1、2016 年 6 月 ACCA 考试 P5 高级业绩管理真题及答案解析(总分：125.00，做题时间：195 分钟)案例分析题(总题数：4，分数：125.00)Section A This ONE question is compulsory and MUST be attemptedFlack Supermarkets (Flack) is a multi-national listed business operating in several developing countries. The business is divided into two divisions: Metro,
2、which runs smaller stores in the densely populated centres of cities and Hyper, which runs the large supermarkets situated on the edges of cities. Flack sells food, clothing and some other household goods.Competition between supermarkets is intense in all of Flacks markets and so there is a constant
3、 need to review and improve their management and operations. The board has asked for a review of their performance report to see if it is fit for the purpose of achieving the companys mission of being:the first choice for customers by providing the right balance of quality and service at a competiti
4、ve price. We will achieve this through acting in the long-term interests of our stakeholders: earning customer loyalty, utilising all our resources and serving our shareholders interests.This report is used at Flacks board level for their annual review. The divisional boards have their own reports.
5、Also, there has been criticism of the board of Flack in the financial press that they are short-termist and so the board wants your evaluation of the performance report to include comments on this. A copy of the most recent report is provided as an example at Appendix 1.The board is considering intr
6、oducing two new performance measures to address the objective of utilising all our resources. These are revenue and operating profit per square metre. The CEO also wants an evaluation of these two measures explaining how they might address this aspect of the mission, what those ratios currently are
7、and how they could be used to manage business performance. There is information in Appendix 1 to assist in this work.There have been disagreements between Flacks divisional management about capital allocation. The divisions have had capital made available to them. Both sets of divisional managers al
8、ways seem to want more capital in order to open more stores but historically have been reluctant to invest in refurbishing existing stores. The board is unsure of capital spending priorities given that the press comments about Flack included criticism of the run-down look of a number of their stores
9、. The board wants your comments on the effectiveness of the current divisional performance measure of divisional operating profit and the possibility of replacing this with residual income in the light of these problems.As the company is opening many new stores, the board also wants an assessment of
10、 the use of expected return on capital employed (ROCE) as a tool for deciding on new store openings, illustrating this using the data in Appendix 2 on one new store proposal. The focus of comments should be on the use of an expected value not on the use of return on capital employed, as this is wide
11、ly used and understood in the retail industry.Finally, the CEO has proposed to the board that a new information system be introduced. She wishes to spend $100m on creating a loyalty card programme with a data warehouse collecting information from customers cards regarding their purchases. Her plan i
12、s to use this information to target advertising, product range choices and price offers more efficiently than at present.Appendix 2 New storeThe following data has been forecast by the marketing department for the new store based on Flacks existing experience. There are three possible scenarios:The
13、new store is expected to cost $42m to buy, fit out and stock. The target ROCE for Flack has been set at 13%.Required:（分数：50.00）Write a report to the board of Flack to:(i) Evaluate the performance report of Flack, using the example provided in Appendix 1, as requested by the board. (14 marks)(ii) Eva
14、luate the introduction of the two measures of revenue and operating profit per square metre, as requested by the CEO. (8 marks)(iii) Assess the proposal to change the divisional performance measure.Note: No calculations of the current values are required. (8 marks)(iv) Calculate the expected return
15、on capital employed for the new store and assess the use of this tool for decision-making at Flack. (8 marks)(v) Explain how the proposed new information system can help to improve business performance at Flack. (8 marks)Professional marks will be awarded for the format, style and structure of the d
16、iscussion of your answer. (4 marks)（分数：50.00）_Section B TWO questions ONLY to be attemptedCuthbert is based in Ceeland and manufactures jackets for use in very cold environments by mountaineers and skiers. It also supplies the armed forces in several countries with variants of existing products, cus
17、tomised by the use of different coloured fabrics, labels and special fastenings for carrying equipment. Cuthbert incurs high costs on design and advertising in order to maintain the reputation of the brand.Each jacket is made up of different shaped pieces of fabric called components. These component
18、s are purchased by Cuthbert from an external supplier. The external supplier is responsible for ensuring the quality of the components and the number of purchased components found to be defective is negligible. The cost of the components forms 80% of the direct cost of each jacket, and the prices ch
19、arged by Cuthberts supplier for the components are the lowest in the industry. There are three stages to the production process of each jacket, which are each located in different parts of the factory:Stage 1 SewingThe fabric components are sewn together by a machinist. Any manufacturing defects occ
20、urring after sewing has begun cannot be rectified, and finished garments found to be defective are heavily discounted, or in the case of bespoke variants, destroyed.Stage 2 AssemblyThe garments are filled with insulating material and sewn together for the final time.Stage 3 FinishingLabels, fastenin
21、gs and zips are sewn to the finished garments. Though the process for attaching each of these is similar, machinists prefer to work only on labels, fastenings or zips to maximise the quantity which they can sew each hour.Jackets are produced in batches of a particular style in a range of sizes. Thro
22、ughout production, the components required for each batch of jackets are accompanied by a paper batch card which records the production processes which each batch has undergone. The batch cards are input into a production spreadsheet so that the stage of completion of each batch can be monitored and
23、 the position of each batch in the factory is recorded.There are 60 machinists working in the sewing department, and 40 in each of the assembly and finishing departments. All the machinists are managed by 10 supervisors whose duties include updating the batch cards for work done and inputting this i
24、nto a spreadsheet, as well as checking the quality of work done by machinists. The supervisors report to the factory manager, who has overall responsibility for the production process.Machinists are paid an hourly wage and a bonus according to how many items they sew each week, which usually compris
25、es 60% of their total weekly wages.Supervisors receive an hourly wage and a bonus according to how many items their team sews each week. The factory manager receives the same monthly salary regardless of production output. All employees are awarded a 5% annual bonus if Cuthbert achieves its budgeted
26、 net profit for the year.Recently, a large emergency order of jackets for the Ceeland army was cancelled by the customer as it was not delivered on time due to the following quality problems and other issues in the production process: A supervisor had forgotten to input several batch cards and as a
27、result batches of fabric components were lost in the factory and replacements had to be purchased. There were machinists available to sew buttons onto the jackets, but there was only one machinist available who had been trained to sew zips. This caused further delay to production of the batch. When
28、the quality of the jackets was checked prior to despatch, many of them were found to be sewn incorrectly as the work had been rushed. By this time the agreed delivery date had already passed, and it was too late to produce a replacement batch.This was the latest in a series of problems in production
29、 at Cuthbert, and the directors have decided to use business process reengineering (BPR) in order to radically change the production process.The proposal being considered as an application of BPR is the adoption of team working in the factory, the three main elements of which are as follows:1. Produ
30、ction lines would re-organise into teams, where all operations on a particular product type are performed in one place by a dedicated team of machinists.2. Each team of machinists would be responsible for the quality of the finished jacket, and for the first time, machinists would be encouraged to b
31、ring about improvements in the production process. There would no longer be the need to employ supervisors and the existing supervisors would join the teams of machinists.3. The number of batches in production would be automatically tracked by the use of radio frequency identification (RFID) tags at
32、tached to each jacket. This would eliminate the need for paper batch cards, which are currently input into a spreadsheet by the supervisors.You have been asked as a performance management consultant to advise the board on whether business process reengineering could help Cuthbert overcome the proble
33、ms in its production process.Required:（分数：25）(1).Advise how the proposed use of BPR would influence the operational performance of Cuthbert. （分数：14）_(2).Evaluate the effectiveness of the current reward systems at Cuthbert, and recommend and justify how these systems would need to change if the BPR p
34、roject goes ahead.（分数：11）_Dibble is formed of two autonomous divisions, Timber and Steel, and manufactures components for use in the construction industry. Dibble has always absorbed production overheads to the cost of each product on the basis of machine hours.Timber DivisionTimber Division manufac
35、tures timber frames used to support the roofs of new houses. The timber, which is purchased pre-cut to the correct length, is assembled into the finished frame by a factory worker who fastens the components together. Timber Division manufactures six standard sizes of frame which is sufficient for us
36、e in most newly built houses.Steel DivisionSteel Division manufactures steel frames and roof supports for use in small commercial buildings such as shops and restaurants. There is a large range of products, and many customers also specify bespoke designs for short production runs or one-off building
37、 projects. Steel is cut and drilled using the divisions own programmable computer aided manufacturing machinery (CAM), and is bolted together or welded by hand.Steel Divisions strategy is to produce novel bespoke products at a price comparable to the simpler and more conventional products offered by
38、 its competitors. For example, many of Steel Divisions customers choose to have steel covered in one of a wide variety of coloured paints and other protective coatings at the end of the production process. This is performed off-site by a subcontractor, after which the product is returned to Steel Di
39、vision for despatch to the customer. Customers are charged the subcontractors cost plus a 10% mark up for choosing this option. The board of Steel Division has admitted that this pricing structure may be too simplistic, and that it is unsure of the overall profitability of sales of some groups of pr
40、oducts or sectors of the market.Recently, several customers have complained that incorrectly applied paint has flaked off the steel after only a few months use. More seriously, a fast food restaurant has commenced litigation with Dibble after it had to close for a week while steel roof frames suppli
41、ed by Steel Division were repainted. Following this, the production manager has proposed increasing the number of staff inspecting the quality of coating on the frames, and purchasing expensive imaging machinery to make inspection more efficient.The chief executive officer (CEO) at Dibble has approa
42、ched you as a performance management expert for your advice. At a conference recently, he told you, I watched a presentation by a CEO at a similar business to ours talking about the advantages and disadvantages of using activity based costing (ABC) and how over several years the adoption of activity
43、 based management (ABM) had helped them to improve both strategic and operational performance.I dont want you to do any detailed calculations at this stage, but Id like to know more about ABC and ABM, and know whether they would be useful for Dibble, he said.You are provided with extracts of the mos
44、t recent management accounts for Timber and Steel Divisions:Required:（分数：25）(1).(i) Advise the CEO how activity based costing could be implemented. (4 marks)(ii) Assess whether it may be more appropriate to use activity based costing in Timber and Steel Divisions than the costing basis currently use
45、d. (8 marks)（分数：12）_(2).Advise the CEO how activity based management could be used to improve business performance in Dibble. （分数：13）_Universities in Teeland have three stated objectives:1. To improve the overall standard of education of citizens in Teeland.2. To engage in high quality academic rese
46、arch.3. To provide well-qualified university graduates to meet the needs of the graduate jobs market in Teeland.Each university is funded by a fixed sum of money from the Teeland government according to the number of students studying there. In addition, universities receive extra funds from the gov
47、ernment and also from other organisations, such as large businesses and charities. These funds are used to support academic research.Following the onset of an economic recession, the Teeland government has stated its intention to reduce spending on publicly funded services such as the universities.
48、One senior politician, following his recent visit to neighbouring Veeland, was controversially quoted as saying:The universities in Veeland offer much better value for money for the citizens there compared to our universities here in Teeland. There are 25 students for each member of academic staff in Veeland, whereas in Teeland, the average number is 16, and yet, the standard of education of citizens is
