四川省考生：ACCA考试的科目和报考规定是什么呀？

发布时间：2020-01-10

当有些小伙伴正在如火如荼地备考ACCA考试的时候，千万不要忘了最重要的一个步骤，那就是考试报名。目前正处于ACCA考试常规报名阶段，51题库考试学习网提醒大家想要报考2020年ACCA考试的考生要抓紧时间报名了哦！51题库考试学习网帮助大家汇总了ACCA官网上发布的部分内容，来看看是不是你所需要的呢？

按照规定，学员在每个考季最多可报考4个科目（包括重考科目和新科目）并且每年报考不超过8门新科目，保证每门课程都有充足的学习时间。另外，学员必须按照以下3个阶段的顺序来报考ACCA科目。

知识模块的科目：F1-F3；

技能模块的科目：F4-F9（F4ENG/GLO 开启随时机考）；

专业阶段的科目：P1, P2, P3 (and any two from P4, P5, P6 and P7)。

以上3个阶段内的考试科目可不分先后顺序报考，但如前一阶段有未通过的科目，将不能跳开此科目仅报后阶段科目。

ACCA每年会根据会计准则及事实的需要调整教学大纲，当年的考试会以最新的教学大纲作为考核内容，ACCA考官也会不定期的在ACCA官方网站上发表考官文章，帮助学生解析考试当中的一些难点和重点，ACCA教材也应随着考试大纲的不断变化，每年出最新版本，历年考题答案应随着教材变更后，调整最新答案。

学生在拿到最新教材后可以进行逐章逐节的学习，在掌握了每章节知识点后，将历年考题作为复习重点，充分的加以练习，达到熟练的程度，以保证考试的顺利通过。

与此同时，学生可以按照自身的需求，选择一些与教材紧密结合的辅导课程，由讲师为同学们总结考试重点及难点，深入分析、拓展思维，为学生节省时间，并且带领同学们一起做历年考题，学习考官文章，共同克服备课过程当中出现的各种困难增加学习效率及通过率。

除了认真备考熟练掌握知识点以外，ACCA对考试技巧，答题速度及考场的应试技巧也有很高的要求，很多同学复习阶段已经熟练的掌握知识点，但是考场应变能力差，考试时间没能合理分配，最终也很容易造成考试失败，正确的备考、应考方法也因此成为了考试顺利通过的关键，因此在备考经验不是很丰富的同学可以选择相关课程跟随老师一同学习。

以上信息就是关于ACCA的考试科目和报考规定的介绍，希望对正在努力备考的ACCAer们有所帮助。目前的ACCA证书含金量是相当高的，各位小伙伴不要觉得考试很难就放弃，付出的努力和得到的结果是成正比的，大家要坚持努力的复习学习，克服身边的一切诱惑！当你拿到证书的那一科你就明白所以的努力都是值得的。

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。

(ii) Division C is considering a decision to lower its selling price to customers external to the group to $95

per kilogram. If implemented, this decision is expected to increase sales to external customers to

70,000 kilograms.

Required:

For BOTH the current selling price of CC of $105 per kilogram and the proposed selling price of $95

per kilogram, prepare a detailed analysis of revenue, costs and net profits of BAG.

Note: in addition, comment on other considerations that should be taken into account before this selling

price change is implemented. (6 marks)

正确答案：

 

(b) Explain the corporation tax and value added tax (VAT) implications of the following aspects of the proposed

restructuring of the Rapier Ltd group.

(i) The immediate tax implications of the restructuring. (6 marks)

正确答案：
(b) The tax implications of the proposed restructuring of the Rapier Ltd group
(i) Immediate implications
Corporation tax
Rapier Ltd and its subsidiaries are in a capital gains group as Rapier Ltd owns at least 75% of the ordinary share capital
of each of the subsidiary companies. Any non-exempt items of plant and machinery owned by the subsidiaries will
therefore be transferred to Rapier Ltd at no gain, no loss.
No taxable credit or allowable debit will arise on the transfer of the subsidiaries’ goodwill to Rapier Ltd because the
companies are in a capital gains group.
The trading losses brought forward in Dirk Ltd will be transferred with the trade to Rapier Ltd as the effective ownership
of the three trades will not change (Rapier Ltd owns the subsidiaries which own the trades and, following the
restructuring, will own the three trades directly). The losses will be restricted to being offset against the future trading
profits of the Dirk trade only.
There will be no balancing adjustments in respect of the plant and machinery transferred to Rapier Ltd. Writing down
allowances will be claimed by the subsidiaries in respect of the year ending 30 June 2007 and by Rapier Ltd in respect
of future periods.
Value added tax (VAT)
No VAT should be charged on the sales of the businesses to Rapier Ltd as they are outside the scope of VAT. This is
because the trades are to be transferred as going concerns to a VAT registered person with no significant break in trading.
Switch Ltd must notify HM Revenue and Customs by 30 July 2007 that it has ceased to make taxable supplies.

Glove Co makes high quality, hand-made gloves which it sells for an average of $180 per pair. The standard cost of labour for each pair is $42 and the standard labour time for each pair is three hours. In the last quarter, Glove Co had budgeted production of 12,000 pairs, although actual production was 12,600 pairs in order to meet demand.

37,000 hours were used to complete the work and there was no idle time. The total labour cost for the quarter was $531,930.

At the beginning of the last quarter, the design of the gloves was changed slightly. The new design required workers to sew the company’s logo on to the back of every glove made and the estimated time to do this was 15 minutes for each pair. However, no-one told the accountant responsible for updating standard costs that the standard time per pair of gloves needed to be changed. Similarly, although all workers were given a 2% pay rise at the beginning of the last quarter, the accountant was not told about this either. Consequently, the standard was not updated to reflect these changes.

When overtime is required, workers are paid 25% more than their usual hourly rate.

Required:

(a) Calculate the total labour rate and total labour efficiency variances for the last quarter. (2 marks)

(b) Analyse the above total variances into component parts for planning and operational variances in as much detail as the information allows. (6 marks)

(c) Assess the performance of the production manager for the last quarter. (7 marks)

正确答案：
(a)BasicvariancesLabourratevarianceStandardcostoflabourperhour=$42/3=$14perhour.Labourratevariance=(actualhourspaidxactualrate)–(actualhourspaidxstdrate)Actualhourspaidxactualrate=$531,930.Actualhourspaidxstdrate=37,000x$14=$518,000.Thereforeratevariance=$531,930–$518,000=$13,930ALabourefficiencyvarianceLabourefficiencyvariance=(actualproductioninstdhours–actualhoursworked)xstdrate[(12,600x3)–37,000]x$14=$11,200F(b)PlanningandoperationalvariancesLabourrateplanningvariance(Revisedrate–stdrate)xactualhourspaid=[$14·00–($14·00x1·02)]x37,000=$10,360A.LabourrateoperationalvarianceRevisedratexactualhourspaid=$14·28x37,000=$528,360.Actualcost=$531,930.Variance=$3,570A.Labourefficiencyplanningvariance(Standardhoursforactualproduction–revisedhoursforactualproduction)xstdrateRevisedhoursforeachpairofgloves=3·25hours.[37,800–(12,600x3·25)]x$14=$44,100A.Labourefficiencyoperationalvariance(Revisedhoursforactualproduction–actualhoursforactualproduction)xstdrate(40,950–37,000)x$14=$55,300F.(c)AnalysisofperformanceAtafirstglance,performancelooksmixedbecausethetotallabourratevarianceisadverseandthetotallabourefficiencyvarianceisfavourable.However,theoperationalandplanningvariancesprovidealotmoredetailonhowthesevarianceshaveoccurred.Theproductionmanagershouldonlybeheldaccountableforvarianceswhichhecancontrol.Thismeansthatheshouldonlybeheldaccountablefortheoperationalvariances.Whentheseoperationalvariancesarelookedatitcanbeseenthatthelabourrateoperationalvarianceis$3,570A.Thismeansthattheproductionmanagerdidhavetopayforsomeovertimeinordertomeetdemandbutthemajorityofthetotallabourratevarianceisdrivenbythefailuretoupdatethestandardforthepayrisethatwasappliedatthestartofthelastquarter.Theovertimeratewouldalsohavebeenimpactedbythatpayincrease.Then,whenthelabourefficiencyoperationalvarianceislookedat,itisactually$55,300F.Thisshowsthattheproductionmanagerhasmanagedhisdepartmentwellwithworkerscompletingproductionmorequicklythanwouldhavebeenexpectedwhenthenewdesignchangeistakenintoaccount.Thetotaloperatingvariancesaretherefore$51,730Fandsooverallperformanceisgood.Theadverseplanningvariancesof$10,360and$44,100donotreflectontheperformanceoftheproductionmanagerandcanthereforebeignoredhere.

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