2000.pdfcost per job cost per equivalent unit job cost card production cost report builder, audit chemicals, drinks Hybrid (operation) costing suits products with common processing but custom finishes (cars, clothing) - process-cost the conversion, job-cost the materials. Formula Belt TEST I CM/unit = P - VC . CM ratio = CM/Sales BEP units = FC/CM unit . BEP$ = FC/CM ratio Target units = (FC+profit)/CM unit MoS = sales - BEP . op leverage = CM/profit High-Low VC = ACost/AUnits POHR = est MOH/est driver Applied = POHR x actual driver Over/under = applied - actual EU(WA) = done + endWIPx% . Cost/EU = cost/EU ABC rate = pool / driver volume COGM = begWIP + DM + DL + MOH - endWIP 2 timed iLearn class tests . check your current Unit Guide . @ 2026 flip + for Test II . decisions, budgets & variances asksia. ai/cheatsheet/ macquarie-accg2000 · side 1/2 AskSia STUDY SHEET SERIES · ACCG2000 Management Accounting MACQUARIE UNIVERSITY . MACQUARIE BUSINESS SCHOOL CLASS-TEST STUDY SHEET SIDE 2 OF 2 . Test II 2 timed iLearn tests . no final exam SIDE 2/2 . TEST II variances
- 考点:识别成本池、选对 driver、用 rate 分配(通常是“先算 rate 再分摊到产品/作业”)。[4]Source: asksia-cheatsheet-accg2000.pdfbuilder, audit chemicals, drinks Hybrid (operation) costing suits products with common processing but custom finishes (cars, clothing) - process-cost the conversion, job-cost the materials. Formula Belt TEST I CM/unit = P - VC . CM ratio = CM/Sales BEP units = FC/CM unit . BEP$ = FC/CM ratio Target units = (FC+profit)/CM unit MoS = sales - BEP . op leverage = CM/profit High-Low VC = ACost/AUnits POHR = est MOH/est driver Applied = POHR x actual driver Over/under = applied - actual EU(WA) = done + endWIPx% . Cost/EU = cost/EU ABC rate = pool / driver volume COGM = begWIP + DM + DL + MOH - endWIP 2 timed iLearn class tests . check your current Unit Guide . @ 2026 flip + for Test II . decisions, budgets & variances asksia. ai/cheatsheet/ macquarie-accg2000 · side 1/2 AskSia STUDY SHEET SERIES · ACCG2000 Management Accounting MACQUARIE UNIVERSITY . MACQUARIE BUSINESS SCHOOL CLASS-TEST STUDY SHEET SIDE 2 OF 2 . Test II 2 timed iLearn tests . no final exam SIDE 2/2 . TEST II variances 7 . Absorption vs Variable WK8 . CH6- 7 The only difference: where fixed manufacturing[5]Source: asksia-cheatsheet-accg2000.pdfcost per job cost per equivalent unit job cost card production cost report builder, audit chemicals, drinks Hybrid (operation) costing suits products with common processing but custom finishes (cars, clothing) - process-cost the conversion, job-cost the materials. Formula Belt TEST I CM/unit = P - VC . CM ratio = CM/Sales BEP units = FC/CM unit . BEP$ = FC/CM ratio Target units = (FC+profit)/CM unit MoS = sales - BEP . op leverage = CM/profit High-Low VC = ACost/AUnits POHR = est MOH/est driver Applied = POHR x actual driver Over/under = applied - actual EU(WA) = done + endWIPx% . Cost/EU = cost/EU ABC rate = pool / driver volume COGM = begWIP + DM + DL + MOH - endWIP 2 timed iLearn class tests . check your current Unit Guide . @ 2026 flip + for Test II . decisions, budgets & variances asksia. ai/cheatsheet/ macquarie-accg2000 · side 1/2 AskSia STUDY SHEET SERIES · ACCG2000 Management Accounting MACQUARIE UNIVERSITY . MACQUARIE BUSINESS SCHOOL CLASS-TEST STUDY SHEET SIDE 2 OF 2 . Test II 2 timed iLearn tests . no final exam SIDE 2/2 . TEST II variances
-
7. Absorption vs Variable Costing(吸收法 vs 变动法)——Test II 高频速杀题
- 唯一差别(必须背一句话):固定制造费用(FMOH)放哪儿:
- 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
- 单位成本:[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
- 报表格式:Absorption 用 gross profit;Variable 用 contribution margin。[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
- 利润差异公式(最常考):[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
- $Abs\ income - Var\ income = \Delta Inventory\ units \times FMOH/unit$
- 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
- 考场提示:题目一出现“产量≠销量/库存变动”,你就应该条件反射用上面这条差异公式。[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
- Special order(特殊订单)模板:有闲置产能时,相关的是“增量贡献”
- Keep/Drop(保留/砍掉部门或产品线)模板:[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.
- 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
- 单一瓶颈(single constraint)排名规则:[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.[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
- $CM\ per\ constraint = (CM/unit)/(resource/unit)$
- 先做 $CM$ / 瓶颈资源单位最大的产品,直到资源用完
- 双约束(two constraints)必须会的一句话:不能只排名,要“找角点(corners)”,因为 binding constraint 可能切换。[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[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)
- LP 三件套(会写就得分):[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)
- 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)
- Shadow price(影子价格):多 1 单位 binding constraint 带来的额外 CM。[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.
-
10. Budgeting(预算)——“主预算链条”+ 两条加减法最常考
- Master budget 是一个链条:从 sales 开始,后面全被牵动。[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
- 链条顺序(背下来):[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
- Sales budget
- Production budget(单位数)
- DM purchases + DL + MOH
- Ending inventory + COGS
- Cash budget
- Budgeted income statement & balance sheet
- 两条最常考的 +desired ending − beginning(你要练到条件反射):[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
- Production units = Sales + Desired end FG − Beg FG
- DM purchases = DM used + Desired end RM − Beg RM
- Cash budget 核心公式:[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
- $Cash = Opening + Receipts - Disbursements \pm Financing$
- 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
- 预算行为考点(简答/选择题常见):
- 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
- 现金 vs 利润常见陷阱:折旧不影响现金;贷款本金影响现金但不进损益表。[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
- 一句话定义:设定标准成本,与实际比,把差异拆成“价格/数量(效率)”。[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
- SQ/SH allowed(允许量/允许工时):
- $SQ/SH\ allowed = standard\ per\ unit \times actual\ output$。[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
- Materials 差异:[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[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:$(AQ\ used - SQ\ allowed)\times SP$
- Labour 差异:[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]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
- Rate:$(AR - SR)\times AH$
- Efficiency:$(AH - SH\ allowed)\times SR$
- Overhead 差异(宝典给的公式带):[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
- 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 vs Flexible budget(非常爱考的理解题):[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 &
- 判别 F / U 的规则(别丢半分):对于“成本”,actual < standard = favourable。并且一定要写 F/U。[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 = $800 U. Both unfavourable - investigate wage rates & productivity. 12 . Test Discipline DON'T LOSE MARKS · Label every variance For U - the sign is half the mark · Absorption vs variable: difference = Alnv x FMOH/unit Formula Belt TEST II Abs-Var = AInv x FMOH/unit Mat price (AP-SP)AQ · usage (AQ-SQ)SP Lab rate (AR-SR)AH . eff (AH-SH) SR VOH spend = actVOH - SRxAH . eff (AH-SH) SR FOH budget = actFOH - budFOH FOH volume = budFOH - applied Prod = sales + endFG - begFG Purch = used + endRM - begRM CM per constraint = CM/unit + resource/unit Cash = open + receipts - payments ± fin SQ/SH allowed = std per unit x actual output asksia. ai/cheatsheet/ macquarie-accg2000 · side 2/2
-
12. 考场“防丢分清单”(按宝典提醒整理)
- 做 variance:
- 做 Absorption vs Variable:
- 直接用:$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
- 做预算题:
- 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
- 做 CVP:
-
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
- 你现在准备的是:
- 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)
- (可选)如果你愿意,我也可以把你“最弱的两块 + 最常错的坑”记下来,下次你一来我就按这个顺序带你刷。
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