1、2017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)一、案例分析题(总题数：4，分数：125.00)Section A This ONE question is compulsory and MUST be attemptedDargeboard Services (DS), a listed company, provides facilities management (FM) services where it manages such activities as cleaning, security, catering and b
2、uilding services on behalf of its clients. Clients can outsource to DS a single activity or often outsource all of these aspects in a full service contract.The mission of DS is to give the shareholders maintainable, profitable growth by developing the best talent to provide world-class services with
3、 maximum efficiency.The board have asked the chief executive officer (CEO) to review the effectiveness of Dargeboards systems for performance measurement and management. She has turned to you to begin this process by considering the strategic performance dashboard of DS. She has supplied the most re
4、cent example in Appendix 1.She wants a report to the board which will cover three aspects of strategic performance reporting at DS. First, it should address whether the current set of key performance indicators (KPIs) measure the achievement of the mission by showing how each one links to all or par
5、t of the mission. She does not want suggestions of new indicators. Second, taking each of the current indicators in turn she wants the assumptions underlying the calculation of the indicators examined. There has been a suggestion made in the press that DS is producing a biased set of results aimed t
6、o mislead the markets. This would then artificially boost the share price and so boost the value of the senior managements share holdings. Third, the report should evaluate the other presentational aspects of the dashboard against best practice.The idea of employee share ownership has always been at
7、 the heart of DS remuneration schemes. Its aim is to support an entrepreneurial culture and is a key differentiator in the market for new employees. The current reward system grants shares based on the appraisal of the individual by the line manager against vague categories such as leadership and en
8、trepreneurship. The results of this scheme have been that only about 5% of staff received their maximum possible bonus in previous years and half of them received no bonus at all. Increasingly, this has led to the staff ignoring the reward scheme and describing it as only for the bosses favourite pe
9、ople.In response to this, the board have been discussing methods of analysing and improving the rewards system at DS. One non-executive director suggested using Fitzgerald and Moons building block model. The CEO was asked to consider this as a project separate from the issues of performance measurem
10、ent mentioned above. She will select suitable indicators from the dimensions but currently needs you to explain to the board what is meant by results and determinants in this context and how the dimensions link to standards and targets. Finally, she believes that there are two types of reward scheme
11、 which might suit DS and wants an evaluation of their relative strengths and weaknesses. The scheme details are given in Appendix 2.KPI definitions and notes1. Cleaning, security, catering and building services headings are for single service contracts.2. No commentary is provided as the CEO talks t
12、he board through the dashboard at each board meeting.3. Secured revenue is long-term recurring revenue. This is the percentage of budgeted revenue which is already contracted. The budget is often not completed until well into the year as it is a complex process. In 2016, the original budget showed r
13、evenue of $1,565m with the final budget signed off at the end of Q1 showing $1,460m. The secured (contracted) revenue for the period was $1,285m. The accounts show a year end revenue of $1,542m.4. Management retention is the percentage of managers who were still employed throughout the whole year. T
14、he figure only includes those employees on full-time contracts (about 65% of all managers).5. Order book is the total cash value of future contracted revenue. DS has contracts which run up to 10 years into the future.6. Operating profit margin. This excludes exceptional items such as the reorganisat
15、ion of the catering business which cost $55m in 2016, where revenue was $245m.7. Organic revenue growth is calculated by using the total revenue figure as reported in the accounts. It includes net acquisitions which brought in revenue of $48m in 2016.8. Return on capital employed (ROCE). Capital emp
16、loyed is total assets less current liabilities from the statement of financial position.Appendix 2The CEO is considering two schemes, one based on the current scheme and a new scheme.Scheme 1 (based on the current scheme)The reward system grants shares in DS based on the appraisal of the individual
17、by the line manager against vague categories (leadership and entrepreneurship). The line managers have been informed that their bonus will in turn be partly dependent on how well they perform this appraisal. The expectation will be that as a result, 20% of staff will receive their maximum possible b
18、onus and 20% will receive no bonus.Scheme 2 (the new one)Under scheme 2, employee targets are to be derived from the strategic indicators depending on the employees area of responsibility. The senior management (with help from line management where appropriate) will cascade down the strategic indica
19、tors to the relevant operational or tactical level for that employee.There will be five targets set by senior and line management in consultation and the employee will then get up to 50% on top of their basic salary as a bonus (10 percentage points for each of the targets achieved).Required:（分数：50.0
20、0）Write a report to the board to:(i) Evaluate the links between the current key performance indicators at DS in Appendix 1 and its mission. (8 marks)(ii) Assess the assumptions and definitions used in the calculation of the current set of key performance indicators in Appendix 1. (12 marks)(iii) Eva
21、luate the other aspects of reporting in the DS performance dashboard given at Appendix 1. (8 marks)(iv) Explain how the building block model works as required by the CEO. (6 marks)(v) Assess the two reward schemes given in Appendix 2. (12 marks)Professional marks will be awarded for the format, styl
22、e and structure of the discussion of your answer. (4 marks)（分数：50.00）_Section B TWO questions ONLY to be attemptedPitlane Electronic Components (Pitlane) manufactures components for use in the electricity distribution network in Deeland. Demand from Pitlanes biggest customer, to replace identical bu
23、t worn out components, has been constant for many years. Pitlane has recently renewed an exclusive long-term supply agreement with this customer, who has always agreed to buy the components for their total standard cost plus a fixed profit margin of 15%. Variances between standard and actual costs o
24、f the components are negligible. Pitlane runs several production lines in two factories located in different areas of Deeland. The factories layout is poorly designed and the production process requires components to be transported around and between the factories.The Deeland government wants to enc
25、ourage renewable electricity generation. It is offering a three-year subsidy scheme, beginning in 2018, for consumers to have solar panels installed on the roofs of their homes. As an added incentive, businesses will be exempt from tax on profits made on the sale of solar panels and related componen
26、ts.To take advantage of this scheme, Pitlane has built a prototype of a new electrical component, known as the Booster, which increases the output from domestic solar panels. The Booster will be sold to installers of solar panels and not directly to consumers. Pitlanes marketing department has estim
27、ated market data for the duration of the scheme based on a similar scheme in Veeland (Appendix 1). As a result of its products being unchanged for many years, Pitlane has little recent experience of developing new products and estimating costs and potential revenues from them. It is expected that ma
28、ny competitor products will be launched during the scheme, at the end of which demand is expected to fall greatly, and production of the Booster will discontinue.Pitlanes shareholders insist that for the Booster project to go ahead, it must meet the financial performance objective of achieving a 15%
29、 net profit margin, after all costs, for the duration of the scheme.The Boosters total fixed costs during the scheme are estimated to be $10m, including $28m upfront development costs to enable the Booster to communicate the amount of solar energy generated directly to consumers smartphones via an a
30、pp. The product development team at Pitlane believes this feature, and the use of highest quality packaging, will allow it to charge 10% more that the average price of its competitors. The marketing team, however, has questioned the overall value of these two features and whether customers would be
31、prepared to pay extra for them, as most of the Deeland population do not yet own smartphones.Pitlane has estimated the direct costs for the Booster (Appendix 2). The largest direct cost is for the four main sub-components. These are bought in bulk from six different suppliers in Deeland, though all
32、are readily available from suppliers worldwide. The sub-components are fragile. During production of the Booster prototype, many sub-components were found to be damaged during the production process by workers incorrectly assembling them. This resulted in the completed prototype Boosters being scrap
33、ped after testing by the quality control department. The manufacturing director is concerned that the incorrect assembly of sub-components by workers may mean that it may not be profitable for Pitlane to start full scale production of Boosters. To counteract these quality problems, Pitlane will empl
34、oy more highly skilled workers, who are paid around 30% more than most other workers in the business which is accounted for in the cost estimate given in Appendix 2. Pitlane staff have never been encouraged to suggest any ways to improve the manufacturing process.Pitlanes directors are concerned tha
35、t the Booster project will not meet the shareholders financial performance objective. They have asked you, as a consultant experienced in target costing, Kaizen costing and other Japanese business practices, for your advice.Appendix 1 Estimated market data for BoosterRequired:（分数：25）(1).Calculate th
36、e cost gap per unit in each of the three years of the Boosters life, taking into account all estimated costs.（分数：6）_(2).Advise on the extent to which target costing would help Pitlane to achieve the financial performance objective set by the shareholders.（分数：12）_(3).Advise Pitlane how Kaizen costing
37、 may be used to help the Booster project achieve the financial performance objective set by the shareholders.（分数：7）_Nelson, Jody and Nigel (NJN) operates a warehouse and distribution centre, storing and distributing 5,000 product lines on behalf of its client, an overseas sports equipment manufactur
38、er.NJN receives goods in shipping containers, which should include a packing list of the items they contain. Sometimes, packing lists are lost in transit and the manufacturer is asked for duplicates. Packing lists are manually input into NJNs warehouse information system (WIS) in batches, usually wi
39、thin 48 hours of the goods being received. Goods are first unpacked into a sorting area, and later moved to wherever there is available warehouse space once the packing list has been input. The WIS records the location within the warehouse where each item is located. The clients customers, who are r
40、etail stores, place orders by email, and do not currently have access to real-time inventory levels in NJNs warehouse.Each morning picking lists are printed in the warehouse office. These lists show the quantities of items to be picked and the items 12 digit product codes. Staff use these codes to r
41、etrieve items from the warehouse locations for despatch to retailers. In 8% of picking lists, at least one item is not in the location or does not have the quantity specified by the WIS. As a result, the item is not despatched, or the wrong item is picked. A small team investigates these discrepanci
42、es, using special reports which the warehouse manager extracts from the WIS. The team manually reconciles quantities of missing items in the warehouse to the sports equipment manufacturers own records of the items which should be in inventory. If missing items cannot be found, the customer is inform
43、ed via an email that they are unavailable.The sports equipment manufacturer has a service level agreement with NJN, covering the accuracy of picking and the proportion of customers orders successfully fulfilled. NJNs performance on these has deteriorated, especially when there is increased seasonal
44、demand for certain products. At these times staff are under increased pressure to pick items quickly, and so picking accuracy deteriorates and absenteeism increases. There have also been accidents where goods have not been safely placed or safely picked from warehouse locations at busy times. These
45、accidents have resulted in minor injuries to some employees.The sports equipment manufacturer has threatened to end NJNs contract if performance does not improve. In response, NJN has recruited more staff to investigate discrepancies between items physically in warehouse locations, and those shown o
46、n the WIS at busy periods. It has also begun a series of cyclical inventory counts where every product line is counted every month to correct the quantities and locations shown on the WIS. NJN has rented an additional nearby warehouse in which to sort incoming items before they are put away.NJN has
47、hired a management consultant who is an expert in lean principles and the application of these to management information systems. She believes that the WIS is wasteful, not adding value to the business or to its customers, and has suggested that NJN would benefit from the application of lean princip
48、les to this system.She has suggested three proposals: that NJN reorganise the warehouse by storing high volume items close to the despatch area, shut down the additional warehouse, and discontinue the cyclical inventory counts.To help with the adoption of lean principles in the warehouse reorganisation, the management consultant recommends NJN apply the 5Ss* of lean principles, and she has suggested performance metrics which can be used to evaluate NJNs progress towards adopting these (Appendix
