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

A) Kaizen costing B) Sensitivity analysis C) Feasible region D) Shadow price A) Kaizen costing B) Sensitivity analysis C) Feasible region D) Shadow price

Data for a factory \(\begin{array}{ll} \text { Total factory cost } & £ 10,000 \\ \text { Total time au ailable on key resource (hours) } & 2,500 \\ \text { Contribution per unit product A } & £ 34.00 \\ \text { Contribution per unit product B } & £ 30.00 \\ \text { Contribution per unit product C } & £ 22.00 \\ \text { Contribution per unit product D } & £ 20.00 \\ \text { Hours required product A } & 12.0 \\ \text { Hours required product B } & 6.0 \\ \text { Hours required product C } & 6.0 \\ \text { Hours required product D } & 8.0 \end{array}\) - Real-time IT systems (EDI, ERP and Internet) have 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 \(\begin{array}{ll} \text { Total factory cost } & £ 10,000 \\ \text { Total time au ailable on key resource (hours) } & 2,500 \\ \text { Contribution per unit product A } & £ 34.00 \\ \text { Contribution per unit product B } & £ 30.00 \\ \text { Contribution per unit product C } & £ 22.00 \\ \text { Contribution per unit product D } & £ 20.00 \\ \text { Hours required product A } & 12.0 \\ \text { Hours required product B } & 6.0 \\ \text { Hours required product C } & 6.0 \\ \text { Hours required product D } & 8.0 \end{array}\) - The theory of constraints has its own special definitions

A) Net profit = throughput - operational expense B) Net profit = throughput + operational expense C) Net profit = throughput - operational expense - fixed overheads D) Net profit = throughput - operational expense - variable overheads A) Net profit = throughput - operational expense B) Net profit = throughput + operational expense C) Net profit = throughput - operational expense - fixed overheads D) Net profit = throughput - operational expense - variable overheads

Data for a factory \(\begin{array}{ll} \text { Total factory cost } & £ 10,000 \\ \text { Total time au ailable on key resource (hours) } & 2,500 \\ \text { Contribution per unit product A } & £ 34.00 \\ \text { Contribution per unit product B } & £ 30.00 \\ \text { Contribution per unit product C } & £ 22.00 \\ \text { Contribution per unit product D } & £ 20.00 \\ \text { Hours required product A } & 12.0 \\ \text { Hours required product B } & 6.0 \\ \text { Hours required product C } & 6.0 \\ \text { Hours required product D } & 8.0 \end{array}\) - __________________ involves planning for incremental improvements in efficiency and reductions in cost

A) Kaizen costing B) Kaizen budgeting C) Feasible region D) Shadow prices A) Kaizen costing B) Kaizen budgeting C) Feasible region D) Shadow prices

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

A) Progressive cost cuts are required from suppliers. B) External sourcing influenced by cost and design specifications set by the market. C) Sharing of cost and output data enables benefits of partnership sourcing. D) Competition between supply chains rather than individual firms. A) Progressive cost cuts are required from suppliers. B) External sourcing influenced by cost and design specifications set by the market. C) Sharing of cost and output data enables benefits of partnership sourcing. D) Competition between supply chains rather than individual firms.

Data for a factory \(\begin{array}{ll} \text { Total factory cost } & £ 10,000 \\ \text { Total time au ailable on key resource (hours) } & 2,500 \\ \text { Contribution per unit product A } & £ 34.00 \\ \text { Contribution per unit product B } & £ 30.00 \\ \text { Contribution per unit product C } & £ 22.00 \\ \text { Contribution per unit product D } & £ 20.00 \\ \text { Hours required product A } & 12.0 \\ \text { Hours required product B } & 6.0 \\ \text { Hours required product C } & 6.0 \\ \text { Hours required product D } & 8.0 \end{array}\) - The theory of constraints has its own special definitions

A) Throughput = sales + material and purchased services B) Throughput = sales - purchased services C) Throughput = sales - material and purchased services D) Throughput = material and purchased services A) Throughput = sales + material and purchased services B) Throughput = sales - purchased services C) Throughput = sales - material and purchased services D) Throughput = material and purchased services

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 contribution per hour for product D

A) £2.50 B) £3.67 C) £5.0 D) £2.83 A) £2.50 B) £3.67 C) £5.0 D) £2.83

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 a potential solution to a linear programming model 1-1

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

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 - __________________ involves calculating the effect of other possibilities

(Multiple Choice)

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Question 41

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

(Essay)

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Question 42

Benchmarking is a management accounting technique with the following important supply chain implications

(Multiple Choice)

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Question 43

In the long run constraints can be anticipated through the design of products and processes

(True/False)

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Question 44

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 - Real-time IT systems (EDI, ERP and Internet) have the following important supply chain implications

(Multiple Choice)

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Question 45

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 - The theory of constraints has its own special definitions

(Multiple Choice)

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Question 46

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 - __________________ involves planning for incremental improvements in efficiency and reductions in cost

(Multiple Choice)

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Question 47

SSCs may sometimes be treated as profit centres.

(Essay)

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Question 48

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 - Kaizen costing is a management accounting technique with the following important supply chain implications:

(Multiple Choice)

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Question 49

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 - The theory of constraints has its own special definitions

(Multiple Choice)

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Question 50

When allocating lump sum costs to departments when considering SSCs; the actual allocation should vary from period to period.

(Short Answer)

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Question 51

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 contribution per hour for product D

(Multiple Choice)

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Question 52

Firms may outsource but not for one of the following reasons

(Multiple Choice)

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Question 53

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 a potential solution to a linear programming model 1-1

(Multiple Choice)

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Question 54

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

Benchmarking is a management accounting technique with the following important supply chain implications

In the long run constraints can be anticipated through the design of products and processes

SSCs may sometimes be treated as profit centres.

When allocating lump sum costs to departments when considering SSCs; the actual allocation should vary from period to period.

Firms may outsource but not for one of the following reasons

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

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