Data for a factory \(\begin{array}{ll} \text { Total factory cost } & £ 10,000 \\ \text { Total time au ailable on key resource (hours) } & 2,500 \\ \text { Contribution per unit product A } & £ 34.00 \\ \text { Contribution per unit product B } & £ 30.00 \\ \text { Contribution per unit product C } & £ 22.00 \\ \text { Contribution per unit product D } & £ 20.00 \\ \text { Hours required product A } & 12.0 \\ \text { Hours required product B } & 6.0 \\ \text { Hours required product C } & 6.0 \\ \text { Hours required product D } & 8.0 \end{array}\) - Total cost of ownership is a management accounting technique with the following important supply chain implications:

A) Recognition that the cost of acquiring goods and services includes more than just quoted piece price. B) Locked in cost issues may affect suppliers. C) Sharing of cost and output data enables benefits of partnership sourcing. D) Synchronisation of production plans. A) Recognition that the cost of acquiring goods and services includes more than just quoted piece price. B) Locked in cost issues may affect suppliers. C) Sharing of cost and output data enables benefits of partnership sourcing. D) Synchronisation of production plans.

Data for a factory \(\begin{array}{ll} \text { Total factory cost } & £ 10,000 \\ \text { Total time au ailable on key resource (hours) } & 2,500 \\ \text { Contribution per unit product A } & £ 34.00 \\ \text { Contribution per unit product B } & £ 30.00 \\ \text { Contribution per unit product C } & £ 22.00 \\ \text { Contribution per unit product D } & £ 20.00 \\ \text { Hours required product A } & 12.0 \\ \text { Hours required product B } & 6.0 \\ \text { Hours required product C } & 6.0 \\ \text { Hours required product D } & 8.0 \end{array}\) - Open-book accounting is a management accounting technique with the following important supply chain implications

A) Progressive cost cuts are required from suppliers B) Enables JIT supply and purchasing based on knowledge of suppliers C) Sharing of cost and output data enables benefits of partnership sourcing D) Synchronisation of production plans A) Progressive cost cuts are required from suppliers B) Enables JIT supply and purchasing based on knowledge of suppliers C) Sharing of cost and output data enables benefits of partnership sourcing D) Synchronisation of production plans

Data for a factory \(\begin{array}{ll} \text { Total factory cost } & £ 10,000 \\ \text { Total time au ailable on key resource (hours) } & 2,500 \\ \text { Contribution per unit product A } & £ 34.00 \\ \text { Contribution per unit product B } & £ 30.00 \\ \text { Contribution per unit product C } & £ 22.00 \\ \text { Contribution per unit product D } & £ 20.00 \\ \text { Hours required product A } & 12.0 \\ \text { Hours required product B } & 6.0 \\ \text { Hours required product C } & 6.0 \\ \text { Hours required product D } & 8.0 \end{array}\) - __________________ is a technique for guiding product design through the analysis of the ratio of functionality to cost.

A) Vertical integration B) Value engineering/value analysis C) Throughput accounting D) Throughput accounting ratio A) Vertical integration B) Value engineering/value analysis C) Throughput accounting D) Throughput accounting ratio

Data for a factory \(\begin{array}{ll} \text { Total factory cost } & £ 10,000 \\ \text { Total time au ailable on key resource (hours) } & 2,500 \\ \text { Contribution per unit product A } & £ 34.00 \\ \text { Contribution per unit product B } & £ 30.00 \\ \text { Contribution per unit product C } & £ 22.00 \\ \text { Contribution per unit product D } & £ 20.00 \\ \text { Hours required product A } & 12.0 \\ \text { Hours required product B } & 6.0 \\ \text { Hours required product C } & 6.0 \\ \text { Hours required product D } & 8.0 \end{array}\) - __________________ is defined as anything that prevents an organization from getting more of what it wants

A) Kaizen costing B) A constraint C) Feasible region D) Corner point A) Kaizen costing B) A constraint C) Feasible region D) Corner point

Data for a factory \(\begin{array}{ll} \text { Total factory cost } & £ 10,000 \\ \text { Total time au ailable on key resource (hours) } & 2,500 \\ \text { Contribution per unit product A } & £ 34.00 \\ \text { Contribution per unit product B } & £ 30.00 \\ \text { Contribution per unit product C } & £ 22.00 \\ \text { Contribution per unit product D } & £ 20.00 \\ \text { Hours required product A } & 12.0 \\ \text { Hours required product B } & 6.0 \\ \text { Hours required product C } & 6.0 \\ \text { Hours required product D } & 8.0 \end{array}\) - What is the TA ratio for product B?

A) £0.625 B) £0.917 C) £1.250 D) £0.708 A) £0.625 B) £0.917 C) £1.250 D) £0.708

Data for a factory \(\begin{array}{ll} \text { Total factory cost } & £ 10,000 \\ \text { Total time au ailable on key resource (hours) } & 2,500 \\ \text { Contribution per unit product A } & £ 34.00 \\ \text { Contribution per unit product B } & £ 30.00 \\ \text { Contribution per unit product C } & £ 22.00 \\ \text { Contribution per unit product D } & £ 20.00 \\ \text { Hours required product A } & 12.0 \\ \text { Hours required product B } & 6.0 \\ \text { Hours required product C } & 6.0 \\ \text { Hours required product D } & 8.0 \end{array}\) - What is the TA ratio for product D

A) £0.625 B) £0.917 C) £1.250 D) £0.708 A) £0.625 B) £0.917 C) £1.250 D) £0.708

Data for a factory \(\begin{array}{ll} \text { Total factory cost } & £ 10,000 \\ \text { Total time au ailable on key resource (hours) } & 2,500 \\ \text { Contribution per unit product A } & £ 34.00 \\ \text { Contribution per unit product B } & £ 30.00 \\ \text { Contribution per unit product C } & £ 22.00 \\ \text { Contribution per unit product D } & £ 20.00 \\ \text { Hours required product A } & 12.0 \\ \text { Hours required product B } & 6.0 \\ \text { Hours required product C } & 6.0 \\ \text { Hours required product D } & 8.0 \end{array}\) - What is the cost per factory hour

A) £4.0 B) £2.5 C) £5.0 D) £40.0 A) £4.0 B) £2.5 C) £5.0 D) £40.0

Exam 19: The Balanced Scorecard and Strategy Maps

Data for a factory Total factory cost £10,000 Total time au ailable on key resource (hours) 2,500 Contribution per unit product A £34.00 Contribution per unit product B £30.00 Contribution per unit product C £22.00 Contribution per unit product D £20.00 Hours required product A 12.0 Hours required product B 6.0 Hours required product C 6.0 Hours required product D 8.0 - Total cost of ownership is a management accounting technique with the following important supply chain implications:

(Multiple Choice)

4.7/5

(45)

Question 21

Discuss the problems caused by variable costs when taking a shared service centre decision.

(Essay)

4.8/5

(36)

Question 22

Data for a factory Total factory cost £10,000 Total time au ailable on key resource (hours) 2,500 Contribution per unit product A £34.00 Contribution per unit product B £30.00 Contribution per unit product C £22.00 Contribution per unit product D £20.00 Hours required product A 12.0 Hours required product B 6.0 Hours required product C 6.0 Hours required product D 8.0 - Open-book accounting is a management accounting technique with the following important supply chain implications

(Multiple Choice)

5.0/5

(39)

Question 23

Data for a factory Total factory cost £10,000 Total time au ailable on key resource (hours) 2,500 Contribution per unit product A £34.00 Contribution per unit product B £30.00 Contribution per unit product C £22.00 Contribution per unit product D £20.00 Hours required product A 12.0 Hours required product B 6.0 Hours required product C 6.0 Hours required product D 8.0 - __________________ is a technique for guiding product design through the analysis of the ratio of functionality to cost.

(Multiple Choice)

4.8/5

(35)

Question 24

Outsourcing part of your business is something that will always lead to success

(Essay)

5.0/5

(42)

Question 25

Data for a factory Total factory cost £10,000 Total time au ailable on key resource (hours) 2,500 Contribution per unit product A £34.00 Contribution per unit product B £30.00 Contribution per unit product C £22.00 Contribution per unit product D £20.00 Hours required product A 12.0 Hours required product B 6.0 Hours required product C 6.0 Hours required product D 8.0 - __________________ is defined as anything that prevents an organization from getting more of what it wants

(Multiple Choice)

4.7/5

(43)

Question 26

Data for a factory Total factory cost £10,000 Total time au ailable on key resource (hours) 2,500 Contribution per unit product A £34.00 Contribution per unit product B £30.00 Contribution per unit product C £22.00 Contribution per unit product D £20.00 Hours required product A 12.0 Hours required product B 6.0 Hours required product C 6.0 Hours required product D 8.0 - What is the TA ratio for product B?

(Multiple Choice)

4.7/5

(40)

Question 27

Discuss the impact of Life Cycle and Target Costing on the whole process of costing. Where d you see the advantages and disadvantages of the two processes.

(Essay)

4.9/5

(35)

Question 28

Working overtime is not an effective way of increasing the capacity of a bottleneck

(True/False)

4.8/5

(33)

Question 29

A constraint is anything that prevents you getting more of what you want

(True/False)

4.7/5

(39)

Question 30

SSCs aren't aimed at one of the following

(Multiple Choice)

4.9/5

(40)

Question 31

In linear programming opportunity costs are known as shadow prices

(True/False)

4.9/5

(38)

Question 32

Traditional costing seems to focus too much on costs as they are incurred

(True/False)

4.9/5

(22)

Question 33

Target costing may not be implemented if it is thought to be too time-consuming

(True/False)

4.9/5

(30)

Question 34

Data for a factory Total factory cost £10,000 Total time au ailable on key resource (hours) 2,500 Contribution per unit product A £34.00 Contribution per unit product B £30.00 Contribution per unit product C £22.00 Contribution per unit product D £20.00 Hours required product A 12.0 Hours required product B 6.0 Hours required product C 6.0 Hours required product D 8.0 - What is the TA ratio for product D

(Multiple Choice)

4.9/5

(40)

Question 35

Explain the difference between shared service centres and the outsourcing of services.

(Essay)

4.8/5

(37)

Question 36

Fixed costs should never be reapportioned to departments when considering SSCs.

(Short Answer)

4.9/5

(41)

Question 37

Data for a factory Total factory cost £10,000 Total time au ailable on key resource (hours) 2,500 Contribution per unit product A £34.00 Contribution per unit product B £30.00 Contribution per unit product C £22.00 Contribution per unit product D £20.00 Hours required product A 12.0 Hours required product B 6.0 Hours required product C 6.0 Hours required product D 8.0 - What is the cost per factory hour

(Multiple Choice)

4.8/5

(34)

Question 38

Describe 'An Assembler's Chain Management Philosophy'and its importance in the forging of a strategic alliance between and assembler and a supplier

(Essay)

4.7/5

(33)

Question 39

Explain carefully the advantages of creating a shared service centre (SSC) and the implications for both the supplier and the implications for both the supplier's and customer's business organisations and relationships.

(Essay)

4.8/5

(40)

Question 40

Discuss the problems caused by variable costs when taking a shared service centre decision.

Outsourcing part of your business is something that will always lead to success

Discuss the impact of Life Cycle and Target Costing on the whole process of costing. Where d you see the advantages and disadvantages of the two processes.

Working overtime is not an effective way of increasing the capacity of a bottleneck

A constraint is anything that prevents you getting more of what you want

SSCs aren't aimed at one of the following

In linear programming opportunity costs are known as shadow prices

Traditional costing seems to focus too much on costs as they are incurred

Target costing may not be implemented if it is thought to be too time-consuming

Explain the difference between shared service centres and the outsourcing of services.

Fixed costs should never be reapportioned to departments when considering SSCs.

Describe 'An Assembler's Chain Management Philosophy'and its importance in the forging of a strategic alliance between and assembler and a supplier

Explain carefully the advantages of creating a shared service centre (SSC) and the implications for both the supplier and the implications for both the supplier's and customer's business organisations and relationships.

The Role of Accounting Information in Management Decision Making

Cost Concepts, Behaviour and Estimation

A Costing Framework and Cost Allocation

Costvolumeprofit Cvp Analysis

Planning Budgeting and Behaviour

Operational Budgets

Job Costing Systems

Process Costing Systems

Absorption and Variable Costing

Flexible Budgets, Standard Costs and Variance Analysis

Variance Analysis: Revenue and Cost

Activity Analysis: Costing and Management

Relevant Costs for Decision Making

Strategy and Control

Capital Budgeting and Strategic Investment Decisions

The Strategic Management of Costs and Revenues

Strategic Management Control: a Lean Perspective

Responsibility Accounting, Performance Evaluation and Transfer Pricing

Filters