F5 - CBE Mock - September 2017 Submission

Prabhakaran Arumugam

Practice Tests
Section A
1. 17_F5_ACCAMOCK_JR_001 not attempted 0

2. 17_F5_ACCAMOCK_JR_002 not attempted 0

3. 17_F5_ACCAMOCK_JR_003 not attempted 0

4. 17_F5_ACCAMOCK_JR_004 not attempted 0

5. 17_F5_ACCAMOCK_JR_005 not attempted 0

6. 17_F5_ACCAMOCK_JR_006 not attempted 0

7. 17_F5_ACCAMOCK_JR_007 not attempted 0

8. 17_F5_ACCAMOCK_JR_008 not attempted 0

9. 17_F5_ACCAMOCK_JR_009 not attempted 0

10. 17_F5_ACCAMOCK_JR_010 not attempted 0

11. 17_F5_ACCAMOCK_JR_011 not attempted 0

12. 17_F5_ACCAMOCK_JR_012 not attempted 0

13. 17_F5_ACCAMOCK_JR_013 not attempted 0

14. 17_F5_ACCAMOCK_JR_014 not attempted 0

15. 17_F5_ACCAMOCK_JR_015 not attempted 0

Total Score: 0

Section B
16. 17_F5_ACCAMOCK_JR_016 not attempted 0

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F5 - CBE Mock - September 2017 Submission
Prabhakaran Arumugam

17. 17_F5_ACCAMOCK_JR_017 not attempted 0

18. 17_F5_ACCAMOCK_JR_018 not attempted 0

19. 17_F5_ACCAMOCK_JR_019 not attempted 0

20. 17_F5_ACCAMOCK_JR_020 not attempted 0

21. 17_F5_ACCAMOCK_JR_021 not attempted 0

22. 17_F5_ACCAMOCK_JR_022 not attempted 0

23. 17_F5_ACCAMOCK_JR_024 not attempted 0

24. 17_F5_ACCAMOCK_JR_023 not attempted 0

25. 17_F5_ACCAMOCK_JR_025 not attempted 0

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28. 17_F5_ACCAMOCK_JR_028 not attempted 0

29. 17_F5_ACCAMOCK_JR_029 not attempted 0

30. 17_F5_ACCAMOCK_JR_030 not attempted 0

Total Score: 0

Section C
31. 17_F5_ACCAMOCK_JR_031 Ungraded

A B C D E F G
1 standard actual variance in favorable/
actual adverse
quantity
2 materialpri
ce per kg
3

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F5 - CBE Mock - September 2017 Submission
Prabhakaran Arumugam

4 A 1.4 1.5 -280 A

5
6 B 1.2 1.3 -270 A
7
8 C 3.65 4 -350 A
9
10 D 2.6 2.5 190 F
11
12 material
mix
variances
13 actual standard actual variance F/A
quantity in quantity quanity
standard
mix
14 A 2240 0.2666666 2800 -784 A
66666667
15 B 2160 0.2571428 2700 -648 A
57142857
16 C 640 0.0761904 1000 -1314 A
76190476
2
17 D 3360 0.4 1900 3796 F
18 total 8400 8400 0
19
20 total
material
yield
variances
21 yield in 0.9523809
standard 52380952
form
22
23 actual 8000
yield in
standard
form
24
25 actual 7800
yield
26
27 variance in -200
quantity
28
29 variance in -1685.714 A
$ 28571429

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30

B4 1.40 1.4
E4 (B4-D4)*2800 -280
E6 (B6-D6)*2700 -270
E8 (B8-D8)*1000 -350
E10 (B10-D10)*1900 190
B14 D18*C14 2240
C14 28/105 0.266666666666667
E14 (B14-D14)*1.4 -784
B15 D18*C15 2160
C15 27/105 0.257142857142857
E15 (B15-D15)*1.2 -648
B16 D18*C16 640
C16 8/105 0.0761904761904762
E16 (B16-D16)*3.65 -1314
B17 D18*C17 3360
C17 42/105 0.4
E17 (B17-D17)*2.6 3796
B18 B14+B17+B16+B15 8400
D18 SUM(D14,D15,D16,D17) 8400
E18 B18-D18 0
B21 100/105 0.952380952380952
B23 8400*B21 8000
B27 B25-B23 -200
B29 B27*((1.4+1.2+3.65+2.60)/(0.28-1685.71428571429
+0.27+0.08+0.42))

32. 17_F5_ACCAMOCK_JR_032 Ungraded

A B C D E
1
2 (I) labour rate 1280 A
planning
variance
3
4 (II) operational 140 F
labour rate
variance
5
6 operational 384 A
labour
efficiency
variance
7

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Prabhakaran Arumugam

C2 (26-24)*640 1280
C4 -((16500/640)-26)*640 140
C6 (640-624)*24 384

33. 17_F5_ACCAMOCK_JR_033 Ungraded

inorder to assess the performance of the manager , the variance is further divided into 2 type
which is planning and opeRational variances. this variances state the things which drives the
variance. the planning variances which are uncontrallable by the managers this means that
changes in the economic conditions , law and regulation changes which likely lead favorable or
adverse . in DIY paint manufacturer, the labour rate planning variances is arise due to the
increase in the labour rate per hour, this has not been put by the managers as their not officals
to set the price, so, the managers are not responsible for the planning variances. on otherhand,
the operational variances is used to assess the performance of the manager , how they utilise n
control the resources.in this case,the labour rate operational variances shows 140F this may be
due to using the freshly skiled people for the job rather than expert one will cost lesser.

34. 17_F5_ACCAMOCK_JR_034 Ungraded

A B C D E F G H
1
2 return on cost of captial profit
investme captial employe
nt s
3 CS 146.67% 0.12 150000 220000
4 HE 18.99% 0.12 5650000 1073000
5 LE 25.95% 0.12 925000 240000
6
7 resudial
income
8 CS 202000
9 HE 395000
10 LE 129000
11

C3 220/150 1.46666666666667
C4 1073/5650 0.189911504424779
E4 0.12 0.12
C5 240/925 0.259459459459459
E5 0.12 0.12
D8 G3-(F3*E3) 202000
D9 G4-(F4*E4) 395000
D10 G5-(F5*E5) 129000

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 F5 - CBE Mock - September 2017 Submission
Prabhakaran Arumugam

35. 17_F5_ACCAMOCK_JR_035 Ungraded

merits of ROI:

the ROI is used to asess the performance of the different divisions irrespective of their sizes and
it is easily able to understand by everyone . the ROI is inline with ROCE for the organisation as
a whole. the ROI specifically indicates that how much profit is generated as from the $1 capital
employed . its quite better to figure out the performances of all the divisions.

merits of RI :

the RI is used to asess the performance of the company as a whole. it is easier to calculate and
its quick if the values are known . the RI is using the cost of capital percent to shows the
indication of opportunity loss of investing in capital of the company .

36. 17_F5_ACCAMOCK_JR_036 Ungraded

the fitzgerald & moons bulding block model is used to asess the performance of the service
organisations. it is developed and the evolution of the balanced scorecard approach. it is
comprise of three bock : dimensions , standard and rewards. the dimension has 6 components
such as the financial , competitve , innovation , flexiblity , resurce utilisation ,quality) the first two
are the down streams and the last four are upstreams and these four drives the first two
-financial and competitive. here H is an investment group with enormous subsidariary and the
model is suitable to asess the CS subsidary as it is a consultation enity. standard has to be
maintain between the groups , these standards are the target meterics choose form the
dimensions . rewards are the m0tivating factors which likely motivate the employesss to
achieve their target. in this case CS is charging nearly 95% of cost to the salaries this may lead
to overestatement by the managers of what they done actually. so the reward should be related
to the areas of responsiblity that the staff member controls in order to achieve the motivation.

Total Score: 0

6/6

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