学习千万步,了解第一步,一起来全方位了解一下什么是ACCA吧!

发布时间:2020-04-23


学习千万步,了解第一步。很多小伙伴在学习ACCA之前都会对ACCA进行一个全方位的了解,在双方足够了解的情况下才能开展学习。今天,51题库考试学习网就给大家分享ACCA的相关内容一起来看看吧。

什么是ACCA

ACCA(特许公认会计师公会)是全球广受认可的国际专业会计师组织,为全世界有志投身于财 会、金融以及管理领域的专才提供首选的资格认证。一贯坚持最高的标准,提高财会人员的专业素质,职业操守以及监管能力,并秉承为公众利益服务的原则。

ACCA是国际认可范围最高的财务人员资格证书,是世界上领先的专业会计师团体,也是国际学员最多、学员规模发展最快的专业会计师组织。ACCA 目前在大中华区拥有 26,000 名会员 及 133,000 名学员和准会员,并在北京、上海、广州、深圳、成都、沈阳、青岛、武汉、长沙、 香港和澳门共设有 11 个办公室。 ACCA 为全球 179 个国家的 219,000 名会员及 527,000 名学员和准会员提供支持,帮助他们具备 雇主所需的技能,从而在财会行业及商界建立成功的职业生涯。ACCA 通过全球 110 个办公室, 以及全球 7,571 家认可雇主和 328 家认可教育合作伙伴,提供高标准的学习与发展服务。 ACCA 致力于维护公共利益,提倡适度的会计监管方式。

同时,通过开展国际化研究,不断提升 财会行业的声誉与影响力。 通过对 ACCA 专业资格的重大创新,ACCA 将确保会员继续成为全球倍受推崇和青睐、与时俱进 的专业会计师。 自 1904 年成立以来,ACCA 一直秉承独特的核心价值,即机遇、多元性、创新、诚信和责任。

ACCA报考条件:

具备以下条件之一即可:

1、凡具有教育部承认的大专以上学历,即可报名成为ACCA 的正式学员;

2、教育部认可的高等院校在校生,顺利完成大一的课程考试即可;

3、未符合12项报名资格的16周岁以上的申请者,也可以先申请参加FIA 基础财务资格考试。在完成基础商业会计、基础管理会计、基础财务会计3门课程,并完成ACCA 基础职业模块,可获得ACCA 商业会计师资格证书,资格证书后可豁免ACCAF1-F3 三门课程的考试,直接进入技能课程的考试。

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下面小编为大家准备了 ACCA考试 的相关考题,供大家学习参考。

(b) Illustrate how you might use analytical procedures to provide audit evidence and reduce the level of detailed

substantive procedures. (7 marks)

正确答案:
(b) Illustration of use of analytical procedures as audit evidence
Tutorial note: Note that ‘as audit evidence’ requires consideration of substantive analytical procedures rather that the
identification of risks (relevant to part (a)).
Revenue
Analytical procedures may be used in testing revenue for completeness of recording (‘understatement’). The average selling
price of a vehicle in 2005 was $68,830 ($526·0 million ÷ 7,642 vehicles). Applying this to the number of vehicles sold
in 2006, might be projected to generate $698·8 million ($68,830 × 10,153) revenue from the sale of vehicles. The draft
financial statements therefore show a potential shortfall of $110·8 million ($(698·8 – 588·0) million) that is, 15·6%.
This should be investigated and substantiated through more detailed analytical procedures. For example, the number of
vehicles sold should be analysed into models and multiplied by the list price of each for a more accurate estimate of potential
revenue. The impact of discounts and other incentives (e.g. 0% finance) on the list prices should then be allowed for. If
recorded revenue for 2006 (as per draft income statement adjusted for cutoff and consignment inventories) is materially lower
than that calculated, detailed substantive procedures may be required in order to show that there is no material error.
‘Proof in total’/reasonableness tests
The material correctness, or otherwise, of income statement items (in particular) may be assessed through appropriate ‘proof
in total’ calculations (or ‘reasonableness’ tests). For example:
■ Employee benefits costs: the average number of employees by category (waged/salaried/apprenticed) × the average pay
rate for each might prove that in total $91·0 million (as adjusted to actual at 31 December 2006) is not materially
misstated. The average number of employees needs to be checked substantively (e.g. recalculated based on the number
of employees on each payroll) and the average pay rates (e.g. to rates agreed with employee representatives).
Tutorial note: An alternative reasonableness might be to take last year’s actual adjusted for 2006 numbers of
employees grossed-up for any pay increases during the year (pro-rated as necessary).
■ Depreciation: the cost (or net book value) of each category of asset × by the relevant straight-line (or reducing balance)
depreciation rate. If a ‘ballpark’ calculation for the year is materially different to the annual charge a more detailed
calculation can be made using monthly depreciation calculations. The cost (or net book value) on which depreciation
is calculated should be substantively tested, for example by agreeing brought forward balances to prior year working
papers and additions to purchase invoices (costings in respect of assets under construction).
Tutorial note: Alternatively, last year’s depreciation charge may be reconciled to this year’s by considering depreciation
rates applied to brought forward balances with adjustments for additions/disposals.
■ Interest income: an average interest rate for the year can be applied to the monthly balance invested (e.g. in deposit
accounts) and compared with the amount recognised for the year to 31 December 2006 (as adjusted for any accrued
interest per the bank letter for audit purposes). The monthly balances (or averages) on which the calculation is
performed should be substantiated to bank deposit statements.
■ Interest expense: if the cash balances do not go into overdraft then this may be similar expenses (e.g. prompt payment
discounts to customers). If this is to particular dealers then a proof in total might be to apply the discount rate to the
amounts invoiced to the dealer during the period.
Immaterial items
For immaterial items analytical procedures alone may provide sufficient audit evidence that amounts in the financial
statements are not materially misstated so that detailed substantive procedures are not required. For example, a comparison
of administration and distribution, maintenance and insurance costs for 2006 compared with 2005 may be sufficient to show
that material error is highly unlikely. If necessary, further reasonableness tests could be performed. For example, considering
insurance costs to value of assets insured or maintenance costs to costs of assets maintained.
Ratio analysis
Ratio analysis can provide substantive evidence that income statement and balance sheet items are not materially misstated
by considering their inter-relationships. For example:
■ Asset turnover: Based on the draft financial statements property, plant and equipment has turned over 5·2 times
($645·5/124·5) compared with 5·9 times in 2005. This again highlights that income may be overstated, or assets
overstated (e.g. if depreciation is understated).
■ Inventory turnover: Using cost of materials adjusted for changes in inventories this has remained stable at 10·9 times.
Tutorial note: This is to be expected as in (a) the cost in the income statement has increased by 9% and the value of
inventories by 8·5%.
Inventories represent the smallest asset value on the balance sheet at 31 December 2006 (7·8% of total assets).
Therefore substantive procedures may be limited to agreeing physical count of material items (vehicles) and agreeing
cutoff.
■ Average collection period: This has increased to 41 days (73·1/645·5 × 365) from 30 days. Further substantive analysis
is required, for example, separating out non-current amounts (for sales on 0% finance terms). Substantive procedures
may be limited to confirmation of amounts due from dealers (and/or receipt of after-date cash) and agreeing cutoff of
goods on consignment.
■ Payment periods: This has remained constant at 37 days (2005 – 38 days). Detailed substantive procedures may be
restricted to reconciling only major suppliers’ statements and agreeing the cutoff on parts purchased from them.

(c) Define ‘market risk’ for Mr Allejandra and explain why Gluck and Goodman’s market risk exposure is

increased by failing to have an effective audit committee. (5 marks)

正确答案:
(c) Market risk
Definition of market risk
Market risks are those arising from any of the markets that a company operates in. Most common examples are those risks
from resource markets (inputs), product markets (outputs) or capital markets (finance).
[Tutorial note: markers should exercise latitude in allowing definitions of market risk. IFRS 7, for example, offers a technical
definition: ‘Market risk is the risk that the fair value or cash flows of a financial instrument will fluctuate due to changes in
market prices. Market risk reflects interest rate risk, currency risk, and other price risks’.]
Why non-compliance increases market risk
The lack of a fully compliant committee structure (such as having a non-compliant audit committee) erodes investor
confidence in the general governance of a company. This will, over time, affect share price and hence company value. Low
company value will threaten existing management (possibly with good cause in the case of Gluck and Goodman) and make
the company a possible takeover target. It will also adversely affect price-earnings and hence market confidence in Gluck and
Goodman’s shares. This will make it more difficult to raise funds from the stock market.

(b) The management of Division C has identified the need to achieve cost savings in order to become more

competitive. They have decided that an analysis and investigation of quality costs into four sub-categories will

provide a focus for performance measurement and improvement.

Required:

Identify the FOUR sub-categories into which quality costs can be analysed and provide examples (which

must relate to Division C) of each of the four sub-categories of quality cost that can be investigated in order

that overall cost savings might be achieved and hence the performance improved. (8 marks)

正确答案:
(b) Quality costs may be monitored by measuring costs of non-conformance and costs of conformance.
Costs of non-conformance occur when the product fails to reach the design quality standards. Such costs may be subdivided
into internal failure costs and external failure costs.
Internal failure costs occur when the failure is detected before the transfer of the product to the customer.
External failure costs occur when the failure to reach the required standards is not detected until after the product has been
transferred to the customer.
Costs of conformance are those incurred in reducing or eliminating the costs of non-conformance. Such costs may be
subdivided into appraisal costs and prevention costs.
Appraisal costs are those associated with the evaluation of items such as purchased material and services in order to ensure
that they conform. to the agreed specification.
Prevention costs are those associated with the implementation of a quality improvement programme. Such costs are planned
in advance and their implementation should lead to continuous improvement.
Examples of quality costs relevant to Division C may include:
Internal failure costs: cost of materials scrapped due to poor receipt and storage procedures or losses of CC output due to poor
processing routines.
External failure costs: cost of quality problems with batch of CC not detected until it has reached Division B. This may require
free replacement of the batch and compensation for loss of output by Division B.
Appraisal costs: evaluation of purchased material and services in relation to the manufacture of CC to ensure that it conforms
to the agreed specification; e.g. inspection and testing before use.
Prevention costs: the cost of implementation of staff training and the costs of equipment testing to ensure that it conforms to
the specification standards required for the production of CC.
(Alternative relevant examples would be accepted)

1 The scientists in the research laboratories of Swan Hill Company (SHC, a public listed company) recently made a very

important discovery about the process that manufactured its major product. The scientific director, Dr Sonja Rainbow,

informed the board that the breakthrough was called the ‘sink method’. She explained that the sink method would

enable SHC to produce its major product at a lower unit cost and in much higher volumes than the current process.

It would also produce lower unit environmental emissions and would substantially improve product quality compared

to its current process and indeed compared to all of the other competitors in the industry.

SHC currently has 30% of the global market with its nearest competitor having 25% and the other twelve producers

sharing the remainder. The company, based in the town of Swan Hill, has a paternalistic management approach and

has always valued its relationship with the local community. Its website says that SHC has always sought to maximise

the benefit to the workforce and community in all of its business decisions and feels a great sense of loyalty to the

Swan Hill locality which is where it started in 1900 and has been based ever since.

As the board considered the implications of the discovery of the sink method, chief executive Nelson Cobar asked

whether Sonja Rainbow was certain that SHC was the only company in the industry that had made the discovery and

she said that she was. She also said that she was certain that the competitors were ‘some years’ behind SHC in their

research.

It quickly became clear that the discovery of the sink method was so important and far reaching that it had the

potential to give SHC an unassailable competitive advantage in its industry. Chief executive Nelson Cobar told board

colleagues that they should clearly understand that the discovery had the potential to put all of SHC’s competitors out

of business and make SHC the single global supplier. He said that as the board considered the options, members

should bear in mind the seriousness of the implications upon the rest of the industry.

Mr Cobar said there were two strategic options. Option one was to press ahead with the huge investment of new plant

necessary to introduce the sink method into the factory whilst, as far as possible, keeping the nature of the sink

technology secret from competitors (the ‘secrecy option’). A patent disclosing the nature of the technology would not

be filed so as to keep the technology secret within SHC. Option two was to file a patent and then offer the use of the

discovery to competitors under a licensing arrangement where SHC would receive substantial royalties for the twentyyear

legal lifetime of the patent (the ‘licensing option’). This would also involve new investment but at a slower pace

in line with competitors. The licence contract would, Mr Cobar explained, include an ‘improvement sharing’

requirement where licensees would be required to inform. SHC of any improvements discovered that made the sink

method more efficient or effective.

The sales director, Edwin Kiama, argued strongly in favour of the secrecy option. He said that the board owed it to

SHC’s shareholders to take the option that would maximise shareholder value. He argued that business strategy was

all about gaining competitive advantage and this was a chance to do exactly that. Accordingly, he argued, the sink

method should not be licensed to competitors and should be pursued as fast as possible. The operations director said

that to gain the full benefits of the sink method with either option would require a complete refitting of the factory and

the largest capital investment that SHC had ever undertaken.

The financial director, Sean Nyngan, advised the board that pressing ahead with investment under the secrecy option

was not without risks. First, he said, he would have to finance the investment, probably initially through debt, and

second, there were risks associated with any large investment. He also informed the board that the licensing option

would, over many years, involve the inflow of ‘massive’ funds in royalty payments from competitors using the SHC’s

patented sink method. By pursuing the licensing option, Sean Nyngan said that they could retain their market

leadership in the short term without incurring risk, whilst increasing their industry dominance in the future through

careful investment of the royalty payments.

The non-executive chairman, Alison Manilla, said that she was looking at the issue from an ethical perspective. She

asked whether SHC had the right, even if it had the ability, to put competitors out of business.

Required:

(a) Assess the secrecy option using Tucker’s model for decision-making. (10 marks)

正确答案:
(a) Tucker’s framework
Is the decision:
Profitable? For SHC, the answer to this question is yes. Profits would potentially be substantially increased by the loss of all
of its competitors and the emergence of SHC, in the short to medium term at least, as a near monopolist.
Legal? The secrecy option poses no legal problems as it is a part of normal competitive behaviour in industries. In some
jurisdictions, legislation forbids monopolies existing in some industries but there is no indication from the case that this
restriction applies to Swan Hill Company.
Fair? The fairness of the secrecy option is a moral judgment. It is probably fair when judged from the perspective of SHC’s
shareholders but the question is the extent to which it is fair to the employees and shareholders of SHC’s competitors.
Right? Again, a question of ethical perspective. Is it right to pursue the subjugation of competitors and the domination of an
industry regardless of the consequences to competitors? The secrecy option may be of the most benefit to the local community
of Swan Hill that the company has traditionally valued.
Sustainable or environmentally sound? The case says that the sink method emits at a lower rate per unit of output than the
existing process but this has little to do with the secrecy option as the rates of emissions would apply if SHC licensed the
process. This is also an argument for the licensing option, however, as environmental emissions would be lower if other
competitors switched to the sink method as well. There may be environmental implications in decommissioning the old plant
to make way for the new sink method investment.

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