Free of Cost ISBN : IPCC Gr. I. (Solution of May & Question of Nov ) Paper - 3A : Cost Accounting

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1 Free of Cost ISBN : Appendix IPCC Gr. I (Solution of May & Question of Nov ) Chapter - 1 : Basic Concepts May [5] (a) Paper - 3A : Cost Accounting Industry Cost Unit (i) Steel Tonne (ii) Automobile Numbers (iii) Transport (iv) Power Passenger Kilo-meter//Tonne Kilo-meter Kilo-watt hour (Kwh) Chapter - 2 : Material Cost May [7](a) Perpetual Inventory system represents a system of records maintained by the stores department. Records comprise of (i) Bin Cards and (ii) Stores Ledger. Bin Card maintains a quantitative record of receipts, issues and closing balances of each item of stores. Like a bin card, the Stores Ledger is maintained to record all receipt and issue transactions in respect of materials. It is filled up with the help of goods received note and material requisitions. But a perpetual inventory system s efficacy depends on the system of continuous stock taking. Continuous stock taking means the physical checking of the records i.e. Bin cards and store ledger with actual physical stock. Perpetual inventory is essentially necessary for material control. It incidentally helps continuous stock taking. I-1

2 Appendix IPCC Gr. I Paper - 3 I-2 The main advantages of continuous stock taking are as follows: (1) Quick compilation of Profit and Loss Accounts (for interim period) due to prompt availability of stock figures. (2) Discrepancies are easily located and thus corrective action can be promptly taken to avoid their recurrence. (3) Physical stocks can be counted and book balances adjusted as and when desired without waiting for the entire stock-taking to be done. (4) Fixation of the various levels and check of actual balances in hand with these levels assist the Storekeeper in maintaining stocks within limits and in initiating purchase requisitions for correct quantity at the proper time. (5) A systematic review of the perpetual inventory reveals the existence of surplus, dormant, obsolete and slow-moving materials, so that remedial measures may be taken in time. Chapter - 3 : Employee Cost May [2] (b) (i) Effective hourly rate of earnings under Rowan Incentive Plan: Earnings under Rowan Incentive plan = (Actual time taken wage rate) + Time taken Wage rate = (5 hours 120) + = = 700 Effective hourly rate = 700/5 hours = 140/ hour (ii) Let time taken = X Effective hourly rate = Or, Effective hourly rate under Rowan Incentive plan = Or, 140 = Or, 140X = 120 X X Or, 80X = 360 Or, X = = 4.5 hours Therefore, to earn effective hourly rate of 140 under Halsey Incentive Scheme worker has to complete the work in 4.5 hours.

3 Appendix IPCC Gr. I Paper - 3 I-3 Chapter - 4 : Overheads May [5] (b) Please refer 2001 Nov [1] (a) (ii) of chapter 1 on page no. 13 Chapter - 6 : Reconciliation of Cost and Financial Accounts May [7] (b) Under integrated accounting system cost and financial accounts are kept in the same set of books. Such a system will have to afford full information required for Costing as well as for Financial Accounts. In other way we can say, information and data should be recorded in such a way so as to enable the firm to ascertain the cost (together with the necessary analysis) of each product, job, process, operation or any other identifiable activity. It also ensures the ascertainment of marginal cost, variances, abnormal losses and gains. In fact all information that management requires from a system of Costing for doing its work properly is made available. The integrated accounts give full information in such a manner so that the profit and loss account and the balance sheet can be prepared according to the requirements of law and the management maintains full control over the liabilities and assets of its business. Since, only one set of books are kept for both cost accounting and financial accounting purpose so there is no necessity of reconciliation of cost and financial accounts. Chapter - 10 : Process Costing May [3] (a) (i) Statement of Equivalent Production Input Details Unit Introduced Units Output Particulars 45,000 Finished output Normal loss (2% of 45,000) Units Equivalent Production Material Labour Overhead % Units % Units % Units 42, , , , Abnormal loss Closing W-I-P 1, , ,000 45,000 44,100 43,140 42,900

4 Appendix IPCC Gr. I Paper - 3 I-4 (ii) Statement of Cost Particulars Units Rate () Amount () Amount () (i) Finished goods 42, ,51, (ii) Abnormal Loss Material , Labour Overhead , (iii) Closing W-I-P: Material 1, , Labour , Overhead , , Cost Per Unit Particulars Amount () Units Per Unit () (i) Direct Material: Unit Introduced 4,50,000 Add: Material 65,500 Less: Value of normal loss (900 units x 5) 5,15,500 (4,500) 5,11,000 44, (ii) labour 90,800 43, (iii) Overhead 1,80,700 42, (iii) Process- B A/c Particulars Units Amount () Particulars Units Amount () To Input 45,000 4,50,000 By Normal loss 900 4,500 To Direct Material - 65,500 By Abnormal loss 300 4,740 To Labour - 90,800 By Finished goods 42,000 7,51,976 To Overhead 1,80,700 By Closing W-I-P 1,800 25,784 45,000 7,87,000 45,000 7,87,000

5 Appendix IPCC Gr. I Paper - 3 I-5 Particulars Units Amount () Abnormal Loss A/c To Process-B A/c 300 4,740 By Cost ledger control A/c or Bank A/c Particulars Units Amount () By Costing Profit & loss A/c , , ,740 Chapter - 11 : Joint Products & By Products May [4] (a) (i) Statement showing Allocation of Joint Cost Particulars B 1 B 2 No. of units Produced 1,800 3,000 Selling Price Per unit () Sales Value () 72,000 90,000 Less: Estimated Profit (B 1-20% & B 2-30%) (14,400) (27,000) Cost of Sales 57,600 63,000 Less: Estimated Selling Expenses (B1-15% & B2-15%) (10,800) (13,500) Cost of Production 46,800 49,500 Less: Cost after separation (35,000) (24,000) (ii) Joint Cost allocated 11,800 25,500 Statement of Profitability Particulars M 1 () B 1 () B 2 () Sales Value (A) 4,00,000 (4,000x100) 72,000 90,000 Less: Joint Cost 1,75,100 11,800 25,500 (2,12,400-11,800-25,500) - Cost after separation - 35,000 24,000 - Selling Expenses 80,000 10,800 13,500 (M 1-20%, B 1-15% & B 2-15%)

6 Appendix IPCC Gr. I Paper - 3 I-6 (B) 2,55,100 57,600 63,000 Profit (A-B) 1,44,900 14,400 27,000 Overall Profit = 1,44, , ,000 = 1,86,300 Chapter - 12 : Standard Costing May [1] {C} (a) (i) Actual Quantity and Actual Price of material used: Material Price Variance = Actual Quantity (Std. Price - Actual Price) = 51,000 Or, AQ (SP - AP) = 51,000 Or, 10 AQ= 51,000 Or, AQ= 5,100 Kgs Actual cost of material used is given i.e. AQ AP = 7,14,000 or, 5,100 AP = 7,14,000 AP = 140 Actual price is less by 10 So, Standard price = = 150 per kg Actual Quantity= 5,100 kgs Actual Price= 140/kg (ii) Material Usage Variance: Std. Price (Std. Quantity-Actual Quantity) Or, SP (SQ - AQ) = 150 (1,000 units 5 kg - 5,100 kg) = 15,000 (A) (iii) Material Cost Variance: Std. Cost - Actual Cost = (SP SQ) - (AP AQ) = 150 5, ,100 = 7,50,000-7,14, 000 = 36,000 (F) or, Material Price Variance + Material Usage Variance 51,000 (F) - 15,000 (A) = 36,000 (F) Chapter - 13 : Marginal Costing May [1] {C}(b) Difference Sales Units 80,000 1,20,000 40,000 Sale 40 32,00,000 48,00,000 16,00,000 Total Cost 34,40,000 45,60,000 11,20,000

7 Appendix IPCC Gr. I Paper - 3 I-7 Variable Cost per unit (change in total cost/ change in sales volume) 11,20,000/40,000 = 28 Total Fixed Cost () 45,60,000-1,20, = 12,00,000 Or 34,40,000-80, = 12,00,000 Break-even point in units Fixed Cost/Contribution per unit = 12,00,000/ (40-28) = 12,00,000 /12 = 1,00,000 units Capacity at 75% 1,50,000 units (2,00,000 75%) Contribution per unit 12 Contribution () 1,50, = 18,00,000 Fixed Cost 12,00,000 Profit Contribution - Fixed Cost = 18,00,000-12,00,000 = 6,00,000 Chapter - 14 : Budgets & Budgetary Control May [6](a) Expense Budget of M/s Pentax Ltd. Particulars 20,000 Units () 15,000 Units () 18,000 Units () Direct Material 10,00,000 7,50,000 9,00,000 (20,000 50) (15,000 50) (18,000 50) Direct Labour 4,00,000 3,00,000 3,60,000 (20,000 20) (15,000 20) (18,000 20) Variable Overhead 3,00,000 2,25,000 2,70,000 (20,000 15) (15,000 15) (18,000 15) Direct Expenses 1,20,000 90,000 1,08,000 (20,000 6) (15,000 6) (18,000 6) Selling Expenses (Variable)* 2,40,000 1,80,000 2,16,000 (20,000 12) (15,000 12) (18,000 12) Selling Expenses (Fixed)* 60,000 60,000 60,000 (3 20,000) Factory Expenses (Fixed) 1,40,000 1,40,000 1,40,000 (7 20,000)

8 Appendix IPCC Gr. I Paper - 3 I-8 Administration Expenses (Fixed) 80,000 80,000 80,000 (4 20,000) Distribution Expenses (Variable)** 2,04,000 1,53,000 1,83,600 ( ,000) ( ,000) ( ,000) Distribution Expenses (Fixed)** 36,000 36,000 36,000 ( ,000) 25,80,000 20,14,000 23,53,600 *Selling Expenses: Fixed cost per unit = 15 20% = 3 Fixed Cost = 3 20,000 units = 60,000 Variable Cost Per unit = 15 3 = 12 **Distribution Expenses: Fixed cost per unit = 12 15% = 1.80 Fixed Cost = ,000 units = 36,000 Variable cost per unit = = Paper - 3B : Financial Management Chapter - 3 : Financial Analysis and Planning May [1] {C}(d) (i) Calculation of Proprietor s Fund Since Ratio of Fixed Assets to Proprietor s Fund= 0.75 Therefore, Fixed Assets = 0.75 Proprietor s Fund Net Working Capital = 0.25 Proprietor s Fund 12,00,000 = 0.25 Proprietor s Fund Therefore, Proprietors Fund = = 48,00,000 (ii) Calculation of Fixed Assets Fixed Assets = 0.75 Proprietor s Fund = ,00,000 = 36,00,000 (iii) Calculation of Net Profit Ratio Net Working Capital= ,00,000 = 12,00,000 Working Capital Turnover Ratio = Sales = 60,00,000 ROE =

9 Appendix IPCC Gr. I Paper - 3 I = PAT = 7,20,000 Net Profit Ratio = 100 = 100 Net Profit Ratio = 12% Alternative Treatment:- Fixed Assets may be computed alternatively by (Net Working Capital Fixed Assets to Proprietor s Fund Ratio) and Proprietor s Fund by (Fixed Assets + Net Working Capital.) May [2] (a) Cash Flow Statement (AS on ) S. N0. Particulars (in lakhs) (in lakhs) (A) Cash Flow from Operating Activities Profit and Loss A/c ( ) 2.40 Add: General Reserves ( ) Add: Provision for fax Add: Proposed dividend 6.00 Corporate dividend tax 1.02 Profit before tax Add: Interest on debentures 0.30 Loss on Sale of Machinery 0.70 Depreciation on Plant & Machinery 3.30 Depreciation on Land & Building 2.00 Preliminary Expenses written off Less: Dividend received on Investment (0.50) Cash flow before W/C adjustments Less: Increase in Current Assets Stock (2.30) Debtors (1.90) 21.00

10 Appendix IPCC Gr. I Paper - 3 I-10 Add: Decrease in Current Assets Bills receivables 0.12 Add: Increase in Current Liabilities Sundry Creditors 1.30 Cash Generated from Operations Less: Income tax paid [( ) ] (4.80) Cash Flow from Operating Activities (B) Cash Flow from Investing Activities Sale of Plant & Machinery 0.50 Purchase of Plant & Machinery Purchase of Investment (5.00) Dividend Received on Investment 0.50 Cash Flow from Investing Activities (17.50) (C) Cash Flow from Financing Activities Issue of Share Capital Securities Premium 1.00 Redemption of Debentures (2.00) Interest on Debentures (0.30) Proposed Dividend (4.80) Corporate Dividend Tax (0.82) Cash flow from Financing Activities 3.08 Net increase in Cash and Cash Equivalent (A+B+C) 3.20 Cash and Cash equivalent at beginning of year 4.50 Cash and Cash Equivalent at end of year 7.70 Working Notes: Provision for Tax A/c Particulars Amount () Particulars Amount () To Cash b/f 4.80 By Bal. b/d 5.00 To Balance c/d 7.00 By P/L

11 Appendix IPCC Gr. I Paper - 3 I-11 Land & Building A/c Particulars Amount () Particulars Amount () To Bal. B/d By Depreciation 2.00 By Balance c/d Plant & Machinery A/c Particulars Amount () Particulars Amount () To Balance b/d By Bank 0.50 To Bank b/f By P/L 0.70 By Depreciation 3.30 By Balance c/d Chapter - 4 : Financing Decisions-Cost of Capital & Capital Structure May [1] {C} (c) Calculation of Cost of Preference Shares (K P ) Preference Dividend (PD)= , = 4,80,000 Floatation Cost= 40,000 2 = 80,000 Net Proceeds (NP)= 42,00,000-80,000 = 41,20,000 Redemption Value (RV)= 40, = 44,00,000 Cost of Redeemable Preference Shares = Kp = = = = = K p = 11.92%

12 Appendix IPCC Gr. I Paper - 3 I-12 Alternative Treatment: K p may be computed alternatively by taking the RV and NP for one unit of preference shares. Final figure would remain unchanged. Chapter - 5 : Business Risk, Financial Risk & Leverage May [3] (b) Profit - Volume Ratio= = x100 Contribution= 10,73,100 (i) Operating Leverage = = = =1.48 (ii) Combined Leverage = Operating Leverage x Financial Leverage = = 2.06 (iii) Earnings Per Share (EPS) Number of Equity Shares = 2,50,000 Earnings Before Tax (EBT) = Sales - Variable Cost - Fixed Cost - Interest = 42,00,000-31,26,900-3,48,000-2,03,500 EBT = 5,21,600 Profit After Tax (PAT) = EBT - Tax = 5,21,600-1,82,560 =3,39,040 EPS = = EPS = May [7] (c) Operating risk is associated with cost structure whereas financial risk is associated with capital structure of a business concern. Operating risk refers to the risk associated with the firm s operations. It is represented by the variability of earnings before interest and tax (EBIT). The variability in turn is influenced by revenues and expenses, which are affected by demand of firm s products, variations in prices and proportion of fixed cost in total cost.

13 Appendix IPCC Gr. I Paper - 3 I-13 If there is no fixed cost, there would be no operating risk. Whereas financial risk refers to the additional risk placed on firm s shareholders as a result of debt and preference shares used in the capital structure of the concern. Companies that issue more debt instruments would have higher financial risk than companies financed mostly by equity. Chapter - 6 : Types of Financing May [5] (c) Please refer May [9] (b) (i) on page no May [7] (d) Venture Capital Financing and Factors to be considered in financing any Risky Project: Venture capital financing:- The term 'Venture capital' refers to capital investment made in a business or individual enterprise, which carries elements of risks and insecurity and the probability of business hazards. Capital Investment may assume the form of either equity or debt or both as a derivative instrument. The risk associated with the enterprise could be so high as to entail total loss or be so insignificant as to lead to high gains. The European venture capital association describes venture capital as risk finance for entreprenurial growth oriented companies. It is an investment for the medium or long term seeking to maximise the return. Venture capital, thus, implies an investment in the form of equity for high risk projects with the expectation of higher profits. The investments are made through private placement with the expectation of risk of total loss or huge returns. High technology industry is more attractive to venture capital financing due to the high profit potential. The main object of investing equity is to get high capital profit at saturation stage. In a broad sense, under venture capital financing, venture capitalist makes investment to purchase debt or equity from inexperienced enterprenures, who undertake highly risky ventures with potential of success Factors to be considered before Financing any Risky Project by Venture Capitalist : (i) Technical feasibility of the new product/service should be considered. (ii) A research must be carried out to ensure that there is a market for the new product. (iii) Since the risk involved in investing in the company is quite high, venture capitalists should ensure that the prospects for future profits compensate for the risk.

14 Appendix IPCC Gr. I Paper - 3 I-14 (iv) (v) Quality of the management team is a very important factor to be considered. They are required to show a high level of commitment to the project. The technical ability of the team is also vital. They should be able to develop and produce a new product/service. Chapter - 8 : Capital Budgeting and Investment Decisions May [6] (b) Working Notes: Depreciation on Machine - I = = 3,00,000 Depreciation on Machine - II = = 4,00,000 Particulars Machine-I () Machine -II () Annual Income (before Tax and Depreciation) 6,25,000 8,75,000 Less: Depreciation 3,00,000 4,00,000 Annual Income (before Tax) 3,25,000 4,75,000 Less: 30% 97,500 1,42,500 Annual Income (after Tax) 2,27,500 3,32,500 Add: Depreciation 3,00,000 4,00,000 Annual Cash Inflows 5,27,500 7,32,500 Year PV of Re 12% Cash flow Machine-I PV Cumulative PV Cash flow Machine-II PV Cumulative PV ,27,500 4,71,058 4,71,058 7,32,500 6,54,123 6,54, ,27,500 4,20,418 8,91,476 7,32,500 5,83,803 12,37, ,27,500 3,75,580 12,67,056 7,32,500 5,21,540 17,59, ,27,500 3,35,490 16,02,546 7,32,500 4,65,870 22,25, ,27,500 2,99,093 19,01,639 7,32,500 4,15,328 26,40,664 (i) Discounted Payback Period Machine-I Discounted Payback period = 3 + = 3 + = = 3.69 years or 3 years 8.28 months

15 Appendix IPCC Gr. I Paper - 3 I-15 Machine - II Discounted Payback Period = 3 + = 3 + = = 3.52 years or 3 years 6.24 months (ii) Net Present Value (NPV) Machine - I NPV= 19,01,639-15,00,000= 4,01,639 Machine - II NPV = 26,40,664-20,00,000 = 6,40,664 (iii) Profitability Index Machine - I Profitability Index = = Machine - II Profitability Index = = Conclusion: Method Machine- I Machine -II Rank Discounted Payback Period 3.69 years 3.52 years II Net Present Value 4,01,639 6,40,664 II Profitability Index II Chapter - 9 : Meaning, Concept & Policies of Working Capital May [4] (b) (i) Calculation of Operating Cycle Period Operating Cycle Period = R + W + F + D - C = = 80 days (ii) Number of Operating Cycle in a Year = = = 4.5

16 Appendix IPCC Gr. I Paper - 3 I-16 (iii) Amount of Working Capital Required = = = 4,20,000 (iv) Reduction in Working Capital Operating Cycle Period = R + W + F -C = = 35 Amount of Working Capital Required = = 1,83,750 Reduction in Working Capital = 4,20,000-1,83,750 = 2,36,250 Chapter - 10 : Treasury and Cash Management May [7](e) Advantages of Electronic Cash Management System (i) Significant saving in time. (ii) Greater accounting accuracy. (iii) More control over time and funds. (iv) Decrease in interest costs. (v) Less paper work. (vi) Speedy conversion of various instruments into cash. (vii) Faster transfer of funds from one location to another, where required. (viii) Supports electronic payments. (ix) Reduction in the amount of idle float to the maximum possible extent. (x) Ensures no idle funds are placed at any place in the organization. (xi) It makes inter-bank balancing of funds much easier. (xii) Making available funds wherever required, whenever required. (xiii) Produces faster electronic reconciliation. (xiv) It is a true form of centralised Cash Management. (xv) Allows for detection of book-keeping errors. (xvi) Earns interest income or reduce interest expense. (xvii) Reduces the number of cheques issued.

17 Appendix IPCC Gr. I Paper - 3 I-17 Chapter - 13 : Financing of Working Capital May [5] (d) Differentiation between Factoring and Bills Discounting The differences between Factoring and Bills discounting are: (i) Factoring is a sort of management of book debts whereas bills discounting is a sort of borrowing from commercial banks. (ii) Factoring is called as Invoice Factoring whereas Bills discounting is known as Invoice discounting. (iii) For factoring there is no specific Act, whereas in the case of bills discounting, the Negotiable Instruments Act is applicable. (iv) In Factoring, the parties are known as the client, factor and debtor whereas in Bills discounting, they are known as drawer, drawee and payee. Questions of November Paper - 3A : Cost Accounting Chapter - 2 : Material Cost Nov [1] {C} Answer the following: (a) Primex Limited produces product P. It uses annually 60,000 units of a material Rex costing 10 per unit. Other relevant information are: Cost of placing an order : 800 per order Carrying cost : 15% per annum of average inventory Re-order period : 10 days Safety stock : 600 units The company operates 300 days in a year. You are required to calculate: (i) Economic Order Quantity for material Rex. (ii) Re-order Level (iii) Maximum Stock Level (iv) Average Stock Level (5 marks) Chapter - 3 : Employee Cost Nov [3] (a) The rate of change of labour force in a company during the year ending 31 st March, 2013 was calculated as 13%, 8% and 5% respectively under Flux Method, Replacement method and Separation method. The number of workers separated during the year is 40. You are required to calculate: (i) Average number of workers on roll. (ii) Number of workers replaced during the year.

18 Appendix IPCC Gr. I Paper - 3 I-18 (iii) Number of new accessions i.e. new recruitment. (iv) Number of workers at the beginning of the year. (8 marks) Chapter - 4 : Overheads Nov [6] (a) Calculate Machine Hour Rate from the following particulars: Cost of Machine 25,00,000 Salvage Value 1,25,000 Estimated life of the machine 25,000 Hours Working Hours (per annum) Hours required for maintenance Setting - up time required 3,000 Hours 400 Hours 8% of actual working hours Additional Information: (i) Power 25 5 per unit per hour. (ii) Cost of repairs and maintenance 26,000 per annum. (iii) Chemicals required for operating the machine 2,600 per month. (iv) Overheads chargeable to the machine 18,000 per month. (v) Insurance Premium (per annum) 2% of the cost of machine (vi) No. of operators 02 (looking after three other machines also) (vii) Salary per operator per month 18,500 (8 marks) Chapter - 5:Integrated & Non-Integrated Accounts Nov [1]{C}(b) Journalise the following transactions assuming cost and financial accounts are integrated: (i) Materials issued: Direct 3,25,000 Indirect 1,15,000 (ii) Allocation of wages (25% indirect) 6,50,000 (iii) Under/Over absorbed overheads: Factory (Over) 2,50,000 Administration (Under) 1,75,000 (iv) Payment to Sundry Creditors 1,50,000 (v) Collection from Sundry Debtors 2,00,000 (5 marks) Chapter - 8 : Contract Costing Nov [7] Answer the following: (e) (ii) State the escalation clause in contract costing. (2 marks)

19 Appendix IPCC Gr. I Paper - 3 I-19 Chapter - 9 : Operating Costing Nov [2] (a) The following information relates to a bus operator: Cost of the bus 18,00,000 Insurance charges 3% p.a. Manager-cum accountant s salary 8,000 p.m. Annual Tax 50,000 Garage Rent 2,500 p.m. Annual repair & maintenance 1,50,000 Expected life of the bus 15 years Scrap value at the end of 15 years 1,20,000 Driver s salary 15,000 p.m. Conductor s salary 12,000 p.m. Stationery 500 p.m. Engine oil, lubricants (for 1200 kms.) 2,500 Diesel and oil (for 10 kms.) 52 Commission to driver and conductor (shared equally) 10% of collections Route distance 20 km long The bus will make 3 round trips for carrying on the average 40 passengers in each trip. Assume 15% profit on collections. The bus will work on the average 25 days in a month. Calculate fare for passenger-km. (8 marks) Chapter - 10 : Process Costing Nov [5](a) Explain the following terms in relation to process costing: (i) Equivalent Production (ii) Inter- process profit (4 marks) Chapter - 12 : Standard Costing Nov [4] (a) SP Limited produces a product Tempex which is sold in a 10 Kg. packet. The standard cost card per packet of Tempex are as follows: Direct materials per kg 450 Direct labour 8 50 per hour 400 Variable Overhead 8 10 per hour 80 Fixed Overhead 200 1,130 Budgeted output for the third quarter of a year was 10,000 Kg. Actual output is 9,000 Kg.

20 Appendix IPCC Gr. I Paper - 3 I-20 Actual cost for this quarter are as follows: Direct Materials 8, per Kg. 4,09,400 Direct Labour 7, per hour 3,64,000 Variable Overhead incurred 72,500 Fixed Overhead incurred 1,92,000 You are required to calculate: (i) Material Usage Variance (ii) Material Price Variance (iii) Material Cost Variance (iv) Labour Efficiency Variance (v) Labour Rate Variance (vi) Labour Cost Variance (vii) Variable Overhead Cost Variance (viii) Fixed Overhead Cost Variance (8 marks) Chapter - 13 : Marginal Costing Nov [5](b) Elaborate the practical application of Marginal Costing. (4 marks) Nov [7] Answer the following: (a) What is the meaning of Margin of Safety (MOS)? State the relationship between Operating Leverage and Margin of Safety Ratio. (4 marks) Chapter - 14 : Budgets & Budgetary Control Nov [7] Answer the following: (b) Describe the steps involved in the budgetary control technique. (4 marks) Paper - 3B : Financial Management Chapter - 3 : Financial Analysis and Planning Nov [2] (b) The assets of SONA Ltd. consist of fixed assets and current assets, while its current liabilities comprise bank credit in the ratio of 2:1. You are required to prepare the Balance Sheet of the company as on 31 st March 2013 with the help of following information: Share Capital - 5,75,000 Working capital (CA-CL) - 1,50,000 Gross Margin - 25% Inventory Turnover - 5 times Average Collection Period months Current Ratio - 1.5:1 Quick Ratio - 0.8:1 Reserves & Surplus to Bank & Cash - 4 times (8 marks)

21 Appendix IPCC Gr. I Paper - 3 I Nov [4] (b) The following are the summarized Balance Sheet of Flexon Limited as on 31 st March 2012 and 2013: Liabilities Assets Share Capital 8,00,000 8,00,000 Goodwill 15,000 15,000 General Reserve 1,40,000 1,80,000 Building 4,00,000 3,60,000 Profit & Loss A/c. 1,60,000 2,70,000 Plant 3,70,000 5,20,000 Sundry Creditors 1,71,000 1,67,000 Investment (Long-term) 1,20,000 1,50,000 Bills Payable 20,000 30,000 Stock 3,00,000 2,30,000 Provision for Tax 1,60,000 1,80,000 Debtors 1,80,000 2,00,000 Cash & Bank 66,000 1,52,000 14,51,000 16,27,000 14,51,000 16,27,000 Additional Information: (1) Depreciation charged during the year : On Plant - 40,000 On Building - 40,000 (2) Provision for tax of 1,90,000 was made during the year (3) Interim dividend paid during the year : Interim Dividend - 80,000 Corporate Dividend Tax - 13,596 Prepare: (i) Statement of changes in working capital (ii) Funds flow statement for the year ended 31 st March, (8 marks) Chapter - 4 : Financing Decisions-Cost of Capital & Capital Structure Nov [1] {C} (d) X Ltd. is considering the following two alternative financing plans: Equity shares of 10 each 12% Debentures Preference Shares of 100 each Plan-I 4,00,000 2,00,000 - Plan-II 4,00,000-2,00,000 6,00,000 6,00,000 The indifference point between the plans is 2,40,000. Corporate tax rate is 30%. Calculate the rate of dividend on preference shares. (5 marks)

22 Appendix IPCC Gr. I Paper - 3 I Nov [5](d) What is Overcapitalisation? State its causes and consequences. (4 marks) Nov [7] Answer the following: (d) What do you mean by capital structure? State its significance in financing decision. (4 marks) Chapter - 5 : Business Risk, Financial Risk & Leverage Nov [1] {C} (c) Calculate the degree of operating leverage, degree of financial leverage and the degree of combined leverage for the following firms: Production (in units) Fixed costs Interest on loan Selling price per unit Variable cost per unit N S D 17,500 4,00,000 1,25, Chapter - 6:Types of Financing Nov [7] Answer the following: (e) (i) State the main elements of leveraged lease. 6,700 3,50,000 75, ,800 2,50,000 Nil (5 marks) (2 marks) Chapter - 8 : Capital Budgeting and Investment Decisions Nov [3] (b) APZ Limited is considering to select a machine between two machines A and B. The two machines have identical capacity, do exactly the same job, but designed differently. Machine A costs 8,00,000, having useful life of three years. It costs 1,30,000 per year to run. Machine B is an economy model costing 6,00,000, having useful life of two years. It costs 2,50,000 per year to run. The cash flows of machine A and B are real cash flows. The costs are forecasted in rupees of constant purchasing power. Ignore taxes. The opportunity cost of capital is 10%. The present value factors at 10% are: Year t 1 t 2 t 3 PVIF 0.10.t PVIFA = PVIFA = Which machine would you recommend the company to buy? (8 marks)

23 Appendix IPCC Gr. I Paper - 3 I-23 Chapter - 10:Treasury & Cash Management Nov [5](c) What is Virtual Banking? State its advantages. (4 marks) Nov [7] Answer the following: (c) Management of marketable securities is an integral part of investment of cash. Comment. (4 marks) Chapter - 12:Management of Receivables Nov [6] (b) PTX Limited is considering a change in its present credit policy. Currently it is evaluating two policies. The company is required to give a return of 20% on the investment in new accounts receivables. The company s variable costs are 70% of the selling price. Information regarding present and proposed policies are as follows: Present Policy Policy Option 1 Policy Option 2 Annual Credit Sales () 30,00,000 42,00,000 45,00,000 Debtors turnover ratio 4 times 3 times 2.4 times Loss due to bad debts 3% of sales 5% of sales 6% of sales Note: Return on investment in new accounts receivable is based on cost of investment in debtors. Which option would you recommend? (8 marks) Shuchita Prakashan (P) Ltd. 25/19, L.I.C. Colony, Tagore Town, Allahabad Visit us :

24 Appendix IPCC Gr. I Paper - 3 I-24 FOR NOTES