MOJAKOE
March 25
2013
Dilarang memperbanyak MOJAKOE ini tanpa seijin
SPA FEUI. Download MOJAKOE dan SPA Mentoring
di : www.spa-feui.com
Akuntansi
Manajemen
Question I : Cost-Volume-Profit Analysis
PT. Newstar is distributors that sells ‘Me-Pad’ a brand new type of gadget at an exhibition. Newstar plans to sell ‘Me-Pad’ for $500 each. The company purchase Me-Pad from manufacturer at $350 each, with the privilege of returning any unsold units for a full refund. The exhibition offer Newstar with 2 alternatives :
1. A fixed payment of %5,000 during exhibition 2. 10% of total revenues earned during exhibition Assume Newstar incur no other costs.
Required :
1. Calculate BEP in unit for option 1 and 2
2. At what level of unit sold will Newstar earn the same operating income under either option? For what range of unit sales will Newstar prefer option 1 over option 2? 3. Calculate margin of safety and degree of operating leverage at sales of $100 units for
two rental option
4. Give your analysis on your answer to requirement 3
Question II : Master Budget!
PT. ABC is a local t-shirt manufacturer. In 2012 management projected that they can sell 8000 units of various types t-shirt. Data required to develop this year’s budget is as follows :
a. Finished goods inventory on January 1 is 100 units, each costing Rp15.000. Management planned to maintain its current level of finished goods inventory at the end of 2012.
b. Inputs include the following :
Price Quantity Inventory at Jan 1
Fabric Rp 10.000 per meter 1 meter per shirt 75 meter at Rp9.000 Dye Rp 1.000 per ounce 3 ounces per shirt 100 ounces at Rp750 Labor Rp 10.000 per DLH 0.25 DLH per shirt
c. Overhead costs for 2012 are estimated for fixed and variable components: (measured in direct labor hour (DLH)). Overhead are allocated to finish product using direct labor hour as the cost allocation base.
Fixed Cost Component Variable Cost Component
Supplies - Rp 500 Power - Rp 1.000 Maintenance Rp 20.000.000 - Supervision Rp 60.000.000 - Depreciation Rp 75.000.000 - Other Rp 15.000.000 -
Required :
Prepare a partial annual operating budget for the year 2012 : (1) Production Budget
(2) Direct Material Usage Budget (3) Direct Labor Cost Budget
(4) Manufacturing Overhead Cost Budget (5) Cost of Goods Sold Budget
Question III : Cash Budget
Champion Hardware is a hardware wholesaler. All sales are credit sales with the term of payment 5/10, n/end of month. Information about the store’s operation follows :
December 2011 sales amounted to $500.000
Sales are budgeted at $540.000 for January 2012 and $500.000 for February 2012 Collection are expected to be 30% in the month of sale within the discount period,
30% also in month of sale but after the discount period, and 38% in the month following the sale. Two percent of sales are expected to uncollectible. Bad debt expense is recognized monthly.
Cost of goods sold is 75% of sales.
A total of 70% of the merchandise for resale is purchased in the month prior to the month of the sale, and 30% is purchased in the month of the sale. Payment for merchandise is made in the month following the purchase. The company always take the benefit of 2% discount offered by the supplier for payment before the 10th of the month.
Annual operating expenses for 2012 is budgeted for $1.600.000. From this amount $1.000.000 is fixed cost which include $200.000 depreciation expense. The remaining operating expense is considered variable. All operating expense will be paid as incurred. The budgeted annual operating expenses is based on the expected annual sales $6.000.000
The company’s balance sheet of December 31,2011 is as follows :
Champion Hardware Inc. Balance Sheet December 31, 2011
Assets
Cash $ 44.000
Account Receivable (net $75.000 allowance for uncollectible accounts) $ 190.000
Inventory $ 280.000
Property and Equipment (net of $1.180.000 accumulated depreciation) $ 1.724.000
Liabilities and Stockholder’s Equity
Account Payable $ 324.000
Common Stock $ 1.590.000
Retained Earning $ 324.000
Total Liabilities and Stockholder’s Equity $ 2.238.000
Required :
1. Prepare a cash budget for January 2012 in detail (show your computation) to show the expected cash balance at the end of January 2012.
2. Suppose you are preparing a budgeted balance sheet as of January 31, 2012. Please show the balance for the following account :
a. Cash
b. Account Receivable c. Account Payable
3. If the company has minimum cash balance policy of $40.000, how this will affect your answer.
Question IV : Flexible Budgets, Direct-Cost Variances, and Overhead-Cost Variances
The following information is provided to assist you in evaluating the performance of Odysius, Inc. :
Actual Cost:
Direct Material Purchased and Used $ 188,700 (102,000 pounds)
Direct Labor $ 140,000 (10,700 hours)
Manufacturing Overhead $ 204,000 (61% is variable)
Standard Cost per Unit:
Direct Material $ 1.65x5 pounds per unit output
Direct Labor $ 14.00 per hour x 0.5 hour/unit
Variabel Overhead $ 11.90 per direct-labor hour
Production Budget:
Direct Material $ 165,000
Direct Labor $ 140,000
Manufacturing Labor $ 199,000
Variable overhead is applied on the bases of direct – labor hours. The company’s actual production and sales was 21,000 units, which was 17,5% market share. Average selling price
was $38. The company expected to get 20% market share. The exacted market for this product is 100.000 units. Its selling price is budgeted at $40.
Required :
Prepare a complete various report and analysis consists of : a. Direct-material price and quantity variances
b. Direct-labor rate&efficiency variances
c. Variable-overhead spending&efficiency variances
d. Fixed-overhead spending & production volume variances e. Sales price variance
f. Sales volume variance g. Sales quantity variance
h. Market Share and Market Size Variance i. The flexible budget variance
Question V : Customer – Profitability Analysis
VITALIFE is a local distributor of herbal medicine products. With the growing competitiveness in the industry, VITALIFE’s new controller, Budi Black, wants to use ABC system instead of traditional costing to examine individual customer profitability within each distribution market. He identified there are five activities related with customer cost: order processing, line-item ordering, store deliveries, carton deliveries, and shelf-stocking. He focuses first on the Blue Green Co. single store distribution market. Four customers are used to exemplify the insight availability with the ABC approach. For the February 2012, he listed the following data for those selected customers :
Arfi Pharmacy Blink Pharmacy Chand Pharmacy Durum Pharmacy
Average Revenue per
Delivery Rp 10.500.000 Rp 8.400.000 Rp 6.300.000 Rp 6.300.000
Average Cost of Goods Sold
per Delivery Rp 8.750.000 Rp 7.350.000 Rp 6.300.000 Rp 5.775.000
Total Orders 12 13 16 10
Average Line Items per
Order 8 9 7 18
Total Store deliveries 10 7 5 10
Average cartons shipped per
store delivery 15 22 14 20
Average hours of
shelf-stocking per store delivery 3 0 5 0.5
He also collects the following information related with customer’s cost activities:
Activity Area Cost Driver Rate in 2012
Order Processing Rp 140.000 per order Line-item ordering Rp 10.500 per line item Store deliveries Rp 175.000 per store delivery
Carton deliveries Rp 3.500 per carton
Shelf-stocking Rp 56.000 per stocking hour
Required :
1. Compute customer-level operating income using ABC approach for those selected customers.
2. Based on the above calculations, what opinion shoul Budi Black consider with regard to those selected individual customers.
Questions I : Cost-Volume-Profit Analysis
1. Break Even Point for Option I Total Revenue = Total Cost
$500 x Q = (350 x Q) + $ 5,000
Q = 33,33 atau 34 (pembulatan keatas) Break Even Point for Option II
Total Revenue = Total Cost
$500 x Q = (350 x Q) + (10% x 500 x Q)
100 Q = 0
Maka Q = 0
Hal ini terjadi karena semua cost bersifat variable sehingga biaya hanya akan terjadi apabila PT. Newstar memproduksi atau menjual sebuah produk. 2. Operating Income Opt1 = Operating Income Opt2
500Q – 350Q – 5,000 = 500Q – 350Q – 50Q Maka nilai Q = 100
3. Sales Quantity = 100 unit
Margin of Safety (MS) Degree of Operating Leverage (DOL) Opt1 MS = Budgeted Sales Quantity - QBEP
MS = 100 unit – 34 unit MS = 66 unit atau $33,000 DOL = 𝐶𝑜𝑛𝑡𝑟𝑖𝑏𝑢𝑡𝑖𝑜𝑛 𝑀𝑎𝑟𝑔𝑖𝑛𝑂𝑝𝑒𝑟𝑎𝑡𝑖𝑛𝑔 𝐼𝑛𝑐𝑜𝑚𝑒 DOL = 500𝑥100 − 350𝑥100 500𝑥100 − 350𝑥100 − $ 5,000 DOL = 1.5
Opt 2 MS = Budgeted Sales Quantity - QBEP MS = 100 unit – 0 unit
MS = 100 unit atau $50,000
DOL = 500𝑥100 − 350𝑥100 − (50𝑥100) 500𝑥100 − 350𝑥100 − (50𝑥100) DOL = 1
4. Margin of Safety menunjukkan seberapa besar penurunan didalam pendapatan atau kuantitas yang dijual agar tidak mencapai kerugian. Hal ini berarti, batas maksimal
pendapatan PT. Newstar dapat menurun atau penjualan berukurang adalah sebesar hingga $33,000 dan 66 unit pada Option I; jika lebih maka PT. Newstar akan mengalami kerugian. Option II; batas maksimal pendapatan dan penjualan dapat turun agar tidak mengalami kerugian adalah sebsar $50,000 dan 100unit.
Degree of Leverage menggambarkan efek dari adanya fixed cost terhadap perubahan operating income akibat adanya perubahan pada unit yang terjual ataupun contribution margin. Semakin besar fixed cost yang ada, maka DOL akan semakin besar.
Option 1 : DOL = 1.5 artinya 1% perubahaan pada penjualan dan contribution margin akan menghasilkan perubahan sebesar 1,5 kali pada operating income.
Option 2 : DOL = 1 artinya 1% perubahaan pada penjualan dan contribution margin akan menghasilkan perubahan sebesar 1 kali pada operating income.
Questions II : Master Budget!
a. PRODUCTION BUDGET
PT. ABC
Production Budget (in Units) For the Year Ending December 31, 2012
Product
Budgeted Unit Sales 8,000
Add Target Ending Inventory 100
Total Required Units 8,100
Deduct Beginning Inventory (100) Units of Finished Good to be Produced 8,000 b. DIRECT MATERIAL USAGE BUDGET
PT. ABC
Direct Material Usage Budget (in Quantity and Rupiahs) For the Year Ending December 31, 2012
Fabric Dye Total
Physical Units Budget
Direct Material Required 8,000 meter (8,000 x 1 meter/unit) 24,000 ounces (8,000 x 3 ounces/unit) (+) ending inventory 0 0 DM required 8,000 24,000 (-) beginning inventory (75) (100) DM to be purchased 7,925 23,900 Cost Budget
Available from Beginning DM
Fabric Rp 675,000
Dye Rp 75,000
To be Purchased this period
Fabric (7,925 x Rp 10,000) Rp 79,250,000
Dye (23,900 x Rp 1000) Rp 23,900,000
Direct Material to be Used Rp 79,925,000 Rp 23,975,000 Rp 103,900,000
PT. ABC
Direct Labor Cost Budget For the Year Ending December 31, 2012
Product
Unit Produced 8,000
DLH/unit 0.25 DLH/unit
Total Hours 2,000 hours
Wages per Hours Rp 10,000
Total DL Cost Rp 20,000,000
d. MANUFACTURING OVERHEAD COST BUDGET PT. ABC
Manufacturing Overhead Cost Budget For the Year Ending December 31, 2012
Fixed Cost Variable Cost Total
Supplies ( Rp 500 x 2000 DLH) - Rp 1,000,000 Power ( Rp 1000 x 2000 DLH) Rp 2,000,000 Maintenance Rp 20,000,000 Supervision Rp 60,000,000 Depreciation Rp 75,000,000 Other Rp 15,000,000 Total MOH Rp 170,000,000 Rp 3,000,000 Rp 173,000,000
e. COST OF GOODS SOLD BUDGET PT. ABC
Direct Labor Cost Budget For the Year Ending December 31, 2012
Beginning Inventory Rp 1,500,000
Cost of Goods Manufactured
DM Used Rp 103,900,000
DL Used Rp 20,000,000
MOH Rp 173,000,000
COGM Rp 296,900,000
Cost of Goods Available for Sale Rp 298,400,000
Deduct Ending Inventory* (Rp 37,125 x 100 unit) Rp ( 3,712,500)
Cost of Goods Sold Rp 294,687,500
*) Cost of Ending Inventory/Unit =
Fabric Rp 10,000 1 metre Rp 10,000
Dye Rp 1,000 3 ounces Rp 3,000
Labor Rp 10,000 0,25 DLH Rp 2,500
MOH Rp 86,5001 0,25 DLH Rp 21,625
Cost of Ending Invt/ unit Rp 37,125
1)MOH dialokasikan dengan cost-allocation base nya adalah DLH. Total budgeted DLH adalah 2000 hours sedangkan budgeted MOH Rp 173,000,000 maka MOH rate nya adalah Rp 86,500.
QUESTIONS III: Cash Budget
a.
Champion Hardware Cash Budget January 2012
Cash Balance, Dec 31 2011 44,000
Add Receipts :
30% cash received within discount period 153,900
(30%x95%x Rp540,000)
30% cash received after discount period 162,000
(30%x Rp540,000)
38% cash received from previous period 190,000
(38% x Rp 500,000)
Total Cash Receipt 505,900
Cash Available for Needs 549,900
Deduct Cash Disbursement :
Cash paid to supplier for January 2012 (277,830)
(75%x 70%x 98% x 540,000)
Cash paid to supplier for December 2011 (110,250) (75%x30%x 98%x 500,000)
Cash paid to operating expense (126,000)
(540,000/6,000,000) * (1,600,000 – 200,000)
Total Cash Disbursement (514,080)
Ending Cash Balance 35,820
b. Cash 35,820
Account Receivable 205,200
= Beg AR – Collection + AR in January = 190,000 – 190,000 + (38% x Rp540,000)
Account Payable 312,240
= Beg AP – Payment + AP in January
= 324,000 – 388,080 + {(75%x70%x98%xRp500,000)+ (75%x30%x98%xRp 540,000)}
c. If company has minimum cash balance policy 40,000; therefore company should do financing by borrowing 4,180 ( 40,000 – 35,820); so the ending cash balance will be 40,000.
QUESTIONS IV : Flexible Budgets, Direct-Cost Variances, and Overhead-Cost Variances
a. Direct-material price and quantity variances
c. Variable-overhead spending&efficiency variances
d. Fixed-overhead spending & production volume variances
e. Sales price variance
= ( Actual Price – Budgeted Price ) x Actual Quantity = ($38 - $40) x $21.000
= 42.000 (U) f. Sales volume variance
= ( 21.000 – 21.000) x $18.8* = 18.800 (F)
*) Contribution Margin = $40 – ($1,65x5) – (0,5*$14) – (0,5 * 11,9) = $18,8 g. Sales quantity variance; jawaban digabung dengan point H.
h. Market Share and Market Size Variance
Note : Jika perusahaan hanya memiliki 1 jenis product, secara otomatis Sales volume Variance akan sama dengan Sales Quantity Variance
i. The flexible budget variance
Note : Flexible Budget Variance terdiri dari Selling Price Variance, DM Variance,
DML Variance, MOH Variance. Maka... jumlahkan semua variance tersebut! Perhatikan (U) dan (F) nyaa
Flexible Budget variance = (15.450) + 7.000 + 510 + 440 + (42.000) = 49.500 (U)
QUESTIONS IV: Customer Profitability Analysis
a) Perhitungan analisa
Arif Pharmacy Blink Pharmacy
Chand Pharmacy
Durum Pharmacy Revenue from each customer Rp105.000.000 Rp58.800.000 Rp31.500.000 Rp63.000.000 Cost of Goods Sold each
customer Rp87.500.000 Rp51.450.000 Rp31.500.000 Rp57.750.000 Gross Margin Rp17.500.000 Rp7.350.000 Rp0 Rp5.250.000 Operating Expenses : Order Processing (14.000 x 12; 13; 16; 10) 1.680.000 1.820.000 2.240.000 1.400.000
Line Item Ordering (10.500 x average linexorder) 1.008.000 1.228.500 1.176.000 1.890.000
Store Deliveries (175.000 x 10; 7; 5; 10) 1.750.000 1.225.000 875.000 1.750.000 Carton Deliveries
(3.500 x average carton x total deliveries) 525.000 539.000 245.000 700.000 Shelf-Stocking
(56.000 x average shelf hour x delivery) 1.680.000 - 1.400.000 280.000 Customer Level Operating Cost 6.643.000 4.812.500 5.936.000 6.020.000
Customer Level Operating
Income Rp10.857.000 Rp2.537.500 (Rp5.936.000) (Rp770.000)
b) Dari perhitungan diatas, first rank the customer : 1. Arif Pharmacy
2. Blink Pharmacy 3. Durum Pharmacy 4. Chand Pharmacy
Option that Budi Black should consider, include :
o Meningkatkan perhatian kepada Arif dan Blink Pharmacy sebab mereka adalah “key customer” dari VITALIFE. Untuk menarik mereka tetap melakukan pembelian, Budi Black bisa memberikan sedikit penurunan harga sehingga konsumen mau membeli dengan kuantitas yang banyak.
o Meningkatkan harga atau mencari cara menurunkan biaya dalam memberikan jasa kepada Durum Pharmacy. Budi Black dapat menurunkan biaya pada aktivitas line item ordering.
o Memutuskan hubungan kepada konsumen yang sangat tidak profitable dalam hal ini adalah Chand Pharmacy. Bisa dilihat, pada dasarnya Chand tidak memberikan apapun tetapi mengeluarkan banyak biaya. Jadi, Budi dapat mengambil keputusan untuk tidak lagi memberikan jasa kepada Chand namun tetap membangun hubungan dengan pelanggan yang profitable.
