HND财政预算报告outcome2

Introduction

Tricol plc a company who makes a range of furniture and kitchenware. And one of its most popular products is the ‘Zupper’ expandable table.

The purpose of writing this report is to do the variance analysis, project evaluation and to compare the budget and actual data by using the technique.

Findings

Part A

Possible Reason for Variances

1. Material

Direct Material – Total - ￡2,400 F made up:

Direct Material Usage –￡20000 F

(Level of significance –usage/total budgeted Material costs = 8,000/64,000 = 12.5% > 3%, should be reviewed)

2000 kg less materials are used than budgeted for the actual level of production. Possible reason may be using the higher-grade material with less wastage. Or the new machinery use less materials and incurs less wstage.

Direct Material Price –￡5,600 A (5,600/64,000=8.75% >3%)

It is ￡1 per kg more expensive than planned Possible reason:

New material supplier does not give discounts for materials. Hither-grade materials have been used which is more expensive.

2. Labour

Direct Labour Total - ￡6,400A

Direct Labour Rate –￡3,520A (3,520/28,800=12.2%>3%)

On average, the actual labour rate is ￡1/hour higher than budgeted Possible reason:

The wage settlement is higher than expected

The new machine requires trainings so that overtime required more than expected.

Direct labour Efficiency - ￡2000 A>3%)4.16%

Actually, more than 200 labour hours have been used than budgeted. Possible reason: New machinery requires more hours for training..

Human resource issues – the skilled operatives is not enough.

3．Total Overhead - ￡600 F Rate is 4.70%

Unpredicted increase in insurance and Administration costs Possible reason:

New machinery brings more expensive insurance, higher maintenance and additional administrative costs.

Part B

1. Key assumptions made:

a) There is no taxation and inflation.

b) Assumed that there is no vary given return market rate. c) The total cost of the project will be payable at the start

d) The expected revenue from the investment – this is the expected Net Cash Flow

after deduction of all relevant costs

2. Payback

Payback in this case is 4.125 years (total investment-return period is five years). So the company can get back the investment.

The Net Present Value is ￡- 64，800. It indicates that the project does not appear to be financially viable.

Conclusion

Part B

This project is available because the payback is 4.125years.

But the Net Present Value (NPV) is negative. So the project is not available.

However, we should use the conclusion of the Net Present Value because the Net Present Value (NPV) considered the time value of money.

Recommendations

Part A

Recommendations for management action:

1. All the variances should be analysis because all of them are above 3%, the level

of significance.

2. Particularly, the direct labour variances need further investigation – why is the

company paying a higher wage rate but the labour productivity is lower than planned.

Part B

1. To consider the effect of the new facilities on company’s own staff – in terms

of employment and redeployment opportunities.

2. To consider any changes in any other areas, like social, political, economic, legal

and technological factors.

3. Whether it is possible for the company to raise the sufficient funds – to consider

if the current cash flow position can support such an investment.

Appendix

Part A

1.Table 1 Tricol plc Flexed Budget for June

2. Further Variance Analysis

The calculation of the variances

a) Direct material total :

(Budgeted Quantity*Budgeted Price) – (Actual Quantity*Actual Price)

=(4kg*1,600*￡10per kg) - (5,600kg*￡11 per kg)=￡64,000-￡61,600=￡2,400 F

b) Direct material usage :

Budgeted price* (Budgeted Quantity – Actual Quantity) =￡10per kg * (4kg * 1,600-5,600kg)= ￡8,000 F

c) Direct material price :

Actual Quantity* (Budgeted price – Actual price)=5,600kg*(￡10 per kg -￡11 per

kg)

=￡5,600A

d) Direct labor total :

Budgeted Hours*Budgeted Rate – Actual hours*Actual Rate =(2hours*1600*￡9)- ￡35200=￡6,400A

e) Direct labor rate :

Actual Hours*(Budgeted Rate – Actual Rate) =3,520hours*(￡9-￡10)= ￡3,520A

f) Direct labor efficiency :

Budgeted Rate*(Budgeted Hours – Actual Hours) =￡9-(2hours*1600-3520hours)= ￡2,880A

g) Total overhead :

(Budget Variable Overhead + Budget Fixed Overhead) - (Actual Variable Overhead + Actual Fixed Overhead) = (£4000 + £8200) - (£3200 + £8600) = £400 F

Part B

1. Payback period method

2. Discount cash flow technique(net present value)

Calculation of Net Present Value（NPV）at 10%

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