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Chapter 1: Cost terms and costs classifications
A/ Cost terms
the sacrifice made,usually measured by the resources giv

B/ Classifications of costs
b1/ ....based on relationship between costs and FSs
* Base: costs <==> FSs
* Content
 * Beg inventory + inventory increases = inventory decreas
=> RM: Beg RM + Puchases RM = RM issued for produc
=> WIP: Beg WIP + Manufacturing costs = Costs of good
=> Finished products: Beg finished goods + COGM = CO

Q7
Marketing, distribution, and customer-service costs
Merchandise inventory, January 1, 2011
Utilities
General and administrative costs
Merchandise inventory, December 31, 2011
 Purchases
Miscellaneous costs
Transportation-in (freight in)
Purchase returns and allowances
Purchase discounts
Revenues

b) income statement
Marvin Department Store
Income statement
For the year ended 31 Dec 2011
Revenues
Less: COS (a2)
Gross profit
Less:
Marketing, distribution, and customer-service costs
General and administrative costs
Utilities
Miscellaneous costs
Net income

Q10
Piedmont Corporation
Direct materials inventory
Work-in-process inventory
Finished goods inventory
Purchases of direct materials
Direct manufacturing labor
Indirect manufacturing labor
Indirect materials
Plant insurance
Depreciation—plant, building, and equipment
Plant utilities
Repairs and maintenance—plant
Equipment leasing costs
Marketing, distribution, and customer-service costs
General and administrative costs

1. COGM
Beg WIP
Manufacturing costs in 2011
+ DM
Beg DM at 1/1/2011
Add: purchased DM

Less: End DM at 31/12/2011

+ DL
+ MO
Indirect manufacturing labor
Indirect materials
 Plant insurance
Depreciation—plant, building, and equipment
Plant utilities
Repairs and maintenance—plant
Equipment leasing costs
Total Manufacturing costs in 2011 (159,000 + 106,000 +

Less: End WIP

COGM

2. Income statement
Piedmont Corporation
Income statement
For the year ended 31/12/2011
Revenue
Less: COS
+ Beg finished goods
+ COGM (1)
+ End finished goods
Gross profit
Less:
Marketing, distribution, and customer-service costs
General and administrative costs
Net income

b2/ ....based on methods used to assign costs to cost objects (c

 * Base: methods used to assign costs to cost objects
* Content

Direct costs
(directly assign to cost object)

Indirect costs
(indirectly allocation)

b3)....based on relationship between costs and levels of activties

Fixed costs
+ Total fixed costs: unchanged when level of acitvities ch
+ Fixed cost per unit of activity
Variable costs
+ Total costs

+ variable costs per activity

mixed costs
Q9
Direct materials inventory 10/1/2011
Direct materials purchased
Direct materials used
Total manufacturing overhead costs
Variable manufacturing overhead costs
Total manufacturing costs incurred during October 2011
Work-in-process inventory 10/1/2011
Cost of goods manufactured
Finished goods inventory 10/1/2011
Cost of goods sold
1) Direct material at 31/10/2011
Beg DM + DM purchased = DM used + End DM
=> End DM = (Beg + Purchased - Used)
Beg DM
DM purchased

DM used
End DM

2) Fixed manufacturing overhead

Total MO
Less: Variable MO
Fixed MO

3) DL costs
 Total MC
Less:
DM
MO
DL

4) WIP at beg + MC during Oct = COGM + End WIP

WIP at beg
Add: MC during Oct

Less: End WIP

COGM
1,840 - ? = 1,660 => ? =

5-6) Beg finished goods

Add: COGM
Finished goods available for sales
Less: End finished goods
COS
1,790 - ?? = 1,770 => ?? =

Ex 2

A. Annual retainer paid to a video distributor

B. Electricity costs of the HEC store (single bill covers e
 C. Costs of videos purchased for sale to customers
D. Subscription to Video Trends magazine
E. Leasing of computer software used for financial budg
F. Cost of popcorn provided free to all customers of th
G. Earthquake insurance policy for the HEC store
H. Freight-in costs of videos purchased by HEC

Ex 3

A. Cost of tires used on Geo Prisms

B. Salary of public relations manager for NUMMI plant
C. Annual awards dinner for Corolla suppliers

D. Salary of engineer who monitors design changes on Geo Prism

E. Freight costs of Corolla engines shipped from Toyota City, Japan,

to Fremont, California

F. Electricity costs for NUMMI plant (single bill covers entire plant)

G. Wages paid to temporary assembly-line workers hired in periods of

high production (paid on hourly basis)
H. Annual fire-insurance policy cost for NUMMI plant

Ex 4
a) minutes/month
Plan A ($/month)
Plan B ($/month)
Plan C ($/month)
b) b1) 100 minutes
Plan A:
Plan B:
Plan C:

Ex 5
1/ Variable cost per ton
Subcontractor
Government tax

Fixed cost per month

0 => 100 tons/month
101 => 200 tons/month
201 => 300 tons/month
2/
c/
Total Fixed cost (FC)
Total tons mined
FC/ton
Variable cost/ton
Total cost/ton

Ex 6
variable cost/student (9 - 5)
FC
+ paid to Band
+ paid to caterer

$
resources given up, to achieve a particular purpose
House 300,000 construction materials: brick, s
60,000 labor forces: salaries, wages
10,000 dep expense of equipment
3,000 others
373,000

RM => work in process (wip), semi-finished goods/products =>

Costs
Direct materials

Manufacturing costs Direct labor

(product cost)
Manufacturing overhead (MO)

Selling expenses
Non-manufacturing costs
 (period cost) Administrative expenses

Prime cost = Direct materials + Direct labor

Conversion cost = Direct labor + MO
nature function
salary
Mr Co admin expense
Mrs Huyen the same MO
Mr Vinh, Lien, direct labor cost

dep expense
factory building MO
office building the same Admin expense
showroom selling

entory decreases + End inventory

ued for production + End RM
= Costs of goods manufactured (COGM) + End WIP
+ COGM = COGS + End finished goods
COGM >< COGS (COS)

$37,000 a1) purchase cost of merchandise

27,000 Purchases 155,000
17,000 Add: transportation in 7,000
43,000 Less: purchase returns (4,000)
34,000 Less: purchase discoun (6,000)
 155,000 cost of merchandises p 152,000
4,000
7,000 a2) COS
4,000 Beg Merchandise + cost of MP = COS + E
6,000 Merchandise inventory, January 1,
280,000 Add: purchases (a1)
merchandise available for sale
Less: merchandise, Dec 31, 2011
COS

$
280,000
(145,000)
135,000

ce costs (37,000)
(43,000)
(17,000)
(4,000)
34,000

Beginning of 2011 End of 2011

65,000 34,000
 83,000 72,000
123,000 102,000
128,000
106,000
48,000
14,000
2,000
21,000
12,000
8,000
32,000
ce costs 62,000
34,000

$'000 $'000 $'000

83,000

65,000
128,000
193,000
(34,000) 159,000
106,000

48,000
14,000
 2,000
21,000
12,000
8,000
32,000 137,000
0 + 106,000 + 137,000) 402,000
485,000
(72,000)
413,000

$'000
600,000

123,000
413,000
(102,000) 434,000
166,000

ce costs (62,000)
(34,000)
70,000

cost objects (cost pools, cost centres)

st objects
COSTS Cost objects (cost pools)
House # 1
Bricks, wages...

Dep expense House # 2

Others
Total: $200,000

vels of activtiess
Level activit 1st month ( 2nd (80)
Rent (20m2) Number of 10m 10m
Cost of mobiphone (2customers 100m 180m

of acitvities changes in relevant range

$
H

O
200
home phone fixed cost
variable cost

Dividing mixed costs => Fixed costs; variable costs

High low method
Scatering graph method
Least R2
at the highest level of actitvity => Ymax = v*Mmax + FC (1)
at the lowest level of acitivity => Ymin = v* Mmin + FC (2)
(1) - (2) => Ymax - Ymin = v*(Mmax - Mmin)
=> v = (Ymax - Ymin)/(Mmax - Mmin)
=> FC = ?
 $000,000
105
365
385
450
265
1,610
230
1,660
130
1,770

105
365
470
(385)
85

450
(265)
185

DM + DL + MO = total MC
 => DL = Total MC - DM - MO
1,610

(385)
(450)
775

d WIP
230
1,610
1,840
?
1,660

130
1,660
1,790
??
1,770

D or I V or F
 D F
 I F
D V
D F
I F
I V
I F
D V

D or I V or F
 D V
 I F
 D F

 D F

 D V

 I V

 D V

 I F

- 100 240 300

- 10 24 30
15 15 15 19.80
22 22 22 22
$/month

$ b2)
10 24
15 15
22 22

$/ton
80
50
130

$
150,000
300,000
450,000
 450,000

300,000

150,000

180 tons/day 220 tons/day

300,000 450,000
4,500 5,500
66.67 81.82
130.00 130.00
196.67 - 211.82

1,000
600 VC
1,600
erials: brick, sand, steel....
ries, wages
equipment

/products => finished (completed) goods/products => COGS (COS)

FSs
B/S P/L
Inventory
- RM
- wip
- finished products === COS
verhead (MO)

not capitalized in 100%

products
penses

2/10, n/30, eom

MP = COS + End merchandises
27,000
152,000
179,000
(34,000)
145,000
st pools)

..... n (200)

400m

level of activities
x + FC (1)
+ FC (2)

- Mmin)
 510 600
51 60
36.60 43.80
22 26.50
A
 B

minutes/month

b3) 540 minutes

54
39
23.50
 100 200 300

VC
FC

number of students
s => COGS (COS)
C
Chapter 2: Accounting for overhead and absorption cost

A/ Methods of apportioning cost of support depts to production depts

B/ Absorbed overhead
Q1

Q2

a) Direct method
b) Step down method

c)
Q3

Q4

Q5
Q6

Q7

Q8
Q9
a)

b)

Q10
Q11
a)

b)

Q12
a)
b)

c)

Q13
a)
b)

Q14
c)

Q15

Q16
a)
b)

Q17
a)
b)

c/
c1/

c2/
Chapter 2: Accounting for overhead and absorption cost

DM, DL, overhead

A/ Methods of apportioning cost of support depts to production depts

Direct method (slide 6)

Overhead costs before any interdepartment cost apportion

Reapportioned Maintenance costs
Reapportioned IS costs

Step down method

Overhead costs before any interdepartment cost apportion

Reapportioned Maintenance costs

Reapportioned IS costs

Reciprocal method
methods 1: repeated

Overhead costs before any interdepartment cost apportion

Reapportioned costs of M (1st)

Reapportioned cost of IS (1st)

Reapportioned costs of M (2nd)

method 2: solving equation

 Overhead costs before any interdepartment cost apportion

Reapportioned maintenance

Reapportioned IS

Q10: direct method & step down method

B/ Absorbed overhead
absorbed overhead = OAR (0verhead rate) * actual activity
OAR = Estimated OH/Estimated volume of cost driver
= 3,100,000/31 = 100,000
Actual activity: 25 students
= 100,000*25 = 2,500,000

Case 1: Actual OH = Absorbed OH (no under or over absorbed)

Case 2: Actual OH > Absorbed
Actual OH - Absorbed OH = Under - absorbed = 3,000,000 - 2,
 Dr COS
Cr Overhead

Case 3: Actual OH < Absorbed

Actual OH - Absorbed OH = over - absorbed = 2,200,000 - 2,500

Dr Overhead
Cr COS

Costs
Heat and light
Repair cost
Dep expense
Rent
Cateen
Machinery insurance
Total apportined cost

Allocated & general costs before reapportioment

a) Direct method

Allocated & general costs before reapportioment

Reapportioned costs of maintenance
 Reapportioned costs of stores

b) Step down method

maintenance => Store (10%) 1,000/10,000*100%
store => Maintenance (20%)

Allocated & general costs before reapportioment

Reapportioned costs of stores
Reapportioned costs of maintenance

Algebraic method
x is cost per hour of maintenance dept
y is cost per store requisition
10,000x = 34,840 + 1,000y (1)
5,000y = 18,660 + 1,000x (2)

Allocated & general costs before reapportioment

Reapportioned costs of maintenance
Reapportioned costs of stores
(homework)

OAR = Estimated OH/Estimated volume of cost driver

based on DM (36,000/32,000)
based on DL (36,000/40,000)
...MHs (36,000/10,000)
...DLHs (36,000/18,000)
...units of production (5,000/1,000)

OAR (63,000/9000)
Overhead absorbed (7*9,900)
Actual overhead
Over-absorbed

Dr Overhead
COS
DM (4*3)
DL (2*4)
Overhead (700,000/50,000)
Cost per unit

Salary of supervisor
Remaning overhead
(700,000 - 100,000 = 600,000)

DL hours for desks

DL hours for chairs

Overhead rate ($/DLH)

(300,000/100,000; 400,000/40,000)

DM (4*3; 4*2)
DL (2*4; 2*1)
Overhead
+ Assembly (3*3; 1/2*3)
+ Finishing (10*1; 10*1/2)
Cost per unit

Factory rent (cubic space)

Factory heat (cubic space)
Supovisors
Dep expense (NBV equipment)
Canteen expenses
welfare cost (no of employee)

Production dept: Process, Packing

Service dept: Canteen
Total cost of canteen
Total number of employees of P &P
Rate 921,062/90)

Total allocated and apportioned cost

Reapportionment cost of Canteen
Total allocated and apportioned cost

Assum that: S is total cost of Store Dept

 M is total cost of Maintenance Dept
S = 20,000 + M*15%
M = 15,000 + S*20%

Y => A, B, C & X
X => A, B, C

Allocated overheads
Apportioned overheads
Total allocated & apportioned cost
Re-apportioned
Y (11,880/56*14; *21; *14; *7)
X (9,920*20%; *45%; *35%)
Total allocated, apportioned, re-apportioned

Total allocated, apportioned, re-apportioned

Direct labour hours
OAR (52,520/5,200); (93,250/7,460)]
(49,473/4780)

Estimated OH
Estimated MHs
Estimated DLHs
Estimated OAR

Absorbed OH = Estimated OAR * Actual activities

Estimated OAR
Actual activities
Absorbed OH

Absorbed OH
Actual OH
Over-absorbed
Under -absorbed

Dr MO - X
Cr COS

Dr COS
Cr MO - Y

Allocated costs
Apportioned costs
+ Building dep (42,000/12,000*4,560; ....)
+ Management salaries (27,000/54*18; ...)
+ Power (12,600/12,000*6,200;5,800)
+ Other utilities (9,400*35%; *45%; *10%....)
Total allocated & apportioned costs

Step 1: reapportioned employee facilities => P1, P2, Material Store

Step 2: reapportioned material store => P1, P2

Total allocated & apportioned costs

Reapportioned costs of employee facilities
(91,720/48*18; 24; 6)
Reapportioned costs of material stores
(85,925*40%; 60%)
Total costs

(TEAM)
Actual > Absorbed => Actual - Absorbed = under absorption
Reason 1: Actual price > Budget price, Volume of resources consumed
Reason 2: Actual activities > Estimated activities used under budget

(TEAM)

Budgeted costs
Budgeted hours (MHs, DLHs)
Predetermined absorption rate
Actual costs
Actual hours
Absorbed
(23.6*1,235; 8.4*6,395)
Under absorbed
Over absorbed

DM, DL, OH
- enable estimating cost of production just after production completed
- enable to control OH

As separate rates will reflect better relationship cause-effect between c

Items
Maintenance labor cost
Power
Rent & rates

Estimated costs
Estimated MHs
Rates ($/MH)

Job 21
Absorbed of MG1 (15.8*5)
Absorbed of MG2 (19.2*2)
Absorbed of MG3 (24.3*3)
Total absorbed
Service Depts (maitenance; IT; human .....)

Main Depts (cutting; sewing, packaging....)

Support Depts
Maintenance
6,300,000
 (6,300,000)

Support Depts
Maintenance
6,300,000

(6,300,000)

Support Depts
Maintenance
6,300,000

(6,300,000)
-

271,215

(271,215)
-

Assume that: cost per maintenance hour is x

 cost per IS hour y

20,000x = 6,300,000 + 500y

5,000y =1,452,150 + 4,000x

x=
y=

Support Depts
Maintenance
6,300,000

276,750

0,000 - 2,500,000 = 500,000

00 - 2,500,000 = 300,000

$
19,200
9,600
54,000
38,400
9,000
25,000
155,200

Production Departments
A
93,030

Production Departments
A
93,030
19,356
 10,367
122,752

Production Departments
A
93,030
11,196
21,429
125,655

x = 3.94
y = 4.52

Production Departments
A
93,030
19,660
13,560
126,250
Dept A
1.13
0.90
3.60
2.00

7
69,300
61,500
7,800

7,800
$
12
8
14
34

Assembly
60,000
240,000

300,000

90,000
10,000
100,000

Desk
12.00
 8.00

9.00
10.00
39.00

Total
20,000
5,000
25,000
7,000
18,000
5,000
80,000

21,062
90
234.02

Total
80,000
(a)
(b)

Production Cost Centre

A
17,628
29,938
47566

2,970
1,984
52,520

Production Cost Centre

A
52,520
5,200
10.10

X
161,820
8,700
 _____
18.60

X
18.60
8,960
166,656

X
166,656
163,190
3,466

3,466

4,251

P1
107,000

15,960
9,000
6,510
 3,290
141,760

P1
141,760

34,395

34,370
210,525

consumed more than budget

budget

Cost centre X
$28,556
1,210
$23·60 per machine hour
$29,609
1,235 machine hours
 29,146

463

ompleted

etween cost & cost objects

$
33,600
26,000
39,800

MG1
129,560
8,200
15.80

79.00
38.40
 72.90
190.30
man .....)

ging....)

ort Depts Operating Depts

IS Machining
1,452,150 4,000,000
 2,362,500
(1,452,150) 1,290,800
- 7,653,300

ort Depts Operating Depts

IS Machining
1,452,150 4,000,000

1,260,000 1,890,000
2,712,150
(2,712,150) 2,410,800
- 8,300,800

ort Depts Operating Depts

IS Machining
1,452,150 4,000,000

1,260,000 1,890,000
2,712,150

(2,712,150) 2,169,720
-
54,243 81,365

e hour is x
 y

(a)
(b)

328.83
553.50

ort Depts Operating Depts

IS Machining
1,452,150 4,000,000

1,315,320 1,972,980

2,214,000
8,186,980

Case 2
 Case 3

Volume of cost driver Rates

15,000 1.28
15,000 0.64
80,000 0.68
15,000 2.56
120 75.00
80,000 0.31

Departments Service Departments

B Maintenance
60,670 34,840

Departments Service Departments

B Maintenance
60,670 34,840
15,484 (34,840)
 8,293
84,448 -

Store

Maintenance
Departments Service Departments
B Maintenance
60,670 34,840
3,732 3,732
17,143 (38,572)
81,545 -

Departments Service Departments

B Maintenance
60,670 34,840
15,760
4,520 4,520
80,950

Rounded number
Dept B

5.00

$/DLH

COS

7,800
Finishing Total
40,000 100,000
360,000 600,000

400,000 700,000

30,000
10,000
40,000

10

Chair
8.00
 2.00

1.50
5.00
16.50

Processing Packing
12,500 6,250

15,000 10,000

- -

36,125 22,813

Processing Packing
36,125 22,813
11,701 9,361
47,826 32,174
Production Cost Centre
B C
38,490 14,671
45,841 28,360
84331 43031

4,455 2,970
4,464 3,472
93,250 49,473

Production Cost Centre

B C
93,250 49,473
7,460 4,780
12.50 10.35

Y
97,110
 8,300
11.70

Y
11.70
7,870
92,079

Y
92,079
96,330

4,251

3,466

4,251

P2 Material store
89,000 68,000

19,740 2,520
12,000 3,000
6,090
 4,230 940
131,060 74,460

P2 Material store
131,060 74,460

45,860 11,465

51,555 (85,925)
228,475 -

Cost centre Y
$54,264
6,460
$8·40 per labour hour
$52,567
6,395 labour hours
 53,718

1,151

Volume of cost driver Rates

1,600 21.00
440,000 0.06
4,000 9.95

MG2 MG3
107,520 119,070
5,600 4,900
19.20 24.30
ating Depts
Total
Assembly
2,000,000 13,752,150
 3,937,500 6,300,000
161,350 1,452,150
6,098,850 13,752,150

ating Depts
Total
Assembly
2,000,000 13,752,150

3,150,000 6,300,000

301,350 2,712,150
5,451,350 13,752,150

ating Depts
Total
Assembly
2,000,000 13,752,150

3,150,000

271,215

135,608
ating Depts
Total
Assembly
2,000,000 13,752,150

3,288,300

276,750
5,565,050 13,752,030

Overhead WIP => finished go

Actual $ Absorbed ($) = OAR*actual activity
3,000,000 2,500,000 .........................................
500,000 ====================
under - absorption
 Overhead
Actual $ Absorbed ($) = OAR*actual activity
2,200,000 2,500,000
300,000

Production Departments Service Departments

A B Maintenance
7,680 5,120 3,840

Departments
Total
Stores
18,660 207,200

Departments
Total
Stores
18,660 207,200
-
 (18,660) -
- 207,200

Departments
Total
Stores
18,660 207,200
(18,660) -
-
- 207,200

Departments
Total
Stores
18,660 207,200
3,940 39,360
22,600
207,200
 Overhead
61,500 69,300
7,800
Cateen
1,250

18,000

21,062

Cateen
21,062
(21,062)
-
 Service Cost Centre
X Y
3,795 6,130
4,640 5,750
8435 11880 195,243

1485 -11880
(9,920)
195,243
Employee facilities
84,000

3,780
3,000
 940
91,720

Employee facilities
91,720 439,000

(91,720)

- 439,000
MG1 MG2 MG3
12,600 8,400 12,600
13,000 6,500 6,500
15,920 13,930 9,950
41,520 28,830 29,050
marketed
 => finished good COS
activity
................................. 2,500,000
================= 500,000
er - absorption
 COS
activity
2,500,000
300,000

vice Departments
Total
Stores
2,560 19,200
Total
33,600
26,000
39,800
Revision for Mid term
Chapter 1: Q7, 8, 9, 10
Manufacturing costs (product costs, inventorial costs)
DM
DL
MO

Non manufacturing costs (period costs)

Selling expenses
Admin expenses

Costs of goods manufactured (COGM) >< Costs of goods sold (

COGM: manufacturing process
COS = Finished goods at Beg + COGM
COGM = WIP at Beg + MC incurred in p
DM cost = DM at Beg + DM purchased

Chapter 2: Q5, Q12, Q1-2, Q13

Reapportion of support costs => production centres (production
+ Direct method
+ Step down method
+ Reciprocal method
Absorbed overhead
 Theoritical question related OAR:
+ Why is preditermined (estimated) OA
+ Why actual OAR => difference (over;

Chapter 3: Marginal costing

Manufacturing costs (product costs, inventorial costs)
DM
DL
MO

Non manufacturing costs (period costs)

Selling expenses
Admin expenses

Marginal cost
+ Inventorial costs = a + b + c
+ Contribution margin = Revenues - (a

Absorption costs
+ Inventorial costs = a + b + c + d
 + Gross profit = Revenues - (a + b + c

For and against (slide)

Impact of variable costs & absorption costs on net profit

Case 1: production > sales => end units
Net income under marginal co

Case 2: production < sales => end units

Net income under Ab = Net in

Case 3: Production = Sales

Net income under Ab = Net in
Q3
Manufacturing costs (product costs, inventorial costs)
DM
DL
MO

Non manufacturing costs (period costs)

Selling expenses
Admin expenses

Actual Fixed Production Overhead = Budgeted Fixed production

Budgeted fixed production overhead: (4*10,000): 40,000
=> Actual fixed production overhead: 40,000

Actual Fixed selling overhead = Budgeted fixed selling overhead

 => Actual fixed selling overhead: (2*10,000) = 20,000

a) Absorption costings
Income statement under absorption costing

Revenues (20*9,000)
Less:
COS (2 + 3 + 3 + 4)*9,000
Less: over - absorbed
Gross profit
Less:
Variable selling costs (1*9,000)
Fixed selling costs (2*10,000)
Net income

b) Marginal costing
Revenues (20*9,000)
Less: Variable costings
Variable costs of COS (2+3+3)*9,000
Variable selling costs (1*9000)
Contribution margin
Less: fixed costs
Fixed manufacturing costs
Fixed selling costs
Net income

c) Net income under Ab

Net income under Ma
 Defference
Reconciliation
Beg units of inventory: 0
End units of inventory: 2,000
Production > sales => End units > Beg units
=> Net income under Ab > Net income under Ma
= (End units - Beg units)*OAR = (2,000 - 0)*4 =

d)
Beg units of inventory
End units of inventory
End units > Beg units (difference)
=> Net income under Ab > Net income under Ma
Net income under Ab
Less: Differences
(5,000*8)
Net income under Ma

Q4
Produce 5,800 > Sales 5,200 => Net income under Ab > Net in
Actual fixed overhead:
Budgeted fixed overhead: (5*5,000)

a) Net income under Marginal costing

Sales revenues (5,200*30)
Less: Variable costs
- (6+7.5+2.5)*5,200
Contribution margin
 Less: Fixed costs
Net income

b) Net income under Absorption costing

Sales revenues (5,200*30)
Less: COS
(6+7.5+2.5+5)*5,200
Less: over-absorbed
Net income

c) Reconciliation
Net income under Ab
Less: Net income under Ma
Difference

End units - Beg units (600 - 0)

OAR/unit
Difference
 Variable costs Fixed costs
x
x
x x

x x
x x

of goods sold (costs of sales)

rocess
t Beg + COGM - Finished goods at End
MC incurred in period - WIP at End
DM purchased - DM at End

es (production departments)

OAR = Estimated overhe

Overhead =.....($/DLH)
Dr Cr
Actual Absorbed = OAR * Actual activities
100,000 90,000
 Case 1: Actual > Absorbed => Actual - Aborbed = A (under absorbed)
Dr COS: A
Cr Overhead: A

Case 2: Actual < Absorbed => Absorbed - Actual = B (over absorbed)

Dr Overhead: B
Cr COS: B

(estimated) OAR used

fference (over; under absorbed = 0)

Variable costs Fixed costs

a
b
c d

e f
h g

Revenues - (a + b + c) of goods sold - (e + h)

b+c+d
es - (a + b + c + d) of goods sold

es => end units of inventory > beg units of inventory => Net income undwer Ab
der marginal cost = Net income under Ab - OAR * (End units of inventoy - Beg

es => end units of inventory < beg units of inventory => Net income under Ab <
der Ab = Net income under Ma - OAR * (Beg units of inventory - End units of in

der Ab = Net income under Ma

Variable costs Fixed costs

2
3
3 4

1 2
- -

xed production overhead

40,000 4*11,000

elling overhead
 2*9,000

CU: $
180,000
COS
108,000
(4,000) 104,000
76,000

(9,000)
(20,000)
47,000

CU: $
180,000

72,000
9,000
99,000

40,000
20,000
39,000

47,000
39,000
 8,000

8,000

15,000
20,000
5,000

130,000

(40,000)
90,000

der Ab > Net income under Ma

27,400
25,000

156,000
(83,200)

72,800 Fixed overhead

 (27,400) Actual
45,400 27,400
1,600

156,000 29,000
109,200
Over-absorbed = 29,000
(1,600) 107,600 Dr Fixed overhead
48,400 Cr COS

48,400
(45,400)
3,000

600
5
3,000
 prime cost conversion cost
x
x x
x

stimated overhead/Estimated volume of cost drivers

...($/DLH)

($/DLH*DLHs
nder absorbed)

over absorbed)
ome undwer Ab > Net income under Ma
inventoy - Beg units of inventory)

ome under Ab < Net income under Mar

- End units of inventory)
 MO
Actual Absorbed
40,000 44,000
4,000
xed overhead
 Absorbed
29,000

29,000

sorbed = 29,000 - 27,400 = 1,600

overhead 1,600
1,600
Chapter 3: Marginal costing (variable costing)
A/ Marginal costing >< Absorption costing
Inventorial costs => Capitalized in inventory
Period costs => Not being capitalized
Marginal costing
Manufacturing costs Inventorial
- DM x
- DL x
- MO
+ Variable costs x
+ Fixed costs no => period

Non manufacturing costs Period

+ Selling
Variable cost x
FC x
+ Admin
Variable cost x
FC x

Gross profit (gross margin) = Sales revenues - COS

Net income = Gross profit - Selling costs - Admin costs

Contribution margin = Sales revenues - Variable costs (Variable

Net income = Contribution margin - FC ( Fixed manufacturing co

Q1
Selling price per unit 10
Less: Variable cost per unit 6
 Contribution margin per unit 4
(cmu)
if sales of 10,000
Sales revenues 100,000
Less:
Variable costs (60,000)
Contribution margin 40,000
Less: Fixed costs (45,000)
Net income (5,000)

Q2
b) Net profit under marginal costing
Sales revenue (35*1,500)
Less: Variable costs
+ Variable prodution costs 22,500
(5+8+2)*1500
+ Variable S & A costs 7,875
(52,500*15%)
+ Total variable costs
Contribution margin
Less: Fixed costs
+ Fixed manufacturing cost 15,000
+ Fixed S & A costs 10,000
Net income (loss)

a) Net profit under absorption costing

Sales revenue (35*1,500)
 Less: COS
(5+8+2+5)*1500 30,000
Add: under-absorbed 5,000
Gross profit
Less: S & A
- Variable costs (52,500*15%)
- Fixed costs

Net income (loss)

c) Net loss under variable cost

Net loss under absorption cost
Difference

d) Reconciliation
Production = 2,000 (units) > sales = 1,500 (units) => difference =
Beg inventory = 0, end inventory = 500 (unit) => End > Beg =>
OAR/unit
Difference (5*500)
Net profit Under Va
OAR per unit
Difference in unit
=> Net profit under Ab = Net prof
=> Net profit under Ab = Net prof

B/ For & against of Marginal costing and absorption costing (slide 7)

Q3
a) Marginal cost
Sales revenue (20*9,000)
Less Variable costs
(2+3+3+1)*9,000
Contribution margin
Less Fixed cost
Fixed MC (4*10,000)
Fixed Selling costs (2*10,000)
Net profit

b) Absorption cost
Sales revenue (20*9,000)
Less: COS
(2+3+3+4)*9000 108,000
Less: Over-absorbed (4,000)
Gross profit
Less: Selling
- Variable (1*9,000)
- Fixed costs (2*10,000)
Net profit

c) net profit under Ab

net profit under Va
Difference

Reconcile:
Beg unit = 0, end units = 0+11,000-9,000 = 2,000 => end units >
Difference = (2,000-0)*OAR = 2,000*4 =
Q4

Inventorial
(Marginal costing)
6.00
7.50
2.50
____
16.00
a) Net profit under marginal costing
Revenue (30*5,200)
Less: Variable costs (16*5,200)
CM
Less: Fixed cost
Net income

b) Net profit under absorption costing

Revenue (30*5,200)
Less: COS
COS (21*5200) 109,200
Less: over absorbed (1,600)
Gross profit (net income)

c) Reconciliation
Net income under Va
Net income under Ab
Difference
 Units produced (5,800) > Unit sold (5,200):
OAR
Difference

Q5
a/ Sales revenue (12*45,600)
COS (5.2 + 2.8)*45,600
Under absorbed (over-absorbed)
Gross profit
Less: Non production costs
Variable costs (0.65*45,600)
Fixed costs (1.7*46,000)
Net profit

b/
Beg units -
End units (46,000 - 45,600) 400
End units > Beg units => Net income under Ab > Net income Ma
Net income under Ab = Net incom
74,560 = Net income under Ma +
=> Net income under Ma = 74,56
Why?
A portion of fixed MO is deferred in ending inventory => Total co

Q7
1a) Income statement under absorption costing
Revenues (22*345,400)
 Less:
COS (5.1 + 4.8)*345,400 3,419,460
Under absorbed 24,480
Gross profit
Less:
Variable operating cost (1.1*345.400)
Fixed operting costs
Net income

1b) Marginal costing

Revenues (22*345,400)
Less: Variable costs
- Variable production cost (5.1*345,400)
- Variable operating costs (1.1 * 345,400)
Total CM
Less: Fixed cos
- Fixed production costs
- Fixed operation cost
Net income

2/ absorption costing
Net income 2,694,920
Sales revenue 7,598,800
Net income/sales revenue% 35.47%

3/ Net income under Ab 2,694,920

Net income under Ma 2,937,320
Difference 242,400
 Beg inventory (85,000) > Beg inventory (34.500) => Net income
Profit under Ab = Profit under Ma - (Beg units - End units)*OAR
Beg units - End units (85,000 - 34,500)
OAR
Difference (50,500*4.8)

4/ For and against of Ab or Ma

 Absorption costing
Inventorial
x Revenues - Expenses
x

x
x

period

x
x

x
x

ues - COS
Admin costs

ariable costs (Variable cost of COS + Variable selling cost + variable admin co
Fixed manufacturing costs + FC of selling + FC of admin costs)
if sales of If sales of
15,000 20,000
150,000 200,000

(90,000) (120,000)
60,000 80,000
(45,000) (45,000)
15,000 35,000

52,500

30,375
22,125

25,000
(2,875)

52,500
 35,000
17,500

7,875
10,000
17,875
(375)

(2,875)
(375)
(2,500)

0 (units) => difference = 500

unit) => End > Beg => Net profit under Ab > Net profit under Va
5
2,500
nder Va

fit under Ab = Net profit under Va + Difference in unit * OAR (End units > Beg
fit under Ab = Net profit under Va - Difference in unit * OAR (End units < Beg

ion costing (slide 7)

 180,000

81,000
99,000

40,000
20,000
39,000
Manufacturing overhead
actual
180,000 40,000
4,000

104,000
76,000

9,000
20,000
47,000

47,000
39,000
8,000

= 2,000 => end units > beg units => Net profit under Ab > Net profit Va
8,000
 Inventorial
(Absorption
costing)
6.00
7.50
2.50
5.00
21.00

156,000
83,200
72,800
27,400 over-absorbed
45,400

156,000

107,600
48,400

45,400
48,400
3,000
 600 Net income under Ab = Net income under Va + (End
5
3,000

547,200
364,800
-
182,400

(29,640)
(78,200)
74,560

er Ab > Net income Ma

under Ab = Net income Ma + 400*OAR
et income under Ma + 400*2.8
come under Ma = 74,560 - 400*2.8 = 73,440

g inventory => Total costs deducted from sales revenues under Ab < Total cos

7,598,800
 3,443,940
4,154,860

(379,940)
(1,080,000)
2,694,920

7,598,800

(1,761,540)
(379,940)
5,457,320

(1,440,000)
(1,080,000)
2,937,320

Marginal costing
2,937,320
7,598,800
38.66%
4.500) => Net income under Ab < Net income under Ma
nits - End units)*OAR
50,500
4.80
242,400
s - Expenses

ng cost + variable admin costs)

dmin costs)
Manufacturing overhead
 actual absorbed
15,000 10,000
5,000 under-absorbed

ofit under Va

nit * OAR (End units > Beg units)

nit * OAR (End units < Beg units)
facturing overhead COS
absorbed
44,000

er Ab > Net profit Va

 Overhead
Actual Absorbed
27,400 29,000
1,600

COS
1,600
et income under Va + (End units - Beg units)*OAR

Overhead
Actual Absorbed
128,800 128,800

enues under Ab < Total costs deductd from sales revenue under Ma

Overhead
Actual Absorbed
1,440,000 1,415,520
24,480 under absorbed
COS
30,000
5,000 35,000
COS

4,000
evenue under Ma
sorbed
Chapter 4: Job costing

Q1

1)
Direct material costs
Direct manufacturing labor costs
Manufacturing overhead costs
OAR (2,700,000/1,500,000)
(2,755,000/1,450,000)

2)
Direct material costs
Direct manufacturing labor costs
Manufacturing overhead costs

3) Actual MO costs
Absorbed (1.8*1,450,000)
Under absorbed

OAR = Actual MO/Actual volume cost driver

Absorbed = OAR*Actual volume of cost driver = Actual MO

Q2
1)
Assembly support costs ($)
DLHs (hours)
 OAR

2a) for Laguna Model

DM
DL
Assembly support costs

2b) For mission Model

DM
DL
Assembly support costs

3/ Able to calculate cost of job just after job completed => making d

Q3
1)
Manufacturing overhead
Direct manufacturing labor costs
Direct manufacturing labor-hours
Machine-hours
Estimated OAR

2)
Absorbed MO of machining dep for Job 494 (36*2,000)
Absorbed MO of assembly dep for Job 494 (1.8*15,000)
3)
Actual MO
Absorbed MO
(36*55,000; 1.8*2,200,000)
Under absorbed
Over abosorbed

Q4
1) Budgeted OAR = Budgeted indirect costs/Budgeted professiona
= 13,600,000/5,312,500 =

2) Markup = 11%*revenue
Revenue
markup%
Markup (21,250,000*11%)

Markup/Professional labor costs = 2,337,500/5,312,400*100%

3)
a) Direct cost (professional costs)
Catergory
Director
partner
Associate
Assistant
 Indirect cost (client support) (2.56*10,075)
Total costs

b) Assume that: Revenue for bidding: X

Operating Income: X*11%
Revenue = Costs + Operating income
X = 35,867 + X*11%
=> X = 35,867/(1-11%) =

Q5
2) Cash, A/P => RM ====>WIP =======> Finshed goods ======
Dr RM and supplies
Cr A/P

Dr WIP
Cr RM

Dr Manufacturing overhead
Cr RM

Dr WIP
Cr Salary payable

Dr Manufacturing overhead
Cr Salary payable

Dr Manufacturing overhead
Cr Acc dep
 Dr Manufacturing overhead
Cr A/P...

Absorbed MO = 1,300*160% =
Dr WIP
Cr MO

Dr COS
Cr Finished goods

Dr A/R
Cr Revenue

Absorbed MO
Actual MO
Over - absorbed

Q7
2) Direct cost rate ($104,000/1600 hours)

3) Indirect cost rate (2,200,000/1,600*25)

4)
Direct costs
(65*100; 65*150)
Indirect costs
(55*100; 55*150)
Estimated costs
 Budget for 2011 Actual Results for 2011
2,000,000 1,900,000
1,500,000 1,450,000
2,700,000 2,755,000
1.80 1.90

Normal costing Actual costing

40,000 40,000
30,000 30,000
54,000 57,000
124,000 127,000

2,755,000
2,610,000
145,000

cost driver
of cost driver = Actual MO

Actual Budgeted
6,520,000 8,300,000
163,000 166,000
 40.00 50.00

Actual Normal
106,760 106,760
36,950 36,950
38,400 48,000
182,110 191,710

Actual Normal
127,550 127,550
41,320 41,320
42,000 52,500
210,870 221,370
after job completed => making decision timely

Machining Department Assembly Department

1,800,000 3,600,000
2,000,000

50,000
36.00 1.80

or Job 494 (36*2,000)

or Job 494 (1.8*15,000)
 Total MO absorbed for Job 494

Machining Assembly
2,100,000 3,700,000
1,980,000 3,960,000

120,000
260,000

ect costs/Budgeted professional labor costs

12,500 = 2.56

21,250,000
11.00%
2,337,500

= 2,337,500/5,312,400*100%
44.00%

Budgeted rate per hour Budgeted hours

198 4
101 17
49 42
36 153
6*10,075)

40,300

=====> Finshed goods ======> COS

800
800

710
710

100
100

1,300
1,300

900
900

400
400
 550
550

2,080
2,080
2,080

4,020
4,020

8,000
8,000

2,080
1,950
130

65.00

55.00
Richardson Punch
6,500 9,750

5,500 8,250

12,000 18,000
72,000
27,000
 99,000

$
792
1,717
2,058
5,508
10,075
25,792
35,867
 Finished goods
Open Bal 500
WIP ???

End Bal ???

MO
RM 100
Salary payabl 900 2,080
Acc dep 400
A/P... 550
COS 130
2,080 2,080
Finished goods

4,020 COS

WIP
Chapter 5: Process, Joint and By product costing
A/ Process costing
a1/ When is this method adopted (slide 2)
a2/ Methods of calculating
Beg WIP + Manufacturing cost incurred in period = COGM + End

Case 1: Beg WIP = 0

End WIP = 0
(a) => COGS = MC incurred in period
COGM per unit = COGS/Units completed
Beg WIP -
MC during Mar
+ DM 100,000
+ CC 20,000
120,000
End WIP -
Units completed 12,000

Case 2:
Beg WIP = 0
End WIP > 0
(a) => COGM = Beg WIP + MC incurred during the period - End

rice + water added at beg of cook

gas:
 Costs of rice $& water for end WIP
Costs of gas: 100/(10+5*50%)*(5*5
Total End WIP

COGM for 10 cookers completed =

cogm per unit (480/10)
Equivalent unit = 5*50% = 2.5 cookers

Case 3:
Beg WIP > 0
End WIP > 0
(a) => COGM = Beg WIP + MC - End WIP
case 3.1 Weighted average method
case 3.2 FIFO

Q1 Equivale
Q2 DM
Physical
1/ units P
Beg WIP -
Units started in July 50,000
Units to account for 50,000
Units completed & transferred 35,000 35,000
End WIP (2/3) 15,000 15,000
Units accounted for 50,000 50,000
 $
Beg WIP - -
MC incurred in July 455,000 250,000
Total costs to account for 455,000 250,000
Cost per unit 10 5.00
Costs assigned to:
Units completed & transferred 350,000 175,000
End WIP 105,000 75,000
Total costs accounted for 455,000 250,000

Q3
a) weighted average method
(T% completion of Beg are ignored)
Equivalent units
Physical
units DM

Beg WIP 80
Units started in May 500
580
Units completed 460 460
End WIP 120 72
580 532
$
Beg WIP 584,400 493,360
MC incurred in May 4,612,000 3,220,000
5,196,400 3,713,360
 Cost per unit 9,970 6,980
Assigned to:
Units completed 4,586,200 3,210,800
End WIP 610,200 502,560
5,196,400 3,713,360

b) FIFO
Equivalent units
Physical
units DM

Beg WIP 80
Units started in May 500
Total units to account for 580
Beg WIP 80 8
Started and completed in Ma 380 380
(460-80)
End WIP 120 72
Total units accounted for 580 460
$
Beg WIP 584,400 493,360
MC incurred in May 4,612,000 3,220,000
Total costs to account for 5,196,400 3,713,360

Cost per equivalent unit 10,000 7,000

Costs assigned
 Beg WIP
+ Cost of Beg WIP 584,400 493,360
+ Add: MC in May 200,000 56,000
784,400 549,360
Started and completed in Ma 3,800,000 2,660,000
End WIP 612,000 504,000
Total costs accounted for 5,196,400 3,713,360

B) Joint Product/Costs
Q7

Split off
point
Joint Costs:
DM: $300
CC: $200

a) Allocation based on physical unit (measurement)

Soymeal Soyoil
Units 500 100
Total Joint Costs
Allocation rate (500/600)
Joint costs allocated 417 83

1a) Soy meal Soy oil

 Units 500 100
selling price at SP per unit 1 4
Total revenue at SP 500 400
Total joint costs (300 +200)
Allocation rate
Joint costs allocated 278 222

1b) Soy meal Soy oil

Final selling price per unit 2 1.25
Final product units 600 400
Final sales revenue 1,200 500
Less: Incremental costs 300 200
NRV (net realizable value) 900 300
(1,200-300); (500 - 200)
Total joint costs (300 +200)
Allocation rate
(500/1,200)
Joint costs allocated 375 125
Joint costs allocated 278 222

C/ By Product
* Definition: (slide 5) insignificant value in comparision with by pr
* Don't allocate common cost to by product
* Value of by product deducted from joint costs before sharing jo
Q5
3)

Wholesale
Selling Price
Pounds of per Pound
Parts
Product When
Production Is
Complete

Breasts 100 $0.55

Wings 20 0.2
Thighs 40 0.35
Bones 80 0.1
Feathers 10 0.05

4) Value of by-product => deducted from joint cost => allocate to main
Value of by products

Wholesale
Selling Price
Pounds of per Pound
Parts
Product When
Production Is
Complete

Wings 20 0.2
Bones 80 0.1
Feathers 10 0.05
 Joint cost
Less: Value of byproduct
Joint cost allocated to main products

Wholesale
Selling Price
Pounds of per Pound
Parts
Product When
Production Is
Complete

Breasts 100 $0.55

Thighs 40 0.35

Q6

Joint costs: $120,000

Split off
point
 Turnpentine
Method 1 Method 2
Revenue
Less Costs
Joint costs allocated
Additional costs
Net income
= COGM + End WIP (a)

COGM = 0 + 120,000 - 0 = 120,000

cogm per unit = 120,000/12,000 = $10/unit

e period - End WIP = MC - End WIP

at beg of cooking: $600 10 cookers completed

$100 5 cookers in process: 50% completion

er for end WIP: 600/(10+5)*5 = 200
0+5*50%)*(5*50%) 20
220

rs completed = 0 + 700 - 220 = 480

48

Equivalent Units
DM
Conversion
Q costs

35,000 35,000
- 10,000
35,000 45,000
 - -
70,000 135,000
70,000 135,000
2.00 3.00

70,000 105,000
- 30,000
70,000 135,000

Equivalent units
Conversion
cost

460
36
496

91,040
1,392,000
1,483,040
 2,990

1,375,400
107,640
1,483,040

Equivalent units
Conversion
cost

48
380

36
464

91,040
1,392,000
1,483,040

3,000
 91,040
144,000
235,040
1,140,000
108,000
1,483,040

Soy meal:
500
additional cost
pounds;sellin
g orice
$1/pound
300
Split off
point

Soy oil: 100

gallons, additional cost
selling price
per gallon: $4

200

Soy oil => futher be processed (stop)

600 Soy meal => stop (further processed)
500
0.83 Incremental revenue
500 incremental cost
Case 1: If A >; = B => futher be processed
Total Case 2: If A , B => stop
 900 Revenue of final product
500 Less: Revenue of SP
0.56 Incremental revenue
500 Less: incremental costs
Increment profit (loss)

Total

Revenue
1,700 Less costs
500 + Joint costs allocated
1,200 + Additional costs
Net profit (loss)
500 Difference (622 - 222)
0.42
Joint cost allocated = Sunk costs
500
500

sion with by product

fore sharing joint cost to main products

 Allocation Allocated
Total sales Cost per unit
rate joint costs

55.00 33.74 0.34

4.00 2.45 0.12
14.00 0.61 8.59 0.21
8.00 4.91 0.06
0.50 0.31 0.03
82 50.00
ocate to main products

Value
4.00
8.00
0.50
 12.50
50.00
12.50
37.50

Allocation Allocated
Total sales Cost per unit
rate joint costs

55.00 29.89 0.30

0.54
14.00 7.61 0.19
69 37.50

additional cost

Turpentine
$2/gallon

off 7,500 gallons

t
additional cost

methanol
$3/gallon
 methanol

2,500 gallons

Methanol
Method 1 Method 2
s: 50% completion
 Soy cookies: 600
pounds; selling price:
$2/pound

Soyola: 400 quarts

Selling price
1.25/unit

processed (stop)
urther processed)

A
B
=> futher be processed
 Soy meal Soy oil
1,200 500
500 400
700 100
(300) (200)
400 (100)
Processed Stop
Soy meal Soy oil
Stop Processed Stop Processed
500 1,200 400 500

278 278 222 222

- 300 - 200
222 622 178 78
400 (100)

= Sunk costs
 End End
inventory inventory
(units) (cost)

15 5.06
4 0.49
6 1.29
5 0.31
2 0.06
7.21
 End End
inventory inventory
(units) (cost)

15 4.48
6 1.14
5.63

onal cost
Turpentine"

7,500 gallons
onal cost additional cost

methanol"
methanol"

2,500 gallons
Selling price = $21/gallon

Incremental revenue/gallon (48 - 21)

Incremental cost/gallon
Incemental net income/gallon
onal cost

tasting Beverage
 tasting Beverage

$9/gallon

Selling after tax: 60*(1-20%) =

e/gallon (48 - 21) 27

9
me/gallon 18 => be further processed
ax: 60*(1-20%) = 48
Chapter 6: Budgeting
Definition
Purpose (slide 2)
Functional budget (slide 5)
Master budget

Q4) Functional budgets

Sales budget => Production budget => Material budget (purchase)
=> Labor budget
=> Overhead budget
1/ Sales budget
X Y Z
Unit sold 2,000 4,000 3,000
Selling price per unit 100 130 150
Sales revenue 200,000 520,000 450,000

2/ Production budget
X Y Z
Unit sold 2,000 4,000 3,000
add : End finished good 600 1,000 800
less : Beg finished good 500 800 700
Finished goods produced 2,100 4,200 3,100

3/ Material usage budget

RM11 RM22 RM33
X 10,500 4,200 -
Y 12,600 8,400 8,400
 Z 6,200 3,100 9,300
Material uasage 29,300 15,700 17,700

4/ Material purchase budget (quatity, $)

RM11 RM22 RM33

Material uasage 29,300 15,700 17,700
add : Closing RM 18,000 9,000 12,000
less: Opening RM 21,000 10,000 16,000
material purchased 26,300 14,700 13,700
RM purchased/ material 5 3 4
material purchased cost 131,500 44,100 54,800

5/ Labor budget
X Y Z
Finished goods produced 2,100 4,200 3,100
Expected hours per unit 4 6 8
Labor hours used 8,400 25,200 24,800
hourly rate (labour) 9 9 9
Labor hours cost 75,600 226,800 223,200

Q5
a) Sales budget
Q1 Q2 Q3
Sales units 1,950 2,275 3,250
Selling price per unit 56 56 56
 Sales revenue 109,200 127,400 182,000

b) Production budget
Q1 Q2 Q3
Sales units 1,950 2,275 3,250
Add: End finished goods 175 250 175
2,125 2,525 3,425
(150) (175) (250)
Produced units 1,975 2,350 3,175

c) Q1 Q2 Q3
Produced units 1,975 2,350 3,175
Units of DM/unit 3 3 3
Materials used 5,925 7,050 9,525
Add: end material - - -
5,925 7,050 9,525
Less: Beg material - - -
Materials purchased 5,925 7,050 9,525
Purchase price/unit 6 6 6
Total purchase cost 35,550 42,300 57,150
get (purchase)

d budget

Total
Q4 Q5
2,275 1,950
56 56
 127,400 109,200

Q4 Q5
2,275 1,950
150
2,425
(175)
2,250

Q4
2,250
3
6,750
-
6,750
-
6,750
6
40,500 175,500
Chapter 7: Cost Standard and Variance Analysis
A/ Standard
B/ Variances Analysis
2 100,000
3 50,000
b1/ Direct material variances
Total variance = Actual costs - Standard Costs (allowed fo
b11) Price variance
Price variance = (actual price/material unit - standard price
actual price/material unit ($98,600/11,700kg)
standard price/material unit
Price variance = (8.43 - 10)*11.700
Reasons:
- Wrong standard
- Purchase managers find reasonable suppliers
- Relationship with quality of material
-.....

b12) quantity (usage) variance

Usage variance = (actual quantity used - standard quantit
Actual quantity used
Standard quantity used (10*1000)
Usage variance = (11,700 - 10,000)*10 =

Reasons:
- Wrong standard
 - Quality of material is not good => purchase manager
- Level of labor forces => personal managers, production
- Quality of machine, equipments
-.....
b13) total variance
Price variance (18,400)
Usage variance 17,000
Total variance (1,400)

Actual costs
Standard costs allowed for actual outpu
(10*1,000*10)
Variance (98,600 - 100,000)

b2) Direct labor variances

b21) Rate variance = (actual rate - standard rate)* actual
Actual rate (8,900/2,300) =
Standard rate
Rate variance = (3.87 - 5.00)*2,300
Reasons (slide 20)

b22) Efficiency vaiance = quantity used

= (actual DLH used - standard DLH allowed for actual

actual DLH used 2,300

 standard DLH 2,000
(2*1,000)
Standard rate 5.00

b23) total variance

Rate variance (2,600)
Efficiency variance 1,500
Total variance (1,100)

Total variance = Actual DL costs - Standard DL costs (allo

Actual DL costs
Standard DL costs
(2*1000*5)

Q5

Q11
1/ Total DL variance = (AH*AR - SH allowed for actual outpu
AH 49,000
AR (739,900/49,000) 15.10

SH allowed for actual output (9*5,500)

Actual output 5,500
SH per unit 9
 SR 15
= (49,000*15.1 - 9*5,500*15) =

2/ DM usage variance = (AQ used - SQ used)*SP = -1,500

(X - 30*5,500)*3 = -1,500
=> X = 164,500

3/ Actual price per pound (579,500/190,000) =

4/ DM price variance = (3.05 - 3)*190,000 =

Q7
Sales price variance = (Actual price/unit - Standard price/u
Actual price/unit 61
Budget price/unit 60
Sales price variance = (61 - 60)*6,000 =

Sales volume variance = (Actual quantity sold - Budget q

cmu is contribution margin per unit = selling price/unit - va
Actual quantity 6,000
Budget quantity 6,500
cmu (60-25-8-4) 23
Sales volume variance = (6,000 - 6,500)*23 =

Sales volume variance = (6,000 - 6,500)*5 =

e Analysis

100000*2
50000*3

tandard Costs (allowed for actual output)

aterial unit - standard price/material unit)*actual quantity purchased

0/11,700kg) 8.43
10.00
(18,400) F (favorable)

nable suppliers

y used - standard quantity allowed for actual output)*standard price/m

11,700
10,000
00)*10 = 17,000 (A)
(U)
=> purchase manager
nal managers, production managers

(F)
(A)
(F)

98,600
100,000

(1,400)

e - standard rate)* actual DLHs used

3.87
5.00
(2,600) F

y used
d DLH allowed for actual output)*standard rate

=> Efficiency variance = (2,300 - 2,000)*5 =

 F
A
(F)

- Standard DL costs (allowed for actul output)

8,900
10,000

(1,100) (F)

H allowed for actual output*SR)

1 - 9*5,500*15) = (2,600) F

- SQ used)*SP = -1,500

190,000) = 3.050

90,000 = 9,500 A (U)

ice/unit - Standard price/unit)*Actual quantiy sold

6,000 = 6,000 (F)

(A)
l quantity sold - Budget quantity sold)*standard cmu (gross profit/unit)
nit = selling price/unit - variable costs per unit

- 6,500)*23 = (11,500) (A)

- 6,500)*5 = (2,500) (A)

 standard cost/student: 100,000
number of students (expected) 30
Actual number of students 32
actual costs
3,100,000 - 3,200,000
ctual quantity purchased 3,000,000

ual output)*standard price/material unit

adverse
unfavorable
 DM

quantity purchased >< quatity used

,000)*5 = 1,500 A
tiy sold

=> Favorable
adverse Unfavorable (U)
dard cmu (gross profit/unit)
uatity used
Chapter 8: CVP (costs - volume - profit)
A/ Some definitions
* Contribution margin
contribution margin per unit = selling price per unit
total CM = Sales revenue - To
Profit = Sales revenue - Costs = Sales revenues - (
= (sales revenues
= total CM - FC

* contribution margin ratio (cm ratio)

cm ratio = cmu/selling price per unit = total CM/tota
cm ratio = 8/68 =

B/ BEP in case of manufacturing and selling single produc

BEP in units
Method 1: solving equation
 Method 2: cmu

Method 3: graph method

BEP in $
Method 1: solving equation => Q => $

Method 2: cm ratio

Method 3: gragh method (BEP in units)

Q1 1)
2) Revised cases
 BEP in units = 5,330,000/(68-54) =
BEP in $ = 5,330,000/20.59% =
Operating income = total CM - FC
= (68 - 54)*410,000 - 5,330,000

3) No
BEP in units, in $ under revised case > those under

Q4
1a; 100,000
1b; 2,250,000
cm ratio
BEP in $

2/
variable cost/unit = 0.3 + 0.04 = 0.34
3/
FC = 900,000*110%
Units sold = 5,000,000*110%
4/
FC = 900,000*80%
Variable cost/unit = 0.3*90%
Units sold = 5,000,000*140%
5/
FC = 900,000*110%
 6/
p = 0.5*110%
FC = 900,000 + 20,000

B/ BEP in case of manufacturing and selling multiple produ

sales mix = constant

BEP in units
Method 1: solving equation => Q of each product
Q2
b/Assume that:
Number of upgrade customer at BEP is X
=> Number of new customer at BEP is 4X
=> Sales revenue: 100X + 275*4X
=> Variable cos: 50X + 400X
=> FC
1,200X - 450X - 15,000,000 = 0
X = 15,000,000/(1,200 - 450) =

method 2: cmu on average

 cmu
sales mix

Total units at BEP = FC/cmu on average = 15,000,00

BEP in $
* Solving equation => BEP in $

* cmu ratio on average

cmu on average
selling price
Sales mix
selling price per unit on avera

cm ratio on average (150/240)

BEP in $ = FC/cm ratio on average = 15,000,000/62.

c/ 4,800,000
 cmu
Units sold
(220,000*80%; 220,000*20%)
Total CM
Less: Fixed cost
Net income

Q3
1/
2/ Coffee
Bagels

Q target = (FC + PBT)/cmu on average = (7,000 + 28

Coffee (25,000*4/5)
Bagel (25,000*1/5)
3/
Coffee
Muffin
Bagel
Q3.2
1) Selling price (commission fee) per unit (1,500,00*6%
Variable costs per unit
cmu
FC
Target operating income

3) selling price per ticket

4) Commission fee + customer fee/unit (60 + 5)

Q5
1/ Selling price per unit
Less: Variable cost/unit
- Purchase cost/unit
- Commission fee/unit
cmu
FC
+ Rent & ....
+ Sales people
+ Advertising
Total FC
 BEP in units = FC/cmu = 129,200/3,400 =

2/ Operating income
Less: income tax (40%)
Net income (X - 0.4*X)

Q target = (operating income + FC)/cmu = (85,000 +

me - profit)

r unit = selling price per unit - variable costs per unit

= Sales revenue - Total variable costs = cmu*Q sold
- Costs = Sales revenues - (Variable costs + FC)
= (sales revenues - variable costs) - FC
= total CM - FC
If total CM > FC => Total CM - FC > 0 => net income > 0
If total CM < FC => Total CM - FC < 0 => Net loss < 0
If total CM = FC => Total CM - FC = 0 =>Break even poin

o (cm ratio)
price per unit = total CM/total sales
11.76% 7%

ng and selling single product

assume that: p is selling price per unit

v is variable costs per unit
FC is fixed cost
Q is units at BEP = ?
p*Q - v*Q - FC = 0 => Q = ?
68Q - 60Q - 1,640,000 = 0 => Q = 1,640,000/(68-60) =
 => Q*(p - v) = FC => Q*cmu = FC => Q = FC/cmu
Q = 1,640,000/8 =

on => Q => $
Q = 205,000 (units)
p = 68
BEP in $ = 68*205,000 =

cm ratio = 11.76%
Q = FC/cmu => Q*p = FC/cmu*p = FC/ cm ratio
= 1,640,000/11.76% =

(BEP in units)

FC 5,330,000
v 54
p 68
Units sold 410,000
0/(68-54) = 380,714
.59% = 25,888,571
l CM - FC
68 - 54)*410,000 - 5,330,000 =

revised case > those under current case

40.00%
2,250,000

0.04 = 0.34
 ng and selling multiple products
table chair
1 2
5 10
10 20

on => Q of each product

tomer at BEP is X
omer at BEP is 4X
X + 275*4X 1,200
400X 450
15,000,000
000 = 0
450) = 20,000
80,000
100,000

New customer Upgrade

 175 50
80% 20%
140 10

cmu on average = 15,000,000/150 =

=> BEP in unit for new customer: 100,000*80% =
=> BEP in unit for upgrade: 100,000*20% =

EP in $
BEP in $ for new customer: 80,000*275 =
BEP in $ for upgrade customer: 20,000*100 =
BEP in $ for all products

New customer Upgrade

140 10
275 100
80% 20%
220 20

0/240)
on average = 15,000,000/62.5% =
BEP in $ for new: 24,000,000/240*220 =
BEP in $ for upgrade: 24,000,000/240*20 =
 New customer Upgrade
175 50
176,000 44,000
20%)
30,800,000 2,200,000

20,000 28,000
5,000 7,000

1.25*4X + 2*X = 5X + 2X

mu on average = (7,000 + 28,000)/1.4 =

20,000
5,000

2,100
700
1,400
n fee) per unit (1,500,00*6%) 90
43
47
23,500
17,000

60

mer fee/unit (60 + 5) 65

27,000

23,000
600 23,600
3,400

48,200
68,000
13,000
129,200
= 129,200/3,400 = 38.00

X
0.4*X
51,000

ome + FC)/cmu = (85,000 + 129,200)/3,400 =

s per unit
sts = cmu*Q sold
+ FC)
ts) - FC

0 => net income > 0

0 => Net loss < 0
0 =>Break even point (BEP)

er unit

640,000/(68-60) =
> Q = FC/cmu
205,000 (units)

13,940,000 ($)

11.76%
C/ cm ratio
13,940,000 (s)
cm ratio = (68-54)/68 =

410,000
X
X

=> upgrade
=> new

cmu on average
 150

100,000
0,000*80% = 80,000
*20% = 20,000

22,000,000
00*100 = 2,000,000
or all products 24,000,000

on average
150

240

62.50%
24,000,000
22,000,000
0*20 = 2,000,000
Total

33,000,000
15,000,000
18,000,000

16,000
4,000

= 7X = 35,000
=> X = 35,000/7 = 5,000
=> 4X = 20,000

25,000
BEP in units = 23,500/47 =
BEP in $ = 90*500

Q target = (17,000 + 23,500)/47 =

=> X = 51,000/0.6 =
85,000
63.00
 68
60
1,640,000

205,000 (units)
20.59%
33,000,000
its = 23,500/47 = 500
= 90*500 45,000

(17,000 + 23,500)/47 = 862

Q4 Variance analysis
1) Direct material price variance = (AP - SP)*AQ purchased
AP (1,802,000/530,000) =
SP
Price variance = (3.40 - 3.60)*530,000 =

Usage material variance = (AQ - SQ)*SP

AQ
SQ (1.8*290000)
Usage material variance = (530,000 - 522,000)*3.6

Total variance =

2) Rate variance = (AR - SR)*AH

AR (8,811,000/445,000) =
SR
Rate variance = (19.8 - 19.5)*445,000 =

Efficiency variance = (AH - SH)*SR

AH
SH (1.5*290,000)
Efficiency variance = (445,000 - 435,000)*19.5 =
Total Direct labor variance

3) Expenditure variance = (Actual rate - Standard rate)*Actua

Actual rate (5,028,500/445,000)
 Standard rate (5,175,000/450,000)
Expenditure variance = (11.3 - 11.5)*445,000 =

Efficiency variance = (Actual DLH - Standard DLH)*Stand

Acutal DLH
Standard DLH (1.5*290,000)
Efficiency variance = (445,000 - 435,000)*11.5
Total variable overhead variance

b) Direct materials
Total direct material variance = ?
This variance includes 2 sub- variances: Price variance =
Some reasons for variance of price variance: (F)
=> Wrong budget
=> Effort of purchase deparment
=> Market price decreases
=> Price <===> quality
.....
Some reasons for usage variances:
=> quality of material is not good
=> Level of labor force is low
=> machine is out of date
....

Q3
1a) selling price
 FC (7,250,000 + 1,570,000)
BEP

120,000 = 8,820,000/cmu => 120,000 = 8,820,000/(x - x

x=

1b) Net profit

Net profit = 172,000*210 - 172,000*210*65% - 8,820,000

2) 125417
Assume number of units sold:
Sales revenue
Variable costs
FC
Net profit

Q21 (budget)

Units produced
Kg of material/unit
Material used
Add: End material

Less: Beg materials

Kg of material purchased
 Purchased cost/unit
Total purchase cost

Cash payment
(số tiền phải trả để sản xuất cho nhà sản xuất)

Q2
a) FIFO

Beg wip
Units started in Sept

Beg wip and finished goods

Units started and completed in Sept
End wip

WIP
Costs incurres in Sept
Total costs to account for

Costs per equivalent unit

 Costs assigned to
+ Beg wip
=> WIP at beg
=> Add: costs in Sept added

+ Started and completed in Sept

+ End WIP
Costs accounted for

b) Weighted average method

Beg wip
Units started in Sept

Finished goods
End WIP

WIP
Costs incurres in Sept
Total costs to account for
 costs per EU

Assigned costs to
Finished goods
End WIP
Total costs accounted for

Q5 - Marginal & Absorption cost

a) Revenue (100*2,900)
Less: variable costs in COS
+ DM (24*2,900)
+ DL (12*2900)
+ variable production OH (4*2900)
Contribution margin
Less: Fixed costs
Fixed producton OH (actual)
Fixed selling, admin cost
Net income

b) Absorption cost
Revenue (100*2,900)
Less: COS (44*2900)
Add: under absorbed (w)
Gross profit
Less:
 Selling & Admin costs
Net income

c) Beg inventory
End inventory (3,000 - 2,900)
End inventory > Beg inventory <==> Production > sales
=> Net income under Ab > Net income under Variable co
Difference (152,900 - 152,500)

OAR*Difference in unit = 4*100 = 400

Q3 Budgeted pice
Actual price (2,250,000/50,000)
Actual quantity sold

Material price variance = (AP - SP)*AQ purchased

AH (528,000/240,000)
SP (10/5)
AQ purchased

Material usage variance = (AQ - SQ)*SP

AQ
SQ (5*50,000)
SP

Labor rate variance = (AR - SR)*AH

 AR (1,375,000/250,000)
SR (24/4)
AH

Labour efficiency variance = (AH - SH)*SR

AH
SH (4*50,000)
SR

Fixed overhead variance = Actual fixed OH - Budgeted fix

Actual Fixed OH
Bugeted Fixed OH (10*45,000)

Q4
1/ Marginal costing
Revenue (100*3,000)
Less: Variable costs
DM costs (24*3,000)
DL costs (15*3,000)
Variable production OH (6*3,000)
Contribution margin
Less: Fixed costs
Fixed production overhead
Fixed selling, admin costs
Net income
2/ Absorption
Revenue (100*3,000)
Less: COS
(15 + 24 + 6 + 5)*3,000
Deduct: Over absorbed
Gross profit
Less: Selling & Admin cost
Net income

3/ Net income under marginal costing

Net income under absorption costing
Difference
Reconciliation
Difference in units (3,500 - 3,000)
Fixed OH rate
Difference (500*5)

Q5
Variable cost vs Absorption cost (chapter 3)
Process Costing, joint cost (chapter 5)
Budgeting (chapter 6)
Variance (chapter 7)
CVP (chapter 8)

Ex
a) Sales mix (unit)
 Sales mix
cmu (250-100); (350-150); (500-250)

cmu on average (45+100+50)

cm ratio on average = cmu on average/selling price per un

Selling price per unit on average (75 + 175 + 100)

cm ratio on average (195/350)

b) BEP in unit for each product

BEP in units in total = FC/cmu on average
FC
cmu on average
BEP in units in total (3,315,000/195)
+ BEP in units for Good (17,000*30%)
+ BEP in units for Better (17,000*50%)
+ BEP in units for Best (17,000*20%)

BEP in $ = ?
BEP in $ = FC/cm ratio on average
FC
cm ratio on average
 BEP in $ (3,315,000/55.71%)
BEP in $ for Good (5,950,000*75/350)
BEP in $ for Better (5,950,000*175/350)
BEP in $ for Best (5,950,000*100/350)

c/
Q target = (FC + Profit target)/cmu on average
FC
Profit target
cmu on average
Q target (3,315,000 + 234,000)/195

d/
cmu
current sales mix
proposal sales mix

current => cmu

proposal => cmu
=> BEP in units under current < BEP in unit of proposal
as: move selling products with higher cmu to product wit
illustration:
cmu on average of proposal
BEP in units (3,315,000/185)

Assumptions of CVP
Sales mix is not changed
Selling price per unit; variable cost per unit are constant
Expenses can be expressed in linear program:
Total costs = FC + variable cost per unit* Total Units
Time Value of money can be ignored
Total costs can be divided into fixed and variable costs
AP - SP)*AQ purchased
3.40
3.60
,000 = (106,000)

SQ)*SP
530,000
522,000
00 - 522,000)*3.6 28,800

(77,200) (F)

19.80
19.50
,000 = 133,500

445,000
435,000
35,000)*19.5 = 195,000
328,500

te - Standard rate)*Actual DLHs used

11.30
 11.50
.5)*445,000 = (89,000)

- Standard DLH)*Standard rate

445,000
435,000
35,000)*11.5 115,000
26,000

77,200 F
ances: Price variance = ?; Usage variance = ?
e variance: (F)
kh

210/unit
 8,820,000
120,000

0,000 = 8,820,000/(x - x*65%)

210

3,822,000
0*210*65% - 8,820,000 =

y
210*y
210*y*65%*80%
8,820,000
3,822,000
3,822,000 = 210*y - 210*y*65%*80% - 8,820,000 => y

Aug Sept Oct

90,000 105,000 125,000
3 3 3
270,000 315,000 375,000
63,000 75,000 84,000
333,000 390,000 459,000
(54,000) (63,000) (75,000)
279,000 327,000 384,000
 7 7 7
1,953,000 2,289,000 2,688,000

1,953,000 2,289,000
nhà sản xuất)

Equivalent units
Physical unit Direct Conversion
materials costs
80
720
800
80 40 32
570 570 570
150 135 60
800 745 662

$ DM CC
550,000 460,000 90,000
5,110,000 3,560,000 1,550,000
5,660,000 4,020,000 1,640,000

7,119.91 4,778.52 2,341.39

 550,000 460,000 90,000
266,065 191,141 74,924
816,065 651,141 164,924
4,058,351 2,723,758 1,334,592
785,584 645,101 140,483
5,660,000 4,020,000 1,640,000

Equivalent units
Physical unit Direct Conversion
materials costs
80
720
800
650 650 650
150 135 60
800 785 710

$ DM CC
550,000 460,000 90,000
5,110,000 3,560,000 1,550,000
5,660,000 4,020,000 1,640,000
 7,430.88 5,121.02 2,309.86

4,830,071 3,328,662 1,501,408

829,929 691,338 138,592
5,660,000 4,020,000 1,640,000

290,000

69,600
34,800
11,600 116,000
174,000

12,500
9,000
152,500

290,000
127,600
500 128,100
161,900
 9,000
152,900

-
100
=> Production > sales
come under Variable cost
400

65
45
50,000

P)*AQ purchased
2.20
2.00
240,000 Total DM
variance (F) vs
SQ)*SP (A), (U)
240,000
250,000
2
 5.50
6.00
250,000 Total DL
variance (F) vs
- SH)*SR (A), (U)
250,000
200,000
6

fixed OH - Budgeted fixed OH

550,000
450,000

$
300,000

72,000
45,000
18,000
165,000

12,000
15,000
138,000
 $
300,000
144,500
150,000 Fixed manufacturing OH
(5,500) Actual
155,500 12,000
(15,000) 5,500
140,500

138,000
140,500
2,500

500
5
2,500

chapter 3)

Good better Best

40 45 15
 40.00% 45.00% 15.00%

30% 50% 20%

150 200 250
45.00 100.00 50.00
195.00

erage/selling price per unit on average

75.00 175.00 100.00
75 + 175 + 100) 350.00
55.71%

average
3,315,000
195
17,000 CM
5,100 765,000
8,500 1,700,000
3,400 850,000
17,000 3,315,000

3,315,000
55.71%
 5,950,000
1,275,000 1,275,000
5/350) 2,975,000 2,975,000
1,700,000 1,700,000

u on average
3,315,000
234,000
195.00
18,200

Good Better Best

150 200 250
30% 50% 20%
50% 30% 20%

150*30% + 200*50% + 250*20%

150*50% + 200*30% + 250*20%
BEP in unit of proposal
gher cmu to product with lower cmu => cmu on average of proposal w

185.00
17,919 > 17,000
t per unit are constant
ear program:
per unit* Total Units

ed and variable costs

F

(U) or (A)

(U) or (A)

(U) or (A)
F

U
U
 3,822,000

,820,000 => y

Nov
140,000
3
420,000
Fifo lấy cost incurres
weighted lấy total
Variable cost per unit in COS
DM 24
DL 12
Variable prod 4
40
Variable cost in COS
(24+12+4)*2,900 116,000 115,000
12,000
12,800

DM 24
DL 12
Variable prod 4
Fixed produc 4
Absporption c 44
Production overhead -
Fixed cost
Actual Absorbed
12,500 12,000 4*3000 must be = estimated OA
500 => Dr COS
manufacturing OH
Absorbed
17,500

100
100.00%

600

200

367
average of proposal will be lower
ue4
= estimated OAR*actual activity
- Nhóm: 2 <=......<=6
- Lập dự toán
+ Số lượng loại sản phẩm: 2
+ Số lượng loại NVL: 2
=> DT bán hàng => Dự toán SX => NVL (sử dụ
=> Dự toán cho cả (chi tiết cho mỗi quý)
=> HTK (NVL, thành phẩm) có tồn đầu kỳ và tồ
Tờ bìa
Tên các thành viên + ID
Phần 1: Giới thiệu về công ty
Phần 2:
+ Căn cứ dự toán
+ Số liệu cụ thể để lập từng dự toán

Thời gian nộp: 20/5

Các nhóm đã nộp

Nhóm 1
Bùi Việt Phúc Hưng
Nguyễn Thị Hà Vy
Thái Việt Cường
Phạm Đỗ Nhật Anh
Vũ Nhật Minh 5

Nhóm 2 Phạm Quỳnh Anh

Vũ Kiều Sương
 Lưu Trúc Linh
Lương Ngọc Ánh
Vũ Quỳnh Hương 5

Nhóm 3 Lê Đức Hiếu

Phạm Tú Trình
Đào Thu Phương 3

Nhóm 4 Nhâm Thị Ngọc Mai

Trần Thị Thuỷ Trúc
Đỗ Nguyễn Phương Linh
Dương Anh Tuấn
Huỳnh Mai Anh 5

Nhóm 5 Nguyễn Thanh Thảo

Nguyễn Hồng Anh
Nguyễn Thị Khánh Linh
Nguyễn Đăng An
Phạm Tuấn Thành 5

Nhóm 6 Đào Minh Đức

Lê Quý Sang
Nguyễn Trí Cường
Hoàng Sơn Tùng
Phan Văn Đăng 5
Nhóm 7 Hoàng Đức Khiêm
Trần Xuân Dũng
Phạm Thành Long
Phan Trần Phương Anh
Lê Mai Phương
 NVL (sử dụng và mua), Nhân công trực tiếp, dự toán CPSXC

đầu kỳ và tồn cuối kỳ

CPSXC