2020年安徽省ACCA国际会计师考场规则，可以带计算器！

发布时间：2020-01-09

ACCA考场规则是什么呢？跟国内考试的规定有区别吗？这些问题是许多即将参加2020年3月份ACCA考试的同学们最关心的问题，害怕自己辛辛苦苦准备了几个月之久的考试就因为一个不小心触犯了相关的规定，那就得不偿失了。接下来，51题库考试学习网为大家盘点历年来ACCA考试的相关规定，希望大家引以为戒，小心不要触犯哟~

具体点来说，ACCA考试的考场规则主要分为两部分，一个就是进入考场前，另一个就是进入考场之后 

ACCA考前规则：

1.考生须在开始考试之前30分钟到达ACCA考试地点，以免在出现突发情况。监考老师对考生进行核查考生本人身份证、ACCA注册号。

2.考生可选择开考前进行网上测试(见机考中心通知)，也可选择开考前1小时到达考点，在机考中心进行测试，熟悉机考流程。（建议考生最好选择前者，后者可能出现在机考中心测试的人数太多而不能及时测试导致不熟悉机考流程的情况）

3.考生在考试开始前15分钟经过监考老师批准方可进入考场。逾时不得再进入考场。

4. 考生在到达考场并进行签到后，如因特殊原因需要离场，请主动联系监考人员，不得擅自离开，经过监考老师允许之后才可以离开。

5. 最好不要携带贵重物品前往考场，丢失了后果自负的。

注意：ACCA机考必须带那些东西

首先是自行在官网上打印的准考证其次就是身份证再是可以携带不带有记忆存储功能的计算器。（如考生有携带手机、包包等私人物品，请将其放至监考老师指定区域。）

进入考场后的规则

1.考生进入考场后必须把考试相关书籍材料等放到指定位置，并将手机等通讯设备关闭。考生只允许携带考试规定携带的东西进入考场，例如本人身份证、笔、单功能计算器进入考场，一经发现，按作弊处理。

2.考试开始前，监考人员会宣读考场纪律；考生需要在电脑上输入个人信息，监考人员会核对考生的身份；身份核对后，电脑上会显示出3页考试操作指南，考生仔细阅读，阅读完毕之后，举手向监控人员请示，得到监考人员的允许后才可点击考试科目，开始考试。

3.考试开始时，题目会直接在屏幕上显示，请直接在电脑上输入答案。不能点开电脑里的其他软件

4.考试结束后，需要打印2份考试成绩通知单，自己保留一份，机考中心保留一份。

5.机考中心会在考试结束后上传考试成绩，72小时内成绩会上传到考生的MYACCA成绩记录中。

6.考试费用一旦交付，如因考生自身原因缺考，作弃权处理，不须考虑退款事宜。因此建议各位考生要谨慎报名，毕竟考试费用也是一笔不小的费用。

7.ACCA机考中心保留因不可抗力因素(如网络问题，停电等)调整机考时间或取消考试的权力。出现了以上情况，及时向监考人员反映，他们会为你解决问题。

迟到及提早交卷规定：

在开考后1小时内到达的迟到考生可以入场，但不能补偿考试时间。简单的来说就是即便是晚到1小时，你的考试时间也不会往后延时1小时，交卷铃声响起你同样得交卷。而开考1小时以后到达的考生就算做放弃此次考试，不能入场。

这些考场规则有没有帮助到各位ACCAer们呀？相信大家看了之后或多或少对ACCA考场规则都有了一定的了解，51题库考试学习网提醒大家，认真阅读考场规则，如果和上面所述的规则有一定的出入，各地的相关考场规则以各地的为准，最后51题库考试学习网预祝大家考试顺利上岸~

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。

(c) Discuss the usefulness of the managerial grid in assessing the attributes of managers. (5 marks)

正确答案：
Part (c):
This all assumes that leadership styles can be categorised into the two dimensions and that the results can be plotted on the grid.
The position of team management is accepted as the best form. of leadership. This may not be practical or indeed advisable. In
many industries, concern for the task may be more important than concern for people, and vice versa. It will always depend on
the individual situation; behaving in a way which is alien to one’s attitudes will be seen as inconsistent and confusing.
However, if the grid has relevance to leadership skills, it can provide the basis for training and for management development. One
way in which it could be useful is (for example) to support a 9,1 leader with a 1,9 subordinate.
The managerial grid also links in to the motivational ideas of Douglas Macgregor. Theory X assumes that the average person has
an inherent dislike of work. The approach is likely to be task driven, and thus managers will have a high score on the x axis.
Theory Y is based on the idea that the goals of the individual and the organisation can be integrated. In this case, the approach
is likely to be concerned with the individual and thus managers will have a high score on the y axis.

(b) While the refrigeration units were undergoing modernisation Lamont outsourced all its cold storage requirements

to Hogg Warehousing Services. At 31 March 2007 it was not possible to physically inspect Lamont’s inventory

held by Hogg due to health and safety requirements preventing unauthorised access to cold storage areas.

Lamont’s management has provided written representation that inventory held at 31 March 2007 was

$10·1 million (2006 – $6·7 million). This amount has been agreed to a costing of Hogg’s monthly return of

quantities held at 31 March 2007. (7 marks)

Required:

For each of the above issues:

(i) comment on the matters that you should consider; and

(ii) state the audit evidence that you should expect to find,

in undertaking your review of the audit working papers and financial statements of Lamont Co for the year ended

31 March 2007.

NOTE: The mark allocation is shown against each of the three issues.

正确答案：
(b) Outsourced cold storage
(i) Matters
■ Inventory at 31 March 2007 represents 21% of total assets (10·1/48·0) and is therefore a very material item in the
balance sheet.
■ The value of inventory has increased by 50% though revenue has increased by only 7·5%. Inventory may be
overvalued if no allowance has been made for slow-moving/perished items in accordance with IAS 2 Inventories.
■ Inventory turnover has fallen to 6·6 times per annum (2006 – 9·3 times). This may indicate a build up of
unsaleable items.
Tutorial note: In the absence of cost of sales information, this is calculated on revenue. It may also be expressed
as the number of days sales in inventory, having increased from 39 to 55 days.
■ Inability to inspect inventory may amount to a limitation in scope if the auditor cannot obtain sufficient audit
evidence regarding quantity and its condition. This would result in an ‘except for’ opinion.
■ Although Hogg’s monthly return provides third party documentary evidence concerning the quantity of inventory it
does not provide sufficient evidence with regard to its valuation. Inventory will need to be written down if, for
example, it was contaminated by the leakage (before being moved to Hogg’s cold storage) or defrosted during
transfer.
■ Lamont’s written representation does not provide sufficient evidence regarding the valuation of inventory as
presumably Lamont’s management did not have access to physically inspect it either. If this is the case this may
call into question the value of any other representations made by management.
■ Whether, since the balance sheet date, inventory has been moved back from Hogg’s cold storage to Lamont’s
refrigeration units. If so, a physical inspection and roll-back of the most significant fish lines should have been
undertaken.
Tutorial note: Credit will be awarded for other relevant accounting issues. For example a candidate may question
whether, for example, cold storage costs have been capitalised into the cost of inventory. Or whether inventory moves
on a FIFO basis in deep storage (rather than LIFO).
(ii) Audit evidence
■ A copy of the health and safety regulation preventing the auditor from gaining access to Hogg’s cold storage to
inspect Lamont’s inventory.
■ Analysis of Hogg’s monthly returns and agreement of significant movements to purchase/sales invoices.
■ Analytical procedures such as month-on-month comparison of gross profit percentage and inventory turnover to
identify any trend that may account for the increase in inventory valuation (e.g. if Lamont has purchased
replacement inventory but spoiled items have not been written off).
■ Physical inspection of any inventory in Lamont’s refrigeration units after the balance sheet date to confirm its
condition.
■ An aged-inventory analysis and recalculation of any allowance for slow-moving items.
■ A review of after-date sales invoices for large quantities of fish to confirm that fair value (less costs to sell) exceed
carrying amount.
■ A review of after-date credit notes for any returns of contaminated/perished or otherwise substandard fish.

(ii) Calculate the corporation tax (CT) payable by Tay Limited for the year ended 31 March 2006, taking

advantage of all available reliefs. (3 marks)

正确答案：

 

2 The risk committee at Southern Continents Company (SCC) met to discuss a report by its risk manager, Stephanie

Field. The report focused on a number of risks that applied to a chemicals factory recently acquired by SCC in another

country, Southland. She explained that the new risks related to the security of the factory in Southland in respect of

burglary, to the supply of one of the key raw materials that experienced fluctuations in world supply and also an

environmental risk. The environmental risk, Stephanie explained, was to do with the possibility of poisonous

emissions from the Southland factory.

The SCC chief executive, Choo Wang, who chaired the risk committee, said that the Southland factory was important

to him for two reasons. First, he said it was strategically important to the company. Second, it was important because

his own bonuses depended upon it. He said that because he had personally negotiated the purchase of the Southland

factory, the remunerations committee had included a performance bonus on his salary based on the success of the

Southland investment. He told Stephanie that a performance-related bonus was payable when and if the factory

achieved a certain level of output that Choo considered to be ambitious. ‘I don’t get any bonus at all until we reach

a high level of output from the factory,’ he said. ‘So I don’t care what the risks are, we will have to manage them.’

Stephanie explained that one of her main concerns arose because the employees at the factory in Southland were not

aware of the importance of risk management to SCC. She said that the former owner of the factory paid less attention

to risk issues and so the staff were not as aware of risk as Stephanie would like them to be. ‘I would like to get risk

awareness embedded in the culture at the Southland factory,’ she said.

Choo Wang said that he knew from Stephanie’s report what the risks were, but that he wanted somebody to explain

to him what strategies SCC could use to manage the risks.

Required:

(a) Describe four strategies that can be used to manage risk and identify, with reasons, an appropriate strategy

for each of the three risks mentioned in the case. (12 marks)

正确答案：
(a) Risks at Southland and management strategies
Risk management strategies
There are four strategies for managing risk and these can be undertaken in sequence. In the first instance, the organisation
should ask whether the risk, once recognised, can be transferred or avoided.
Transference means passing the risk on to another party which, in practice means an insurer or a business partner in another
part of the supply chain (such as a supplier or a customer).
Avoidance means asking whether or not the organisation needs to engage in the activity or area in which the risk is incurred.
If it is decided that the risk cannot be transferred nor avoided, it might be asked whether or not something can be done to
reduce or mitigate the risk. This might mean, for example, reducing the expected return in order to diversify the risk or
re-engineer a process to bring about the reduction.
Risk sharing involves finding a party that is willing to enter into a partnership so that the risks of a venture might be spread
between the two parties. For example an investor might be found to provide partial funding for an overseas investment in
exchange for a share of the returns.
Finally, an organisation might accept or retain the risk, believing there to be no other feasible option. Such retention should
be accepted when the risk characteristics are clearly known (the possible hazard, the probability of the risk materialising and
the return expected as a consequence of bearing the risk).
Risks in the case and strategy
There are three risks to the Southland factory described in the case.
Risk to the security of the factory in Southland. This risk could be transferred. The transference of this risk would be through
insurance where an insurance company will assume the potential liability on payment, by SCC, of an appropriate insurance
premium.
Risk to the supply of one of the key raw materials that experienced fluctuations in world supply. This risk will probably have
to be accepted although it may be possible, with redesigning processes, to reduce the risk.
If the raw material is strategically important (i.e. its use cannot be substituted or reduced), risk acceptance will be the only
possible strategy. If products or process can be redesigned to substitute or replace its use in the factory, the supply risk can
be reduced.
The environmental risk that concerned a possibility of a poisonous emission can be reduced by appropriate environmental
controls in the factory. This may require some process changes such as inventory storage or amendments to internal systems
to ensure that the sources of emissions can be carefully monitored.
Tutorial note: the strategies for the individual risks identified in the case are not the only appropriate responses and other
strategies are equally valid providing they are supported with adequate explanation.

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