ICAN 2021 Performance Management | Mixed

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Question 1 View Details
Case Stimulus
The Managing Director of NTAMS Manufacturing Company Limited located in Lagos attended a seminar titled “optimising scarce resource utility in a manufacturing setting with particular reference to linear programming”. On his return after three days of the programme, he called for a management meeting to discuss his experiences at the seminar in view of the board decision to produce two major products in the coming years. The following information are made from the work of a research team earlier conducted by a group of external research experts. The expected products are “Biggi” and “smalli”. The expected costs statistics are as follows: Material costs (5kg @ N50/kg) 250 (3kg @ N50/kg) 150 Labour costs: Machining time (4 hours@ N15/Hr) 60 (2hours @ N15/Hr) 30 Other Processing Time (4hours @ N10/Hr) 40 (5 hours @ N10/Hr) 50 The company expects to maintain a pricing policy that is hinged on total cost of production plus 20% mark up on cost. The Company further expects to incur annual period overhead of N10,000,000 with normal production expectation of 200,000 units of Biggis and 100,000 units of Smallis absorbing the overhead on 3 to 2 basis respectively. It is expected that in the forth coming year, the company will have the following resources available: Materials 1,800,000kgs Machine time 800,000 hours Other Process time 1,400,000 hours
Additional Information
{ "label": "Original source transcript — review required", "content": "QUESTION 1 \r\n \r\n The Managing Director of NTAMS Manufacturing Company Limited located in Lagos \r\n attended a seminar titled “optimising scarce resource utility in a manufacturing setting \r\n with particular reference to linear programming”. On his return after three days of the \r\n programme, he called for a management meeting to discuss his experiences at the \r\n seminar in view of the board decision to produce two major products in the coming \r\n years. \r\n \r\n The following information are made from the work of a research team earlier conducted \r\n by a group of external research experts. \r\n \r\n The expected products are “Biggi” and “smalli”. The expected costs statistics are as \r\n follows: \r\n Biggis N Smallis N \r\n Material costs (5kg @ N50\/kg) 250 (3kg @ N50\/kg) 150 \r\n Labour costs: \r\n Machining time (4 hours@ N15\/Hr) 60 (2hours @ N15\/Hr) 30 \r\n Other Processing Time (4hours @ N10\/Hr) 40 (5 hours @ N10\/Hr) 50 \r\n \r\n The company expects to maintain a pricing policy that is hinged on total cost of \r\n production plus 20% mark up on cost. The Company further expects to incur annual \r\n period overhead of N10,000,000 with normal production expectation of 200,000 units \r\n of Biggis and 100,000 units of Smallis absorbing the overhead on 3 to 2 basis \r\n respectively. \r\n \r\n It is expected that in the forth coming year, the company will have the following \r\n resources available \r\n 56 \r\n \r\n\n\n[PDF PAGE 2]\n Materials 1,800,000kgs \r\n Machine time 800,000 hours \r\n Other Process time 1,400,000 hours \r\n \r\n You are required: \r\n As the management accountant \r\n a. Explain briefly the concept of linear programming and usefulness of the model \r\n (5 Marks) \r\n b. Compute the Prices that will be adopted by the company for the two products using \r\n the company pricing policy (5 Marks) \r\n \r\n c. Advise the company on the output that needs to be produced to maximise its total \r\n profit, supporting your answer with full financial analysis (10 Marks) \r\n \r\n d. i. Explain the meaning of „shadow prices‟ and comment on the \r\n usefulness of it and its limitation (5 Marks) \r\n ii. Calculate the shadow prices of the constraints (7 Marks) \r\n e. Assuming the company‟s position in (c) is maintained for three years with an \r\n investment cost of N45,000,000 on the day of the commencement of \r\n manufacturing business, using a cost of capital of 15%: \r\n i. Can this venture be justified for the period? (4 Marks) \r\n ii. What is the breakeven discount factor for this project? (4 Marks) \r\n (Total 40 Marks)\n[VISUAL TABLES FOR QUESTION 1 FROM PDF PAGE 1; VERIFY AGAINST ORIGINAL]\n| | Biggis | Smallis |\n|----------------|--------|---------|\n| Material costs | 250 | 150 |\n| Labour costs: | | |\n| Machining time | 60 | 30 |\n| Other Processing Time | 40 | 50 |\n[END VISUAL TABLES]\n" }
Requirements
(a)
Explain briefly the concept of linear programming and usefulness of the model
(b)
Compute the Prices that will be adopted by the company for the two products using the company pricing policy
(c)
Advise the company on the output that needs to be produced to maximise its total profit, supporting your answer with full financial analysis
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Question 2 View Details
Case Stimulus
PQR Plc is preparing its budgets for next year. It has already prepared forecasts of demand levels for its product range. These are as follows: Forecast 1 Price Quantity Product A ₦10.00 500 Product B ₦20.00 800 Product C ₦30.00 2,200 Forecast 2 Price Quantity Product A ₦15.00 350 Product B ₦25.00 700 Product C ₦40.00 1,000 You are to assume that only one of either forecast 1 or forecast 2 would be accepted. The expected variable unit costs of each product are as follows: Product A Product B Product C ₦ ₦ ₦ Direct materials (50k per kg) 2.00 3.50 7.00 Direct labour 3.00 5.00 7.40 Variable overhead 1.50 2.50 3.70 6.50 11.00 18.10 General fixed costs are budgeted as ₦20,000 for the year and no specific fixed costs are expected for any product. All three products use the same direct material which is expected to be limited in supply to a maximum of 22,020 kgs in the budget year.
Additional Information
{ "label": "Supporting information 1", "content": "| | Product A | Product B | Product C |\n|-------------|-----------|-----------|-----------|\n| Direct materials (50k per kg) | 2.00 | 3.50 | 7.00 |\n| Direct labour | 3.00 | 5.00 | 7.40 |\n| Variable overhead | 1.50 | 2.50 | 3.70 |\n| | 6.50 | 11.00 | 18.10 |" }
{ "label": "Supporting information 2", "content": "| | Forecast 1 | Forecast 2 |\n|----------|-------------------|-------------------|\n| | Price | Quantity | Price | Quantity |\n| Product A| 10.00 | 500 | 15.00 | 350 |\n| Product B| 20.00 | 800 | 25.00 | 700 |\n| Product C| 30.00 | 2,200 | 40.00 | 1,000 |" }
Requirements
(a)
Recommend, with supporting calculations, whether forecast 1 or forecast 2 should be adopted for the budget period.
(b)
Prepare a report, addressed to the managing director, to explain the budget preparation process, with particular reference to:
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Question 3 View Details
Case Stimulus
Some time ago, Robert launched a new product. At first, sales were good but now the figures are causing concern. Robert wants a more accurate sales forecast to produce detailed cash forecasts. Since there are some seasonality present in the raw data, the series for sales shown below represents the underlying trend based on an averaging process: Year Quarter Trend point (Cartons) 2016 3rd 1 10,000 2016 4th 2 10,760 2017 1st 3 10,920 2017 2nd 4 11,000 2017 3rd 5 11,050 2017 4th 6 11,080 2018 1st 7 11,085 2018 2nd 8 11,095 2018 3rd 9 11,120 2018 4th 10 11,130 On average, quarters 1 and 3 are 5% and 6% respectively above trend whilst quarters 2 and 4 are respectively 2% and 9% below trend. Some preliminary calculations on the above ten observations have been carried out and the results are summarised below: Results from ten periods’ observations: Linear regression y = a + bx Slope = 82.67 Intercept = 10,472.33 Coefficient of determination = 0.535 It is required to make forecasts of sales for quarters 3 and 4 in 2019 and for quarters 1 and 2 in 2020 but there is some discussion on whether the ten-period data shown above are suitable for forecasting or whether only the last five periods would provide a better basis for forecasting. Linear analysis of the last five periods only gives the following intermediate results: Results of last five periods’ observations: Σy = 555.10 Σx² = 330 Σy² = 61,627.40 Σxy = 4,442.15 Note: the y values have been scaled down by 100 times for ease of calculation.
Additional Information
{ "label": "Supporting information", "content": "| Year | Quarter | Trend point | Sales (Cartons) |\n|------|---------|-------------|-----------------|\n| 2016 | 3rd | 1 | 10,000 |\n| 2016 | 4th | 2 | 10,760 |\n| 2017 | 1st | 3 | 10,920 |\n| 2017 | 2nd | 4 | 11,000 |\n| 2017 | 3rd | 5 | 11,050 |\n| 2017 | 4th | 6 | 11,080 |\n| 2018 | 1st | 7 | 11,085 |\n| 2018 | 2nd | 8 | 11,095 |\n| 2018 | 3rd | 9 | 11,120 |\n| 2018 | 4th | 10 | 11,130 |" }
{ "label": "Supporting information", "content": "| Results of last five periods' observations: |\n|-------------------------------------------|\n| Σy = 555.10 |\n| Σx² = 330 |\n| Σy² = 61,627.40 |\n| Σxy = 4,442.15 |" }
{ "label": "Supporting information", "content": "| Probability | No of pupils joining late |\n|------------|--------------------------|\n| 0.2 | 80 |\n| 0.3 | 30 |\n| 0.5 | 52 |" }
Requirements
(a)
Forecast the sales of the four quarters required using the ten-period observations results.
(b)
Prepare similar forecasts based on the last five periods’ observations.
(c)
Explain which forecasting bases produce the better forecast.
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Question 4 View Details
Case Stimulus
Adrac Community School was founded by Adrac Community Resident Association of Garki, Abuja, Nigeria. The school is being supervised by a board of governors made up of selected experienced members of the community. The school is not allowed to charge the pupils any fee as it is a community project donated to assist members of the community. Adrac Community Residents Association pays the school ₦21,000 for each child registered at the beginning of the school year, which is September 1, and ₦18,000 for any child joining the school part-way through the year. The school does not have to refund the money to the association if a child leaves the school part-way through the year. The number of pupils registered at the school on September 1, 2019 is 720, which is 10% lower than the previous year. Based on past experience, the probabilities for the number of pupils starting the school part-way through the year is as follows: The school’s headmistress normally prepares annual budget for consideration of the board of governors. Since she is not too comfortable with figures, she does not understand how to use the probability distribution provided for her annual budget. Therefore, she just used simple average for her calculation of number of pupils expected to join late. The revenue budget for 2019/2020 submitted by the headmistress is as follows: Pupils Rate per Total income Pupils registered at beginning of school year 720 ₦21,000 15,120 Average expected number of new joiners 54 N18,000 972 16,092 The headmistress uses incremental budgeting to budget for her expenditure, taking actual expenditure for the previous year as a starting point and simply adjusting it for inflation, as shown below. Note Actual cost for Inflationary Budgeted cost y/e 30 June 2019 adjustment y/e 30 June 2020 N‘000 N‘000 Repairs and maintenance 1 880 +3% 906.4 Salaries 2 12,400 +2% 12,648 Capital expenditure 3 1,300 +6% 1,378 Total budgeted expenditure 14,932.4 Budget surplus 1,159.6 Notes i. N600,000 of the costs for the year ended 30 June 2019 related to standard maintenance checks and repairs that have to be carried out by the school every year in order to comply with the local government health and safety standards. These are expected to increase by 3% in the coming year. In the year ended 30 June 2019, N280,000 was also spent on redecorating some of the classrooms. There will be no redecoration in the coming year. ii. One teacher earning a salary of N520,000 left the school on 30 June 2019 and there are no plans to replace her. However, a 2% pay rise will be given to all staff with effect from 1 December 2019. iii. The full N1,300,000 actual costs for the year ended 30 June 2019 related to improvements made to the school building. This year, the canteen is going to be substantially improved, although the extent of the improvements and level of service to be offered to pupils is still under discussion. There is a 0·7 probability that the cost will be N1,450,000 and a 0·3 probability that it will be N800,000. These costs must be paid in full before the end of the year ending 30 June 2020. The school’s board of governors, who review the budget, are concerned that the budget surplus has been calculated incorrectly. They believe that it should have been calculated using expected income, based on the probabilities provided, and using expected expenditure, based on the information provided in notes i to iii. They believe that incremental budgeting is not a reliable tool for budget setting in the school since, for the last three years, there have been shortfalls of cash despite a budget surplus being predicted. Since the school has no other source of funding available to it, these shortfalls have had serious consequences, such as the closure of the school kitchen for a considerable period in the last school year, meaning that no meals were available to pupils. This is thought to have been the cause of the 10% fall in the number of pupils registered at the school on 1 September 2019.
Requirements
(a)
Redraft the school’s budget for the year ending 30 June 2020 based on the views of the board of governors.
(b)
Discuss the advantages and disadvantages of using incremental budgeting
(c)
Discuss the THREE main steps involved in preparing a zero-based budget
(d)
Discuss the extent to which zero-based budgeting could be used by Adrac Community School to improve the budgeting process
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Question 5 View Details
Case Stimulus
A national boutique chain sells a wide range of high quality customised fashion goods. One particular outfit is bought at ₦8,000 and sold at ₦13,000. Mean holding costs per season per outfit work out at ₦500 and it costs ₦80,000 to order and receive goods in stock. The manufacturers require orders in advance and once a batch has been made it is not possible to place a repeat order. Further, it is not possible for delivery to be staggered over the fashion season. When a customer buys an outfit that requires adjustments, any alterations or adjustments are made and she collects the outfit a day or so later. Generally, if an outfit is out of stock at one boutique it can be readily obtained from another branch, usually in a matter of hours. However, if the chain as a whole runs out of an item, then not only is the profit not earned, but the ₦2,000 or so profit that comes from the extras that customers buy is also lost. If the chain has excess purchase for a season then it is expected that the chain will be able to dispose of the surplus outfits at ₦5,000 each. The pattern of past sales of a comparable outfit show the following probability distribution for the chain as a whole: | Outfits sold | Probability | |--------------|-------------| | 1,100 | 0.30 | | 1,200 | 0.40 | | 1,300 | 0.20 | | 1,400 | 0.10 | The problem facing the management accountant of the chain is to decide how many outfits to order for the season ahead, in order to maximise expected profit, bearing in mind the penalties for over and under ordering.
Requirements
(a)
Determine the number of outfits to order to maximise expected profits.
(b)
Compare and contrast the model that you have developed with the classical economic order model.
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Question 6 View Details
Case Stimulus
Chukwukah Nigeria Limited manufactures three products, JEL, JET and JAL. Demand for products JEL and JET is relatively elastic whilst demand for product JAL is relatively inelastic. Each product uses the same materials and the same type of direct labour but in different quantities. For many years, the company has been using full absorption costing and absorbing overheads on the basis of direct labour hours. Selling prices are then determined using cost plus pricing. This is common in the company’s industry with most competitors applying a standard mark-up. Budgeted production and sales volumes for JEL, JET and JAL for the next year are 25,000, 20,000 and 27,600 units respectively. The budgeted direct costs of the three products are shown below: Product JEL JET JAL Direct materials N per unit 250 280 220 Direct labour (N120 per hour) 300 360 240 In the coming year, Chukwukah also expects to incur indirect production costs of N6,887,000, which are analysed as follows: Cost pools N ‘ 000 Cost drivers Machine set up costs 1,400 Number of batches Material ordering costs 1,580 Number of purchase orders Machine running costs 2,100 Number of machine hours General facility costs 1,807 Number of machine hours 6,887 The following additional data relates to each product: Product JEL JET JAL Batch size (units) 500 800 400 No of purchase orders per batch 4 5 4 Machine hours per unit 1.5 1.25 1.4 The management of Chukwukah Nigeria Limited wants to boost sales revenue in order to increase profits but its capacity to do this is limited because of its use of cost plus pricing and the application of standard mark-up. The management accountant has suggested using activity based costing (ABC) instead of full absorption costing, since this will alter the cost of the products and may therefore enable a different price to be charged.
Requirements
(a)
Calculate the budgeted full production cost per unit of each product using absorption costing. All workings should be to two decimal places.
(b)
Calculate the budgeted full production cost per unit of each product using activity based costing. All workings should be to two decimal places.
(c)
Discuss the impact on the selling prices and the sales volumes of each product which a change to activity based costing would be expected to bring about.
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