重磅消息:听说河北省ACCA考试有免考?你得有这些条件哦
发布时间:2020-01-09
众所周知,ACCA国际会计注册师考试科目多达15个科目,备考和复习起来的难度也毋容置疑是十分巨大的,而目前ACCA官方出台了相关的考试规则和免考政策,免考的科目一个人可以多达9科,具体免考的条件是什么呢?且随51题库考试学习网一起去了解一下,看看你能免考几科呢?
首先,在讲述免试政策之前,你得符合ACCA考试规则才可以参与考试,具体的规则如下:
1、申请参加ACCA考试者,必须首先注册成为ACCA学员。(需要到官网上申请注册)
2、学员必须按考试大纲设置的先后次序报考,即知识课程,技术课程,核心课程和选修课程。在一个课程中可以选择任意顺序报考。51题库考试学习网建议在一个课程中可以通过自身能力来考虑报名顺序,并不一定非要按照官方给出的顺序报名。
3、基础阶段的知识课程考试时间为两小时,基础阶段的技能课程和专业阶段所有课程考试时间为三小时,及格成绩为50分(百分制)。从2016年起,ACCA实行4个考季,即学员可选择在3、6、9、12月考季在当地笔试考点进行考试。学员每年最多报考8门。
4、基础阶段9门考试不设时限;专业阶段考试年限为7年,从通过第一门专业阶段考试之日算起。只要在7年内通过全部考试科目都算考核通过,下一步即可申请证书。
5、考试的报名时间不同,考试资费标准就不同(该优惠政策仅限网上报名)。简单点来说就是较早报名考试,费用会相对较少。报考时间分为提前报名时段,常规报名时段和后期报名时段。
接下来,就是万众瞩目的ACCA专业资格考试免试政策,建议ACCAer们收藏分享哟~
以上专业所对应的免试门数仅供参考,最终免试结果由ACCA英国总部审核确认。如有和ACCA英国总部所发布的免试政策有差异,一切以ACCA英国总部发布的文献为主~
如持有国外学历,或需要了解更详细免试情况,请查询官网或联系上财培训。
注意
1、在校生只有顺利通过整学年的课程才能够申请免试。(即未拿到学位证和学历证之前不能申请免试)
2、针对在校生的部分课程免试政策只适用于会计学专业全日制大学本科的在读学生,而不适用于硕士学位或大专学历的在读学生。
3、已完成MPAcc学位大纲规定课程,还需完成论文的学员也可注册并申请免试。但须提交由学校出具的通过所有MPAcc学位大纲规定课程的成绩单,并附注“该学员已通过所有MPAcc学位大纲规定课程,论文待完成”的说明。
4、特许学位(即海外大学与中国本地大学合作而授予海外大学学位的项目)部分完成时不能申请免试。
5、政策适用于在中国教育部认可的高等院校全部完成或部分完成本科课程的学生,而不考虑目前居住地点
大家是否已经了解到了自己能免试几科呢?51题库考试学习网提醒一下大家哦,免试虽然不用考试,但考试科目的报名费用还是得缴的哟~大家还是得及时缴费,以防出现不必要的麻烦~
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。
3 Local neighbourhood shops are finding it increasingly difficult to compete with supermarkets. However, three years
ago, the Perfect Shopper franchise group was launched that allowed these neighbourhood shops to join the group
and achieve cost savings on tinned and packaged goods, particularly groceries. Perfect Shopper purchases branded
goods in bulk from established food suppliers and stores them in large purpose-built warehouses, each designed to
serve a geographical region. When Perfect Shopper was established it decided that deliveries to these warehouses
should be made by the food suppliers or by haulage contractors working on behalf of these suppliers. Perfect Shopper
places orders with these suppliers and the supplier arranges the delivery to the warehouse. These arrangements are
still in place. Perfect Shopper has no branded goods of its own.
Facilities are available in each warehouse to re-package goods into smaller units, more suitable for the requirements
of the neighbourhood shop. These smaller units, typically containing 50–100 tins or packs, are usually small trays,
sealed with strong transparent polythene. Perfect Shopper delivers these to its neighbourhood shops using specialist
haulage contractors local to the regional warehouse. Perfect Shopper has negotiated significant discounts with
suppliers, part of which it passes on to its franchisees. A recent survey in a national grocery magazine showed that
franchisees saved an average of 10% on the prices they would have paid if they had purchased the products directly
from the manufacturer or from an intermediary – such as cash and carry wholesalers.
As well as offering savings due to bulk buying, Perfect Shopper also provides, as part of its franchise:
(i) Personalised promotional material. This usually covers specific promotions and is distributed locally, either using
specialist leaflet distributors or loosely inserted into local free papers or magazines.
(ii) Specialised signage for the shops to suggest the image of a national chain. The signs include the Perfect Shopper
slogan ‘the nation’s local’.
(iii) Specialist in-store display units for certain goods, again branded with the Perfect Shopper logo.
Perfect Shopper does not provide all of the goods required by a neighbourhood shop. Consequently, it is not an
exclusive franchise. Franchisees agree to purchase specific products through Perfect Shopper, but other goods, such
as vegetables, fruit, stationery and newspapers they source from elsewhere. Deliveries are made every two weeks to
franchisees using a standing order for products agreed between the franchisee and their Perfect Shopper sales
representative at a meeting they hold every three months. Variations to this order can be made by telephone, but only
if the order is increased. Downward variations are not allowed. Franchisees cannot reduce their standing order
requirements until the next meeting with their representative.
Perfect Shopper was initially very successful, but its success has been questioned by a recent independent report that
showed increasing discontent amongst franchisees. The following issues were documented.
(i) The need to continually review prices to compete with supermarkets
(ii) Low brand recognition of Perfect Shopper
(iii) Inflexible ordering and delivery system based around forecasts and restricted ability to vary orders (see above)
As a result of this survey, Perfect Shopper has decided to review its business model. Part of this review is to reexamine
the supply chain, to see if there are opportunities for addressing some of its problems.
Required:
(a) Describe the primary activities of the value chain of Perfect Shopper. (5 marks)
(a) Inbound logistics: Handling and storing bulk orders delivered by suppliers and stored on large pallets in regional warehouses.
All inbound logistics currently undertaken by the food suppliers or by contractors appointed by these suppliers.
Operations: Splitting bulk pallets into smaller packages, packing, sealing and storing these packages.
Outbound logistics: Delivery to neighbourhood shops using locally contracted distribution companies.
Marketing & Sales: Specially commissioned signs and personalised sales literature. Promotions and special offers.
Service: Specialist in-store display units for certain goods, three monthly meeting between franchisee and representative.
(iii) cheese. (4 marks)
(iii) Cheese
■ Examine the terms of sales to Abingdon Bank – confirm the bank’s legal title (e.g. if GVF were to cease to trade
and so could not exercise buy-back option).
■ Obtain a direct confirmation from the bank of the cost of inventory sold by GVF to Abingdon Bank and the amount
re-purchased as at 30 September 2005 (the net amount being the outstanding loan).
■ Inspect the cheese as at 30 September 2005 (e.g. during the physical inventory count) paying particular attention
to the factors which indicate the age (and strength) of the cheese (e.g. its location or physical appearance).
■ Observe how the cheese is stored – if on steel shelves discuss with GVF’s management whether its net realisable
value has been reduced below cost.
■ Test check, on a sample basis, the costing records supporting the cost of batches of cheese.
■ Confirm that the cost of inventory sold to the bank is included in inventory as at 30 September 2005 and the
nature of the bank security adequately disclosed.
■ Agree the repurchase of cheese which has reached maturity at cost plus 7% per six months to purchase invoices
(or equivalent contracts) and cash book payments.
■ Test check GVF’s inventory-ageing records to production records. Confirm the carrying amount of inventory as at
30 September 2005 that will not be sold until after 30 September 2006, and agree to the amount disclosed in
the notes to inventory as a ‘non-current’ portion.
(c) On 1 May 2007 Sirus acquired another company, Marne plc. The directors of Marne, who were the only
shareholders, were offered an increased profit share in the enlarged business for a period of two years after the
date of acquisition as an incentive to accept the purchase offer. After this period, normal remuneration levels will
be resumed. Sirus estimated that this would cost them $5 million at 30 April 2008, and a further $6 million at
30 April 2009. These amounts will be paid in cash shortly after the respective year ends. (5 marks)
Required:
Draft a report to the directors of Sirus which discusses the principles and nature of the accounting treatment of
the above elements under International Financial Reporting Standards in the financial statements for the year
ended 30 April 2008.
(c) Acquisition of Marne
All business combinations within the scope of IFRS 3 ‘Business Combinations’ must be accounted for using the purchase
method. (IFRS 3.14) The pooling of interests method is prohibited. Under IFRS 3, an acquirer must be identified for all
business combinations. (IFRS 3.17) Sirus will be identified as the acquirer of Marne and must measure the cost of a business
combination at the sum of the fair values, at the date of exchange, of assets given, liabilities incurred or assumed, in exchange
for control of Marne; plus any costs directly attributable to the combination. (IFRS 3.24) If the cost is subject to adjustment
contingent on future events, the acquirer includes the amount of that adjustment in the cost of the combination at the
acquisition date if the adjustment is probable and can be measured reliably. (IFRS 3.32) However, if the contingent payment
either is not probable or cannot be measured reliably, it is not measured as part of the initial cost of the business combination.
If that adjustment subsequently becomes probable and can be measured reliably, the additional consideration is treated as
an adjustment to the cost of the combination. (IAS 3.34) The issue with the increased profit share payable to the directors
of Marne is whether the payment constitutes remuneration or consideration for the business acquired. Because the directors
of Marne fall back to normal remuneration levels after the two year period, it appears that this additional payment will
constitute part of the purchase consideration with the resultant increase in goodwill. It seems as though these payments can
be measured reliably and therefore the cost of the acquisition should be increased by the net present value of $11 million at
1 May 2007 being $5 million discounted for 1 year and $6 million for 2 years.
5 Which of the following events after the balance sheet date would normally qualify as adjusting events according
to IAS 10 Events after the balance sheet date?
1 The bankruptcy of a credit customer with a balance outstanding at the balance sheet date.
2 A decline in the market value of investments.
3 The declaration of an ordinary dividend.
4 The determination of the cost of assets purchased before the balance sheet date.
A 1, 3, and 4
B 1 and 2 only
C 2 and 3 only
D 1 and 4 only
声明:本文内容由互联网用户自发贡献自行上传,本网站不拥有所有权,未作人工编辑处理,也不承担相关法律责任。如果您发现有涉嫌版权的内容,欢迎发送邮件至:contact@51tk.com 进行举报,并提供相关证据,工作人员会在5个工作日内联系你,一经查实,本站将立刻删除涉嫌侵权内容。
- 2020-01-09
- 2020-02-14
- 2020-01-09
- 2020-01-04
- 2020-03-05
- 2020-01-09
- 2020-04-03
- 2020-04-22
- 2020-03-25
- 2020-04-14
- 2020-04-30
- 2020-05-09
- 2020-05-15
- 2019-12-29
- 2020-04-10
- 2020-01-09
- 2020-01-03
- 2020-05-06
- 2020-04-23
- 2020-01-09
- 2020-05-10
- 2020-01-03
- 2020-03-19
- 2020-05-16
- 2020-04-30
- 2020-02-21
- 2020-01-14
- 2020-05-17
- 2020-02-01
- 2020-01-09