it include
introduction
board composition
history of RIL
subsidiary of RIL
policy
strategies
awards and achievement
current position of company in 2014
it include
introduction
board composition
history of RIL
subsidiary of RIL
policy
strategies
awards and achievement
current position of company in 2014
Advanced Management Accounting Paper for IPCCseomiamia
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Problem 1 (30 marks)Review enough information about .docxChantellPantoja184
Problem 1 (30 marks)
Review enough information about Trinidad Drilling Ltd. to propose a vision and strategic objectives for the company. Develop a balanced scorecard that will help the company achieve this vision and monitor how well it is accomplishing its strategic objectives. Include a strategy map in table format that shows objectives and performance measures, with arrows illustrating hypothesized cause-and -effect relationships. Provide rationale for your strategy map. The body of your report should not exceed 1,000 words. Cite material you used to prepare the response and provide references in an appendix.
Problem 2 (20 marks)
Ajax Auto Upholstery Ltd. manufactures upholstered products for automobiles, vans, and trucks. Among the various Ajax plants around Canada is the Owlseye plant located in rural Alberta.
The chief financial officer has just received a report indicating that Ajax could purchase the entire annual output of the Owlseye plant from a foreign supplier for $37 million per year.
The budgeted operating costs (in thousands) for the Owlseye plant’s for the coming year is as follows:
Materials $15,000
Labor
Direct $12,000
Supervision 4,000
Indirect plant 5,000 19,000
Overhead
Depreciation – plant 6,000
Utilities, property tax, maintenance 2,000
Pension expense 4,500
Plant manager and staff 2,500
Corporate headquarters overhead allocation 3,000 18,000
Total budgeted costs $52,000
If material purchase orders are cancelled as a consequence of the plant closing, termination charges would amount to 10 percent of the annual cost of direct materials in the first year (zero thereafter).
A clause in the Ajax union contract requires the company to provide employment assistance to its former employees for 12 months after a plant closes. The estimated cost to administer this service if the Owlseye plant closes would be $2 million. $3.6 million of next year’s pension expense would continue indefinitely whether or not the plant remains open. About $900,000 of labour would still be required in the first year after closure to decommission the plant. After that, the plant would be sold for an estimated $1 million. Utilities, property taxes, and maintenance costs would remain unchanged in the first year after closure, but disappear when the plant is sold.
The plant manager and her staff would be somewhat affected by the closing of the Owlseye plant. Some managers would still be responsible for managing three other plants. As a result, total management salaries would be about 50% of the current level, starting at closure and remaining into the future.
Required:
Assume you are the company’s chief financial officer. Perform a five-year financial analysis and make a recommendation whether to close the Owlseye plant on this basis. Provide support for and cautions about your recommendation with organized, clearly-labeled data. Use bullet points where appropriate.
Problem 3 (16 marks)
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Decision making is the process of evaluating two or more alternative’s leading to a final choice.This presentation illustrates caselets which narrate various day to day situations in which an organization has to make a choice
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ACCT 505 Week 1-7 All Discussion Questions
ACCT 505 Week 1 Case Study
ACCT 505 Week 2 Quiz Job Order and Process Costing Systems
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ACCT 505 Week 1-7 All Discussion Questions
ACCT 505 Week 1 Case Study
ACCT 505 Week 2 Quiz Job Order and Process Costing Systems
ACCT 505 Week 2 Quiz Set 2
ACCT 505 Week 3 Case Study II
ACCT 505 Week 4 Midterm Exam
1. Budgetary Control – Assignment VII<br />Q.1 A factory, which expects to operate 7,000 hours, i.e., at 70% level of activity, furnishes details of expenses as under:<br />Variable expensesRs. 1,260Semi-variable expensesRs. 1,200Fixed expensesRs. 1,800<br />The semi-variable expenses go up by 10% between 85% and 95% activity and by 20% above 95% activity. Construct a flexible budget for 80, 90 and 100 per cent activities.<br />Solution:<br />% Activity70%80%90%100%Variable expenses1,2601,4401,6201,800Semi-Variable expenses1,2001,2001,3201,584Fixed Expenses1,8001,8001,8001,800Total Expenses4,2604,4404,7405,184<br />Q.2 Action Plan Manufactures normally produce 8,000 units of their product in a month, in their Machine Shop. For the month of January, they had planned for a production of 10,000 units. Owing to a sudden cancellation of a contract in the middle of January, they could only produce 6,000 units in January.<br />Indirect manufacturing costs are carefully planned and monitored in the Machine Shop and the Foreman of the shop is paid a 10% of the savings as bonus when in any month the indirect manufacturing cost incurred is less than the budgeted provision.<br />The Foreman has put in a claim that he should be paid a bonus of Rs. 88.50 for the month of January. The Works Manager wonders how any one can claim a bonus when the Company has lost a sizeable contract. The relevant figures are as under:<br />Indirect manufacturing costExpenses for a normal monthPlanned expenses for JanuaryActual expenses for JanuaryRs.Rs.Rs.Salary of foreman1,0001,0001,000Indirect labour720900600Indirect material8001,000700Repairs and maintenance600650600Power 800875740Tools consumed320400300Rates and taxes150150150Depreciation800800800Insurance1001001005,2905,8754,990<br />Do you agree with the Works Manager? Is the Foreman entitled to any bonus for the performance in January? Substantiate your answer with facts and figures.<br />Q.3 X Ltd., a manufacturing company, having a capacity of 7 lakh units has prepared the following cost sheet:<br />(Per unit) Rs.Direct Material 30Direct Wages 12Factory Overheads 30 (50% variable)Selling and Administration Overheads 18 (Two-third Fixed)Selling price 120<br />During the year 2006-07, the sales volume achieved by the company was 6 lakh units. The company has launched an expansion programme, the details of which are as under:<br />(i) The capacity will be increased to 12 lakh units.<br />(ii) The additional fixed overheads will amount to Rs. 50 lakhs upto 10 lakh units and will increase by Rs. 25 lakh more beyond 10 lakh units.<br />(iii) The cost of investment of expansion is Rs. 100 lakh, which is proposed to be financed through bank borrowings carrying interest at 15% per annum.<br />(iv) The average depreciation rate on the new investment is 15% based on straight line method.<br />After the expansion is put through, the company has two alternatives for operations:<br />(i) Sales can be increased up to 10 lakh units by spending Rs. 10,00,000 on special advertisement campaign to explore new market. <br />Or<br />(ii) Sales can be increased to 12 lakh units subject to the following: <br />By an overall reduction of Rs. 10 per unit in selling price on all the units sold.<br />By increasing the variable selling and administration expenses by 8%.<br />The direct material costs would go down by 1.5% due to discount on bulk purchasing. <br />Requirements:<br />I. Construct a Flexible Budget at the level of 6 lakhs, 10 lakhs and 12 lakhs unit of production.<br />II. Calculate Break Even Point before and after expansion.<br />III. Advise the optimum level of output for expansion. <br />
