ACCA F2 全稱是Management Accounting,這一門課程是管理會計的內(nèi)容，課程總體難度不大，差異分析的部分考試可能有些難度，另外一些財務(wù)比率的計算需要掌握，為今后的學(xué)習(xí)打好基礎(chǔ)。以下是學(xué)員整理的一些F2學(xué)習(xí)筆記供新學(xué)員參考：

1. Target cost= target selling price – target profit = market price – desired profit margin.

2. cost gap= estimated cost – target cost.

3. TQM :

① preventing costs

② appraisal costs

③ internal failure costs

④ external failure cost

4. Alternative costing principle:

①ABC(activity based costing)

②Target costing

③Life cycle

④TQM

5. Time series:

①trend

②seasonal variation: ⑴ 加法模型sum to zero; ⑵ 乘法模型 sum to 4

③cyclical variation

④random variation

6. pricipal budget factor 關(guān)鍵預(yù)算因子：be limited the activities

7. budget purpose :

①communication

②coordination

③compel the plan

④motivative employees

⑤resource allocation

8. Budget committee 的功能：①coordinated ②administration

9. Budget : ①function budget ②master budget : 1. P&L ; 2. B/S ; 3. Cash Flow

10. Fixed Budget: 不是在于固不固定，而是基于一個業(yè)務(wù)量的考慮，financail expression.

Flexible Budget: 包含了固定成本和變動成本，并且變動成本的變化是隨著業(yè)務(wù)量的變化而改變。

11. Flexible Budget 的優(yōu)點：

① recognize different cost behavior.

② improve quality and a comparison of like with like

③ help managers to forecast cost, revenue and profit.

12. Flexible Budget 的缺點：

1 假設(shè)太簡單。

2 需要更多的時間準(zhǔn)備預(yù)算編制。

13. Controllable cost is a "cost which can be influenced by " its budget holder. 大部分的變動成本是可控的，non-controllable cost 為inflation.

14. Budget Behavior :

① participate approach

② imposed budget

15. payback 投資回收期的缺點：

① ignore profitability

② the time value of money is ignored

③ 沒有考慮項目后期帶來的經(jīng)濟利益

④ arbitray 武斷

16. payback 投資回收期的優(yōu)點：

① easy to calculate

② widely use

③ minimize the effect of the risk and help liqidity

★ 如果在算投資回收期的時候，發(fā)生折舊，則需要加回折舊，因為折舊是非現(xiàn)金項目。

17.(1+ real interst rate)*(1+inflation rate) = ( 1+ nominal interest rate)

18. NPV = present value of future net cash flow – present value of initial cost

19. 永續(xù)年金=A/i

20.每年的匯報是相同的就查看年金現(xiàn)值系數(shù)表，不同的就查看年金系數(shù)表。

21.EAR=CAR=APR=(1+r/n)n – 1 有效年利率

22.IRR:(based on cash flow analysis)

①IRR> cost of capital, NPV >0, worth taking

②IRR< cost of capital, NPV <0, not worthwhile.

23.ARR=average profit/ average investment (ARR 是基于profit)

Average investment = (initial investment – residual value)/2

24. type of standard:

①basic standard

②current standard

③ideal standard

④attainable standard

25.Variance

1．Material Variance

⑴total material variance= standard cost –actual cost

⑵material price variance= (standard price – actual price )* actual quantity

⑶material usage variance=(standard usage of actual output- actual usage) * standard price.

2．Direct Labor Variance

⑴standard pay – actual pay

⑵Labor rate variances= (standard rate – actual rate) * actual hrs of actual output

⑶Labor efficiency variances= (standard hrs of actual output – actual hrs) * standard rate

3．Variable production overhead variances

⑴Total variable O.H. variance = standard cost – actual cost

⑵Variable O.H. expenditure variance = (standard rate – actual rate) * actual hrs

⑶Variable O.H. efficiency variance = (standard hrs of actual output – actual hrs) * standard rate

4．Fixed O.H. expenditure variance

⑴Fixed O.H. Expenditure variance= budget expenditure – actual expenditure

⑵Fixed O.H. volume = (actual output - budgeted volume) * standard hrs per unit * standard rate per hr.

⑶Capacity variance= (actual hrs worked – budgeted hrs worked) * standard rate per hr

⑷Efficiency variance= (standard hrs worked for actual output – actual hrs worked)* standard rate per hr ⑴+⑵：Fixed O.H. total variance= fixed O.H. absorbed – actual expenditure

5．Sales variance

⑴Sales price variances = (actual price – budget price) * actual sales units

⑵ Sales volume variances = (actual sales units –budget sales units) * standard profit per unit

(absorption)

⑶Sales volume variances = (actual sales units –budget sales units) * standard CPU (marginal costing)

6．Idle time variances

Idle time variance = (expected idle time – actual idle time)* adjusted hr rate

26. The elements of a mission statement including:

①Purpose

②Strategy

③Policies and standards of behavior

④Values and culture

27. A critical success factor is a performance requirement that is fundamental to competitive success.

28. Profitability ratios

①Return on capital employed (ROCE)

=profit before interest and tax /(shareholders’ funds+ long-term liabilities) × 100%

② Return on equity (ROE)=profit after tax / shareholders’ funds × 100%

③Asset turnover=sales/ capital employed× 100%

=sales/(shareholders’ funds+ long-term liabilities) × 100%

④Profit margin= profit before interest and tax / sales × 100%

Profit margin × asset turnover = ROCE

29. Debt and gearing ratios

①Debt-to-equity ratio=long-term liabilities / total equity × 100%

②Interest cover=PBIT/ Interest× 100%

30. Liquidity ratios

①Current ratio =current assets/ current liabilities

②Quick ratio ( acid test ratio)=current assets minus inventory / current liabilities

31. Working capital ratios

①Inventory days= average inventory *365 / cost of sales

②Receivables days= average trade receivables * 365 / sales

③Payables days= average trade payables *365 / cost of sales (or purchases)

32. Non-financial performance measures

Non-financial performance measures are considered to be leading indicators of financial performance.

① Market share

②Innovation

③Growth

④Productivity

⑤Quality

⑥Social aspects

33. The balanced scorecard :

① financial perspective ② external perspective

③ customer perspective ④ learning and innovation perspective

34. Benchmarking :

① Internal benchmarking

② Competitive benchmarking

③ Functional benchmarking

④ Strategic benchmarking

35. Value analysis is a planned, scientific approach to cost reduction, which reviews the material composition of a product and the product's design so that modifications and improvements can be made which do not reduce the value of the product to the customer or user.

36. Four aspects of 'value' should be considered:

① Cost value

② Exchange value

③ Utility value

④Esteem value

37. ROI=PBIT / capital employed *100%

Widely used and accepted; As a relative measure it enables comparisons to be made with divisions or companies of different sizes.

38. RI=PBIT- Imputed interest * capital employed.

Possible to use different rates of interest for different types of assets; Cost of finance is being considered.

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