Departamento de Contabilidade

Ano Letivo 2019/2020

Licenciaturas em FINANÇAS e CONTABILIDADE e em GESTÃO (2º Ano)

Unidade Curricular: CONTABILIDADE DE GESTÃO II
Exame/Frequência – Época Normal 21 janeiro de 2020
Duração da prova: 120 minutos (Exame) – 120 minutos (Frequência)

IDENTIFICAÇÃO DO ALUNO:
Nome: _____________________________________________________________ Nº __________
Curso ________
Turma ________

Group Question Classification LG

1 /5

3
I
4 /5

Total Group I /8

II 8 /5

Total Group II /8,5

III 1 /5

Total Group III /3,5

Classificação final /20

EXAM ________FINAL TEST ________

 Group I
Appendix 2
Product Y 1st Sem 2nd Sem Total
O. stock 20 40 20
Sales 250 200 450
Production 270 210 480
C. stock 40 50 50

Product Z 1st Sem 2nd Sem Total

O. stock 5 9 5
Sales 50 40 90
Production 54 42 96
C. stock 9 11 11

Product X 1st Sem 2nd Sem Total

O. stock 20 20 20
Sales 90 60 150
Consumption 202,5 157,5 360
Production 292,5 227,5 520
C. stock 20 30 30
 Appendix 2

Material M 1st Sem 2nd Sem Total

O. stock 43,5 21,75 43,5
Purchases 300 300 600
Consumption 321,75 250,25 572
C. stock 21,75 71,5 71,5

Matéria N 1st Sem 2nd Sem Total

O. stock 16 8 16
Purchases 100 100 200
Consumption 108 84 192
C. stock 8 24 24
 Appendix 3

Department Department Department Department

A 1248 B 1040 C 522 D - RMW 800
Unit cost Value Unit cost Value Unit cost Value Unit cost Value Unit cost Value
Direct Costs
Variable 5 6240 8 8320 8 4176
Fixed 8184 10440 2376 5400 4000
Subtotal 14424 18760 6552 5400 4000
Reallocations
C 4992 3360
D 1800 1800 1800
Subtotal 6792 5160 1800 0 0
COGM 21216 23920 8352 5400 4000
COGM (u) 17 23 16 5
 Appendix 4
X Y

Materials
M 33 = (25+5) x 1.1
X 69.15 = 92.2 x 0.75
N 14 = 0.4x (5+30)
Conversion costs
A 40.8 = 2.4 x 17
B 18.4 = 0.8 x 23 29.9 = 1.3 x 23
Sub Product Z -10 = 0.2 x 50
92.2 103.05

Appendix 5

Cash Budget

1st Sem 2nd Sem Total Bal. Sheet

Operational receipts
Previous years … … … …
Current year
33 266.67 42 366.67 75 633.33 12 866.67
From Sales
33 266.67 42 366.67 75 633.33 12 866.67
Total receipts
Operational payments
… … … …
Previous year
Current year
8 750.00 10 500.00 19 250.00 1 750.00
From Purchases
10 474.00 8 262.00 18 736.00 -
Variable manuf. costs
11 400.00 11 400.00 22 800.00 -
Salaries
1 900.00 1 900.00 3 800.00 -
Grants
2 375.00 3 800.00 6 175.00 475.00
Employee expense
1 615.00 1 615.00 3 230.00 -
Other expense
36 514.00 37 477.00 73 991.00
Total payments
-3 247.33 4 889.67 1 642.33 12 866.67
Cash Budget
 Appendix 6

Consider that the cash budget was -5.000€ and +10.000€, respectively

Financial budget
1st Sem 2nd Sem Total
Cash inflows
Opening cash 1000 2000 1000
Cash surplus 10000 10000
ST Credit line 9750 9750
Sale of fin. applications 0
Fin. Application interest 0
Total cash inflows 10750 12000 20750
Cash outflows
Closing cash 2000 2000 2000
Cash deficit 5000 5000
Refund MLTerm Loan 3000 3000 6000
Interest MLTerm Loan 750 675 1425
Refund ST Credit Line 5935 5935
Interest ST Credit Line 390 390
Financial applications 0
Total cash inflows 10750 12000 20750

or

1st Sem 2nd Sem Total

Cash inflows
Opening cash 1 000.00 2 000.00 1 000.00
Cash surplus 4 889.67 4 889.67
ST Credit line 7 997.33 7 997.33
Sale of fin. applications
Fin. Application interest
Total cash inflows 8 997.33 6 889.67 15 887.00

Cash outflows
Closing cash 2 000.00 2 000.00 2 000.00
Cash deficit 3 247.33 3 247.33
Refund MLTerm Loan 3 000.00 3 000.00 6 000.00
Interest MLTerm Loan 750.00 675.00 1 425.00
Refund ST Credit Line 894.77
Interest ST Credit Line 319.89
Financial applications
Total cash inflows 8 997.33 6 889.67 15 887.00
 Group II

Appendix 7

Question 1.

SCOGMu = 0,2 x 27,3 + 0,82 x 5 = 9,56 €

Actual cost of sales = 800 x 9,56 = 7.648 €
Budgeted cost of sales = 12.090/15,5 x 9,56 = 7.456,8 €

Purchases variance:
Mat. M 800 Ton x (28 – 27) = + 800 €
Departments’ variance:
Department P 800 mh x (3.200/800 – 5) = - 800 €
RMW 520 – 800 x 0,3 = + 280 €
Production cost variance:
Product P 1.000 x ((220/1.000 x 27,3 + 800/1.000) x 5) – 9,56) =
= 1.000 x ((6,006 + 4) – 9,56) = 1.000 x (10,006 – 9,56) = + 446 €

Actual Gross profit: 12.000 – 7.648 – 800 + 800 – 280 – 446 = 3.626 €
Budgeted gross profit: 12.090 – 7.456,8 = 4.633,2 €
 Appendix 8
Question 2.
Variance analysis:
Purchases analysis:
The purchases variance is unfavorable in 800€, because the materials were purchased at a higher unitary price
than anticipated (by 1€/per unit). The RMW’s variance does not affect this variance.
Department P’s variance
Department P’s variance is favorable in the total amount of 800€, because of the difference between the standard
and the actual allocation unit, by 1€ per mh.

Adjusted budget cost = 2 x 800 + 30.000/12 = 4.100 €

Budget variance = Actual costs of month – Adjusted variable costs = 3.200 – 4.100 = - 900.

Activity variance = Adjusted budget costs – Imputed costs = 4.100 – 800 x 5 = + 100.

Favorable variance, since we spent less 800€ because of the favorable difference in the unitary price of the
resource (800 – 1.600) and a favorable variance because of the difference in the unitary consumption of that
resource (2400 € vs 2500 €).

Unfavorable costs, by the fact that the activity of the month was inferior in 33,33 mh (), concerning the expected
average fixed cost per unit of activity, which results in a worst use of fixed costs.
Activity variance = fbc x (Standard activity () / 12 – Actual activity)
= 3 x (833,33 – 800) = + 100 €
() Standard activity= 30.000 (Budgeted fixed costs) / 3 (fbc) = 10.000 Hm or
5 €/mh = 2 €/mh + 30.000 € / SA => SA = 10.000
FBC = (30.000 + 0) / 10.000 = 3 = fbc
 Appendix 9

Question 3
Sales variance
Sales (actual) Sales (budget) Variance
12.000 12.090 - 90
AQ = 800
AP = 12.000/800 = 15 €
SP = 15,5 €
SQ = 12.090/15,5 = 780

Qty variance = SP x (AQ – SQ) = 15,5 x (800 – 780) = 310 €

Price variance = AQ x (AP – SP) = 800 x (15 – 15,5) = - 400 €
The sales variance is unfavorable in the amount of 90 €, resulting of a combination of the favorable quantity
variance (we sold more 20 ton than we anticipated) and the unfavorable price variance (because we sold at a
lower price per unit than what the company expected in 0,50 €).

Cost of sales variance

Cost of sales (actual) Cost of sales (budget) Variance

7.648 7.456,8 191,2

Qty variance = Unit COGM (budget) x (AQ – SQ) = 9,56 x (800 – 780) = 191,2 €
The cost of sales variance in the full absorption system, is always a quantity variance, because the valuation of
the cost of goods sold is made according to the stocks of finished products, which are valued at their standard
cost. There is no price variance for the cost of sales.
 Appendix 10

Theoretical explanation on costs of fixed nature and corresponding impacts of changes in the level of activity +
mathematical demonstration.

Appendix 10A

Comment the following affirmation:

Describe the traditional budgeting process and discuss its benefits and main criticisms
Main goals of the budgeting process in the context of managerial accounting
Main steps to traditional budgeting
Advantages / Inconvenients of traditional budgeting
Traditional budgeting and performance evaluation
Alternatives to the main budget (Rolling Budget; Zero Based Budget).