ACCA memo-(4)

Re: Budget

Budgets help to co-ordinate the activities of different departments and are also used by organisations as a system of control. They are not a legal reporting requirement and are a way for strategic objectives to be translated into tactical and operational goals, rather than a starting point for strategic planning. 

预算有助于协调不同部门的活动，也被组织用作控制系统。它们不是法定报告要求，而是将战略目标转化为战术和作战目标的一种方式，而不是战略规划的起点。

Production budget = sales + closing inventory - opening inventory

Material usage budget = Production units x material usage per unit

Material purchases budget = usage + closing inventory - opening inventory

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Re: Return

Return on Investment = operating profit / capital employed x 100

Return on sales = (profit before interest and tax /sales revenue) x 100

Fixed budget profit = standard profit on actual sales + sales volume variance

Return on Capital Employed (ROCE) = (profit before interest and tax / average capital employed) x 100

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RE: Sales

Sales volume variance = (budgeted sales - actual sales) x standard contribution

Standard contribution on actual sales = budgeted contribution + sales volume variance

Sales price variance = (actual sales x budgeted selling price) - actual revenue

Direct labour efficiency variance = (standard hours for actual production - actual hours) x standard rate

销售额差异=（预算销售额-实际销售额）x标准贡献

实际销售额的标准贡献=预算贡献+销售额差异

销售价格差异=（实际销售额x预算售价）-实际收入

直接劳动效率差异=（实际生产的标准小时数-实际小时数）x标准费率

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RE: SCORECARD

The scorecard is balanced in that it requires managers to focus performance in all four area

The four perspectives of the balanced scorecard are: financial, customer, internal business process and innovation and learning. 

平衡计分卡要求管理者关注所有四个领域的绩效

平衡计分卡的四个视角是：财务、客户、内部业务流程和创新与学习