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MOJAKOE
AKUNTANSI MANAJEMEN
Dilarang Memperbanyak Mojakoe ini tanpa seijin SPA FEUI
Mojakoe dapat didownload di
www.spa-feui.com
FB: SPA FEUI
Twitter: @spafeui
MOJAKOE
AKUNTANSI MANAJEMEN
Dilarang Memperbanyak Mojakoe ini tanpa seijin SPA FEUI
Mojakoe dapat didownload di
www.spa-feui.com
MID TERM EXAMINATION SEMESTER GENAP 2010/2011 Soal 1 (10%) - Regression, sudah dipelajari di AB.
Soal 2 (20%)
Below Information was taken from Jetstar’s website which was sent to all of the subscribers :
$1 FARES ON SALE IN APRIL!
In April 2011, we will have thousand of $1 sale fares to selected Australian Jetstar destination. Other incredible sale fares to selected Australian and International destinations will also be available in this exclusive sale. Please note that $1 fares will not be available to/from western Australia and Northern territory. Book any return flight online at www.jetstar.com.au between Tuesday 1 February and midnight Sunday 20 February 2011 where return travel is completed between Tuesday 1 February and Thursday 31 March 2011.
Required :
1. You are asked to give a critical analysis on how could an airline compay charge $1 fare to certain destinations in Australia?
2. What is (are) the purpose(s) of this airline company in providing a cheap fair like this to their loyal customers?
3. How could they cover the costs?
ETHICS FOR CVP ANALYSIS
PT Melati, a company which produces plastic bags experiences poor profitability lately and is considering to reduce its variabloe costs to 51% of revenues by reducing the costs related to disposal of wasted plastic management. The president of the compny is concerned that this would potentially expose the company to environmental liabilities in the future.
These are the conversations between the president and the accounting manager in the company :
President: “We would need to estimate some of the potentoal environmental costs and analyse them”
Manager: “We cannot do this as we are not violating the law, there is a possibility that we might
incur environmental costs in the future and if we bring them now, the proposal in reducing the
costs will be rejected by the Senior Management Group”
Furthermore, the manager explained: “The market is quite tight and we are in a serious problem
and otherwise we need to shut down the company soon”
Below are some additional information about the company in 2011 : Sales Revenue Rp 500,000,000
Variable Costs (Rp 300,000,000) Fixed Costs (Rp 216,000,000) Operating Income (Rp 16,000,000) Required:
1. Calculate Breakeven sales for the company in 2011
2. Calculate the company’s breakeven revenue if variable costs were reduced ro 51% to sales revenue
3. Calculate the company’s operating income if variable costs were reduced to 51% to sales revenue
4. Give your comments about their decision in reducing variable costs for the company in the long run.
Soal 3 (25%)
PT Perkasa Mutiara Teknik produces and sells lorries for the plantation. PT Perkasa manufactures a single model, Braja. On October 2010, PT starts prepare budget for 2011. PT Perkasa expects to sell 2,500 during 2011 at an estimated price Rp 5,000,000 per lorry. The company expects 2011 beginning inventory of 300 lorries and would like end 2011 with 350 lorries
Below Materials and Labor Requirements and the related price/rate.
Direct Material Per lorry 2010 2011
Cost per DM Unit/hour Cost per DM Unit/hour
Steel 5 Unit Rp295.000 Rp310.000 Metalic Cube 7 Unit Rp56.000 Rp61.000 Direct Labor per lorry 6 Jam Rp150.000 Rp180.000
The company expects 2011 beginning direct material inventory of 3100 units and ending inventory 2600 units for steel, beginning direct material inventory of 1500 units and ending inventory 2900 units for metalic tube.
Variable Manufacturing Overhead is Rp 70,000 per labor hour. There are also Rp 620,000,000 in fixed manufacturing overhead costs budgeted for 2011. The company combines both variable and fixed manufacturing overhead into a single rate based on direct manufacturing labor hours. Variable marketing costs are allocated at the rate Rp 2,900,000 per sale visit. The marketing plan calls for 36 sales visits during 2011. Finally, there are Rp 340,000,000 in fixed nonmanufacturing cost budgeted for 2011
The inventoriable unit cost for ending finished good inventory on December 31, 2010 is Rp 3,150,000. Assume PT Perkasa uses a FIFO Inventory method for both direct materials and finished good. Ignore work in process in your calculations.
Requirements :
Prepare 2011 budget for : a. Revenue Budget b. Production Budget
c. Direct Material Usage and Purchases Budget d. Direct Labor Budget
e. Manufacturing Overhead Budget
f. Budgeted Manufacturing Overhead Rate
g. Budgeted Manufacturing Overhead cost per output h. Budgeted Manufacturing Cost per unit
i. Prepare Ending Inventory budget for direct material and finished good j. Prepare cost of good sold budget
Soal 4 (20%)
Champion Hardware is a hardware wholesalre. All sales are credit sales with the term of payment
5/10, EOM. Information about the store’s operation follows :
- December 2010 sales amounted to $400,000
- Sales are budgeted at $440,000 for January 2011 and $400,000 for february 2011
- Collections are expected to be 40% in the month ofsale within the discount period, 20% also in the month of sale but after the discount period, and 38% in the month following the sale. Two percentof sales are expected to uncollectible. Bad Debt Expense is recognized monthly.
- Costof Goods Sold is 75% of sales.
- A total of 80% of the merchandise for resale 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 2011 is budgeted for $1,400,000. From this amount $800,000 is fixed cost which include $200,000 depreciation expense. The remaining operating expense is considered variable. All operating expenses will be paid as incurred. The Budgeted annual operating expenses is based on the expected annual sales of $6,000,000.
The Company balance sheet as of december 31, 2010 is as follows :
Champion Hardware Inc. Balance sheet December 31,2010
Asets
Cash 44,000
Account Receivable (net of $7,000 allowance for uncollectible
accounts) 152,000
Inventory 280,000
Property and Equipment (net of $1,180,000 accumulated
depreciation) 1,724,000
Total Assets 2,200,000
Liabilities and Stockholder's Equity
Account Payable 324,000
Common Stock 1,590,000
Retained Earnings 286,000
Total Labilities and Stockholders' Equity 2,200,000
Required :
1. Prepare a cash budget for January 2011 in detail (Show your computation) to show the expected cash balance at the end of January 2011.
2. Suppose you are preparing a budgeted balance sheet as of January 31, 2011 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 $400,000, how this will affect your answer?
Soal 5 (25%)
Zena,Inc manufactures a special fabric used to produce suits. Zena’s actual activity for the past month follows :
Materials purchased... 18,000 meters at Rp9,500 per meter Materials Used... 9,500 meters
Direct Labor... 2,100 hours at 62,500 per hour
Total Manufacturing Overhead... Rp 109,800,000 consist of Rp 80,500,000 variable costs and Rp 29,300,000 fixed cost) Production... 500 units
The company applies standard cost system and the standard costs are detailed as follows : Direct material, 20 meters at Rp 9,000 per meter... Rp 180,000 Direct Labor, 4 hours at Rp 60,000 per hour... Rp 240,000 Manufacturing Overhead applied at five-sixths (5/6) of direct labor cost
(Variable costs = Rp 150,000 ; Fixed Costs= Rp 50,000)... Rp 200,000 Total Unit Costs... Rp 620,000
Standards have been computed based on a budgeted activity level of 2,400 direct labor hours per month.
Required
a. Prepare variance analysis for : I. Direct Material
II. Direct Labor III. Variable Overhead IV. Fixed Overhead
b. Prepare Journals to record the transactions.
JAWABAN
Soal 2
a) Charge $1 fares
1. Dengan memberikan harga yang terlampau murah, seharusnya Australian Jetstar Destination bisa membuat biaya-biaya yang dikeluarkan menjadi efektif dan efisien tanpa mengurangi kualitas dari penerbangan. Cara untuk mengefektifkan biaya yang dikeluarkan oleh Australian Jetstar Destination ini bisa dilakukan dengan banyak hal antara lain : Meniadakan makanan di dalam pesawat, bila ada pun penumpang harus membayar ekstra untuk itu, menggunakan awak, kabin yang sama ke penerbangan kembali dengan membawa penumpang yang berbeda, dan ,menjual tiket hanya secara online untuk menghemat gaji penjaga counter dan lainnya.
2. Memberikan tarif yang sangat murah pasti memiliki tujuan yang jelas dan strategi yang dibawa pula, dengan biaya airline yang murah, dan yang cenderung
menggunakan jasa penerbangan adalah kalangan menengah ke atas, Australian Jetstar pasti berharap nantinya dikenal dengan Low Fares High Quality Airlines. Dengan demikian, perusahaan yang sering sekali mengirimkan pekerjanya keluar negeri menjadi bisa mendapatkan extra price, yang kemudian dibalas dengan special price untuk penayangan iklan atau publikasi lain. Dengan memberikan first impression yang baik soal harga dan diikuti dengan kualitas yang mumpuni maka word of moth akan terjadi secara langsung, dan orang-orang yang belum pernah memanfaatkan transportasi udara akan langsung mencoba Australian Jetstar untuk pengalaman pertama mereka.
3. Mencari barter bisa dimanfaatkan oleh Jetstar, mereka bekerjasama dengan perusahaan publikasi lalu meminta jasa publikasi mereka agar bisa secara gratis atau dengan potongan mengiklankan JetStar sehingga tidak perlu ada biaya iklan. Dengan mengefektifkan biaya-biaya yang ada dan harga yang sangat terjangkau, yang membuat pesawat selalu penuh dengan penumpang akhirnya akan membuat biaya-biaya tsb tercover. b) Breakeven, etc 1. Breakeven Revenue = = =540 juta 2. Breakeven Revenue = = . = 440,816,326.5
3. Operating Income = 500 juta –(0.51x500 juta)-216 juta = 29 juta
4. Didalam long run cost, semua biaya menjadi biaya variabel, artinya setiap biaya dipengaruhi oleh berapa jumlah output yang dihasilkan, dengan mengurangi variable cost seperti dengan mengurangi harga bahan baku, atau mengubah tarif gaji menjadi harian bukan gaji tetap. Dengan mengurangi variable cost terbukti bahwa operating income manjadi positif, dan di jangka panjang pun demikian.
Soal 3
Schedule 1 Revenue Budget
Units Sold Selling Price Total Revenues Lorries 2.500 5.000.000 12.500.000.000
Schedule 2 Production Budget In Units Lorries
Budgeted Unit Sales 2.500 Add: Target Ending FG Inventory 350 Total Requirements 2.850 Less:Beginning FG Invetory 300 Units to be purchased 2550 units Schedule 3A DM Usage
Physical Unit Budget Steel Metalic Cube Total
Steel 2550 x 5 12.750
Metalic Cube 2550 x 7 17.850
To be used in production 12.750 17.850
Cost Budget
Available for Beginning Inventory
Steel 3100 x295,000 914.500.000
Metalic Cube 1500 x 56,000 84.000.000 To Be used from purchase this period
Steel (12750-3100)x310000 2.991.500.000
Metalic Cube (17850-1500)x61000 997.350.000
Total Cost of DM to be used 3.906.000.000 1.081.350.000 4.987.350.000 Schedule 3b Purchase Budget
Physical Unit Budget Steel Metalic Cube Total
Production Unit 12.750 17.850 Add Target Ending Inventory 2.600 2.900 Total Requirements 15.350 20.750 Deduct Beginning Inventory 3.100 1.500 Available for Beginning Inventory 12.250 19.250
Cost Budget
Steel (12250*310000) 3.797.500.000
Metalic Cube( 19250*61000) 1.174.250.000
Schedule 4 Direct Labor Budget
Labor Category Cost Driver Unit DML Hours/outputunit TotalHours WageRate Total
Manufacturing Labor 2.550 6 15.300 180.000 2.754.000.000 Schedule 5 Manufacturing Overhead Budget
Variable Manufacturing Overhead Rate 15300x70000 1.071.000.000 Fixed Manufacturing Overhead Cost 620.000.000 Total Manufacturing Overhead Costs 1.691.000.000 Budgeted Manufacturing Overhead Rate
1.691.000.000 = 110.522,8/hour 15.300
Budgeted Manufacturing Cost per output
1.691.000.000 = 663.137,2/output unit 2.550
Schedule 6A Budgeted Manufacturing Cost Per Unit Direct Materials Cost per unit of input Input
Steel 310.000 5 1.550.000
Metalic Cube 61.000 7 427.000
Direct Manufacturing Labor 180000 6 1.080.000 Total Manufacturing Overhead 663.137,20
3.720.137 Schedule 7 COGS Budget
From Schedule
Beginning Finished Good Inventory 3150000*300 Given 945.000.000
DM Used 3A 4.987.350.000
Direct Manufacturing Labor 4 2.754.000.000 Manufacturing Overhead 5 1.691.000.000
Cost of Good Manufacturing 9.432.350.000
Cost of Good Available to sale 10.377.350.000 Ending Finish Good Inventory 6B 1.479.754.020
Budgeted Income Statement
Revenues 12.500.000.000
COGS 8.897.595.980
Gross Margin 3.602.404.020
Operating Cost
Variable Marketing Cost 2900000*36 (104.400.000) Fixed Nonmanufacturing cost (340.000.000) Operating Income 3.158.004.020 Soal 4
1.
Cash Budget January 31,2011
Cash Balance 1 January 2011 44.000
Cash Sales December 2010 38% x 400.000 152.000 Cash Sales January 2011 (40% x 440.000x(1-0.05)) +(20% x 440.000) 255.200
Total Cash available for needs 451.200
Deduct Cash Disbursment
Merchandise for Resale (75%*440.000)*(1-0.02))*80%paid in Jan 258.720 Fixed Operating Expenses
800.000*sales(440.000)/expected sales monthly(500.000))/12 *(600.000/800.000)depr
tidak dimasukkan 44.000 Variable Operating Expenses (600.000*(440.000/500.000)/12) 44.000 Payment of Materials in December
(20%) ((75%*400.000)*(1-0.02))*20% 58.800 Total Cash Disbursment in January 405.520
Ending Cash Balance 45.680
2.
Name Of Account Computation Balance at January 31,2011 Cash look at Cash Budget computation 45.680
Account Receivable
Opening Balance (152,000)+Payment of Receivable(38%*400.000)-AFDA(2%*440.000)+
Receivable(38%*440.000) 158.400
Account Payable
Opening Balance (324,000)- Payment of Payable ((75%*400.000)*(1-0.02))*20% +Payable for Merchandise(75%*440.000)*(1-0.02))*20%paid following
month 329.880
3.
Karena nilai dari cash balance pada Januari masih lebih dari 45.680 maka kebijakan tersebut tidak memperngaruhi apa-apa, tetapi apabila angka cash balance ada dibawah 40,000 maka harus ada langkah-langkah yang dilakukan seperti mempercepat collectible receivables, atau mengurangi merchandise purchase.
Soal 5
Actual Costs Incurred Actual Input Quantity*BudgetedPrice Flexible Budget Actual Input
Quantity*Actual Rate Purchase Usage Budgeted Input QuantityAllowed*Budgeted Price Direct
Material 9500*9500 9500 x 9000 9500*9000 10000*9000 90.250.000 85.500.000 85.500.000 90.000.000
4.750.000 U 4.500.000 F
Price Variance Efficiency Variance
Direct
Manufacturing
Labor 2100*62500 2100*60000 2000*60000 131.250.000 126.000.000 120.000.000
5.250.000 U 6.000.000 U
Price Variance Efficiency Variance
Actual Cost Incurred
Actual Input Quantity*Budgeted Price
Flexible Budget Allocated Budgeted Input Quantity Allowed*Budgeted Price Budgeted Input Quantity*Actual Budgeted Rate Variable Overhead 80.500.000 (150000/4)*2100 (150000/4)*2000 (150000/4)*2000 80.500.000 78.750.000 75.000.000 75.000.000 1.750.000 U 3.750.000 U
Spending Variance Efficiency Variance Never a Variance
Fixed
Overhead 29.300.000 (50000/4)*2400 (50000/4)*2400 (50000/4)*2000 29.300.000 30.000.000 30.000.000 25.000.000
700.000 F 5.000.000 U
1 Variable MOH Control 80.500.000
Account Payable Control 80.500.000
WIP Control 78.750.000
Variable MOH Allocated 78.750.000 75.000.000
Variable MOH Allocated
Variable MOH Spending 3.750.000 Variable MOH
Efficiency 1.750.000
Variable MOH Control 80.500.000 5.500.000
Cost Of Good Sold
Variable MOH Spending 3.750.000 Variable MOH Efficiency Var 1.750.000 2 Fixed MOH Control 29.300.000
Wages Payable Control 29.300.000 25.000.000
WIP Control
Fixed MOH Allocated 25.000.000 Fixed MOH Allocated 25.000.000
Fixed MOH Prod Volume Var 5.000.000
Fixed MOH Control 29.300.000 Fixed MOH Spending 700.000
Fixed MOH Spending 700.000
