Udang Jaya Bersama Corporation is an Indonesian snack company that produces shrimp snacks. The document contains the final accounting assignment for the corporation, including the company profile, vision and mission, organizational structure, accounting theories and policies, budgets, transactions, financial statements, and analysis of Period 1 and Period 2 results. It summarizes that Period 1 results showed a profit, and Period 2 results increased further due to applying Activity Based Costing and increased sales.

1. FINAL ASSIGNMENT
ACCOUNTING MANAGEMENT
Elva Derista 1642117
Yeni Wati 1642120
Claudia 1642122
Melda Aprillyta Kartini 11642124
Jessy Novira 1642150
Eria Astuti 1642194
Elis 1642209
Lecturer :
Santi Yopie, SE., MM., CMA., Project+., CIBA., CPA., BKP.
Class : 4AKMC

2. PRELIMINARY

3. HISTORY
Udang Jaya Bersama Corporation is a Corporation produce healthy
and nutritious snack. We provide and serve distribution needs of
this Indonesia’s traditional snack. We have already reached
through every province of Indonesia.
We commit to fulfil every customer’s needs from national
business and also international business with healthy, full
nutrient and delicious snack – shrimp snack.

4. Corporation Name : Udang Jaya Bersama
Corporation
Founded on : 1 January 2018
Location : Panbil Industrial Estate
B3 Lot 3,Batam Island
Contact Number : +62 778 - 426 122
Email : Udangjaya@gmail.com
COMPANY PROFILE

5. VISION & MISSION
VISION
To make our traditional snack product being known
and being liked by public and gave approach to
public that shrimp snack is a delicious snack that
can be a souvenir , long lasting , easy to bring
everywhere and being liked by many people

6. MISSION
Offer high protein and vitamin snack product - shrimp
snack
.
Satisfying consumen
.
Expand workfield for college student and community
especially
around production place and generally for Indonesia's
community
Bring proud to Indonesia as a competent firm

7. STRUCTURE ORGANIZATION

8. THEORY
&
POLICIY BASIS

9. Strategic Cost Management
Strategic cost management is the use of cost data to
develop and identify superior strategies that will produce a
sustainable competitive advantage.
Cost Leadership Differention Focusing
Three general strategies have been identified

10. Basic Pricing Concept & Profitability Measurement
Cost Based Pricing ： pricing a brand based on
achieving a given margin over and above costs of
manufacturing, marketing and distribution
Pricing Policies
Target Costing and Pricing ： Please replace
text, click add relevant headline, modify the text
content, also can copy your content to this directly.
Absorption Costing ： cost of units produced is
calculated as the sum of both the variable
manufacturing costs incurred and the fixed
manufacturing costs allocated to those units.
Measuring Profit
Variable Costing : fixed manufacturing
overheads are not allocated to units produced
but the whole amount is charged against
revenue in the period in which they are incurred
Activity Based Costing : method of assigning
indirect costs to products and services which involves
finding cost of each activity involved in the production
process

11. Analysis of Profit-Related Variances
Actual Contribution Margin – Budgeted
Contribution Margin
Contribution Margin
Variance [(P1 actual units − P1 budgeted units) × (P1
budgeted unit contribution margin − Budgeted
average unit contribution margin)] + [(P2
actual units − P2 budgeted units) × (P2
budgeted unit contribution margin − Budgeted
average unit contribution margin)]
Sales Mix Variance
[(Actual market share percentage −
Budgeted market share percentage) ×
(Actual industry sales in units)] ×
(Budgeted average unit contribution
margin)
Market Share Variance
(Actual Quantity Sold – Budgeted
Quantity Sold) x Budgeted Average Unit
Contribution Margin
Contribution Margin
Variance
Sales Price Variance
(Actual Price – Expected Price) x
Quantity Sold
Price Volume Variance
(Actual Volume – Expected Volume) x
Expected Price
Sales Price and Price
Volume Variances
[(Actual industry sales in units −
Budgeted industry sales in units) ×
(Budgeted market share percentage)] ×
(Budgeted average unit contribution
margin)
Market Size Variance

12. Activity Based Management
Analysis of
Profit
Related
Variances
Process
Value
Analysis
Financial
Measures
of Activity
Efficiency
Process value analysis (PVA) is a technique that managers use to identify
and link all the activities involved in the value chain.
Financial measures of performance should provide specific information
about the dollar effects of activity performance changes. Thus, financial
measures should indicate both potential and actual savings
ABM involving ABC and use it as a primary source of information in order to
improve decision-making by informing accurate cost and reduce costs by
encouraging and supporting the continuous improvement efforts

13. Financial measures of activity efficiency include:
Value-added and Nonvalue-added activity cost
Value-added costs = SQ × SP
Non-value-added costs = (AQ – SQ )SP
A value-added cost is one that improves the quality of a product or service
A non-value-added cost, by contrast, is one that adds to the total cost of a product or service
but does not outwardly enhance its value from a consumer perspective.
Kaizen Standard Setting
Kaizen costing is the process of continual cost reduction that occurs after a product design
has been completed and is now in production.
The kaizen subcycle is defined by a Plan-Do-Check-Act sequence.
Benchmarking
Benchmarking is comparing one's business processes and performance metrics to industry
bests and best practices from other companies.

14. Implementing Activity-Based Management
Activity-based management (ABM) is more comprehensive than an ABC
system. ABM adds a process view to the cost view of ABC. ABM
encompasses ABC and uses it as a major source of information. ABM can
be viewed as an information system that has the broad objectives of
1.improving decision making by providing accurate cost information
2.reducing costs by encouraging and supporting continuous improvement
efforts

15. Cost Volume Profit Analysis
Cost-Volume-Profit (CVP) analysis is a managerial accounting technique that is
concerned with the effect of sales volume and product costs on operating profit of a
business.
The basic formula used in CVP Analysis is derived from profit equation:
px = vx + FC + Profit
Besides the above formula, CVP analysis also makes use of following concepts:
Contribution Margin
CM = S - VC
Unit Contribution Margin (Unit CM)
Unit CM = p - v
Contribution Margin Ratio (CM Ratio)
Contribution Margin Ratio is calculated by dividing contribution margin by total sales or
unit CM by price per unit.

16. Quality & Environmental
01
02 03
04 INTERNAL FAILURE
are incurred because products and services do
not conform to specifications or customer
needs.
PREVENTION COST
incurred to prevent poor quality in the products or
services being produced.
As prevention costs increase, we would expect the
costs of failure to decrease.
APPRAISAL
incurred to determine whether products and
services are conforming to their requirements or
customer needs.
EXTERNAL FAILURE
incurred because products and services fail to
conform to requirements or satisfy customer needs
after being delivered to customers.
The definitions of quality-related
activities imply four categories of
quality costs

17. JIT, JIC, Inventory Management
Inventory management deals with when to order and how much
to order. It aims to minimize the total cost of inventories so as to
generate high return.
Economic Order Quantity (EOQ)
√(2DS/H
Reorder point
Rate of usage × Lead time
With the presence of safety stock, the reorder point is computed as
follows
(Average rate of usage × Lead time) + Safety stock
Rate of usage × Lead time

18. JIT Inventory Management
Theory of Constraint
Manufacturing JIT (just-in-time
manufacturing) is a system based on a
demand-pull that require goods to be drawn
through the system by the existing demand,
not pushed into the system at a given time
based on the anticipated demand.
recognizes that the performance of
any organization (system) is
limited by its constraints

19. Productivity Measurement
Measurement of productivity is it a ratio between input and output. In
general, measure of productivity can be divided into multi-factor
productivity measures and single-factor productivity measures.
Total productivity = Output quantity / Input quantity
Lean Manufacturing
Lean manufacturing has two principal objectives: eliminating waste and
creating value for the customer.
It is characterized by lean thinkingfocusing on customer value, value
streams, production flow, demand-pull, and perfection.

20. • Sales Budget
• Production Budget
• Direct Material Purchase Budget
• Direct Labor Budget
• Overhead Budget
• Selling and Administrative Expense Budget
• Ending Finish Good Inventory Budget
• Cost of Good Sold Budget
• Budgeted Income Statement
• Cash Budget
OPERATING BUDGET FINANCIAL BUDGET
BUDGETING

23. TRANSACTION
AND
REPORT

24. UNIT COST & SELLING PRICE

25. DETAIL PRODUCTION COST
PERIOD 1 PERIOD 2

26. Transaction

27. ADJUSTMENT

28. WORKSHEET

31. Financial Statement

34. ANALYSIS
AND
RESULT

35. PERIOD 1
In Udang Jaya Bersama Corporation report for period one, we can say that the result is well
because through the statement of profit or loss we can conclude that the company
performance is success to make a profit of Rp. 349.310.520,- (net profit margin = 45%).
With the profit, it can show that the management of this corporation has been already
controlled well such as that the excess of money had been cover by our corporation sales.
In Statement of Financial Position for period 2018, Udang Jaya Bersama Corporation
showed that the liabilities is less than equity, this indicate that the corporation has quite
money to pay the liabilities then.

36. PERIOD 2
The report of Udang Jaya Bersama Corporation for period February has been increased with amount
Rp.116.038.780,-. We can see from Statement of Profit/Loss, at the beginning is Rp.349.310.520
growing to Rp.465.349.300,- with percentage net profit margin 55% increase 6% from before. The
cause of increase profit is because Udang Jaya Bersama Corporation apply Activity Based Costing
policy that change the computation toward overhead cost from activity that happen in corporation
and the sales is also increase with consider that this month (February) only have 28 days. This prove
that product that have been produced have effect and show that performance of corporation is more
increase and better than previous month.
We can see the report for February, although it is only has 28 days for sales. And instead of this month
the turnover of corporation is increase and all of the inventory has been sold entirely for this month.
So, the corporation didn’t keep inventory for this month. And the cost is also decrease.

37. CONCLUSION

38. Udang Jaya Bersama corporation engaged in the manufacturing by produce Shrimp Snack from
healthy and nutrious raw materials until finished goods and then sells it to customer. Sales
transaction in Udang Jaya Bersama Corporation starts from Goods delivery. Some internal controls
that have already applied in the company is good enough. And about the revenue cycle in Udang Jaya
bersama Corporation, for overall selling quantity is under the budget. So, we can say that our
corporation’s revenue cycle is good enough for newly established corporation.
Udang Jaya Bersama Corporation use many methods to improve the corporation’s performance so
that Udang Jaya Bersama Corporation will improve and increase their net income continuously.

39. THANK YOU