ACCA考试P5高级业绩管理真题2014年12月及答案解析.doc

《ACCA考试P5高级业绩管理真题2014年12月及答案解析.doc》由会员分享，可在线阅读，更多相关《ACCA考试P5高级业绩管理真题2014年12月及答案解析.doc（10页珍藏版）》请在麦多课文档分享上搜索。

1、ACCA考试 P5高级业绩管理真题 2014年 12月及答案解析(总分：110.03，做题时间：180 分钟)一、Section A This ONE(总题数：1，分数：50.00)Boltzman Machines (Boltzman) is a listed, multinational engineering business. It has two divisions, one manufacturing aerospace parts and the other automotive parts. The company is known for innovation and it

2、allows its managers much autonomy to run their own divisions and projects. There has been recent criticism at a shareholders meeting of the executive management for not listening to shareholders concerns and allowing this autonomy to run out of control. Therefore, the board at Boltzman have decided

3、to create a framework which brings together all of the initiatives described below. The chief executive officer (CEO) feels that the performance prism may be a suitable model and has asked you to draft a report to the board to explain the model and how Boltzmans existing initiatives fit within it. T

4、he initiatives which are running at present are: 1. An analysis of stakeholder influence at Boltzman leading to suitable strategic performance measures. 2. A benchmarking exercise of the performance measures from initiative 1 with Boltzmans main competitor,General Machines. 3. The introduction of qu

5、ality initiatives bringing lean production methods to Boltzman. The CEO also requires your input on each of these initiatives as they are all at various stages of progress: First, a stakeholder analysis has been completed by one of Boltzmans managers (in Appendix 1) but she has gone on holiday and h

6、as not written up a commentary of her results. Therefore, the CEO wants you to take the information in Appendix 1 and explain the results and evaluate the suggested performance measures. The CEO has asked that you do not, at this stage, suggest long lists of additional indicators. Second, the CEO wa

7、nts you to use these suggested measures to benchmark the performance of Boltzman against General Machines. The CEO stated, Make sure that you calculate the measures given in Appendix 1. You should also add two justified measures of your own using the data provided. However, restrict yourself to thes

8、e seven measures and dont drown us with detail about individual business units. A junior analyst has gathered data to use in the benchmarking exercise in Appendix 2. Third, the company has stated that one of its strategic aims is to be the highest quality supplier in the market place. In order to ac

9、hieve this, the head of the aerospace division has already started a project to implement just-in-time (JIT) manufacturing. An extract of his email proposing this change is given in Appendix 3. The CEO feels that there are some important elements hinted at but not developed in this email. In particu

10、lar, the CEO wants you to explain the problems of moving to JIT manufacturing. Required: Prepare a report to the board of Boltzman to:（分数：50.00）(1).(i) Explain the facets of the performance prism and discuss how the three initiatives relate to the facets.(9 marks)（分数：12.50）_(2).(ii) Briefly justify

11、appropriate management approaches to each of the stakeholders and, based on this analysis,evaluate the appropriateness of the performance measures suggested in Appendix 1.(14 marks)（分数：12.50）_(3).(iii) Benchmark Boltzman against General Machines as suggested by the CEO, evaluating the approach to be

12、nchmarking used.(16 marks)（分数：12.50）_(4).(iv) Explain the problems which will accompany a move towards just-in-time manufacturing at Boltzman.(7 marks) Professional marks will be awarded for the format, style and structure of the discussion of your answer.(4 marks)（分数：12.50）_二、*(总题数：1，分数：0.00)三、Sect

13、ion B TWO ques(总题数：3，分数：60.00)Beeshire Local Authority (BLA) is a local government body which provides a range of services for the area of Beeshire within the country of Seeland. Beeshire is a wealthy area within the country with many tourist attractions. One of BLAs tasks is to ensure that waste is

14、 collected from the homes and businesses in Beeshire. The goal for BLAs waste management department is to maintain Beeshire as a safe, clean and environmentally friendly place where people and businesses want to both stay in and return to. The need for waste collection is linked to public health con

15、cerns, the desire to keep the streets clean and attractive and the desire to increase the amount of rubbish which is recycled. BLA is funded through a single local tax and does not charge its residents or businesses separately for most of its services, including waste collection. There is no public

16、or political appetite for outsourcing services such as waste management. Waste collection is performed by the workforce using a fleet of vehicles. The waste is either taken to recycling plants or else to landfill sites for burying. BLA obtains revenues from all the recycled waste but this only just

17、covers the cost of running the recycling facilities. Against a background estimate that waste will increase by 1% p.a. in the future, the national government has ordered local authorities, such as BLA, to promote the recycling of waste and has set a target of 40% of all waste to be recycled by 2015.

18、 In order to discourage the creation of non-recyclable waste, the government has imposed a levy per tonne of waste buried in landfill sites and has stated that this levy will rise over the next five years in order to encourage continuing improvement in the amount of recycled waste. Currently, Seelan

19、d is in a long recession and so local authority revenues have fallen as tax revenues reflect the poor state of the economy. Along with other local authorities, BLA has tried to cut costs and so has focused on financial measures of performance. In a recent, private meeting, the chief executive of BLA

20、 was heard to say keep costs under control and we will worry about quality of service only when complaint levels build to an unacceptable level. As one of the areas largest employers, cutting staff numbers has been very difficult for BLA due to the impact on the local economy and the reaction of the

21、 residents. The current performance indicators used at BLA are drawn from the existing information systems with national figures given for comparison. Those relating to waste collection for the year ending 31 March 2014 are: （分数：20.01）(1).(a) Explain why non-financial indicators are particularly use

22、ful for public sector organisations, illustrating your answer with brief examples relevant to BLA.(6 marks)（分数：6.67）_(2).(b) Explain how the value for money provision of waste services by BLA should be assessed by suggesting and calculating justified performance indicators using the information in t

23、he scenario.(12 marks)（分数：6.67）_(3).(c) Discuss the difficulties of measuring qualitative factors of performance, suggesting appropriate solutions for BLA.(7 marks)（分数：6.67）_Maxwell Electricity Generation (Maxwell) is an electricity-generating firm producing power for industry and the general public

24、 in the country of Deeland. In the past, the company has been dominated by the need to make suitable returns on capital for its shareholders. All power stations work in broadly the same way by taking in fuel (coal, gas or nuclear) and producing electricity and waste products. Maxwell has the followi

25、ng mix of power stations: （分数：20.01）(1).(a) Using Maxwells stated environmental goal, assess the proposed investment plans 1a and 2.(10 marks)（分数：6.67）_(2).(b) Discuss the lifecycle costing issues associated with Plan 2.(6 marks)（分数：6.67）_(3).(c) Explain how the introduction of input/output analysis

26、 will affect environmental performance measurementand information systems at Maxwell.(9 marks)（分数：6.67）_Culam Mining (Culam) is a mineral ore mining business in the country of Teeland. It owns and operates four mines. A mine takes on average two years to develop before it can produce ore and the rev

27、enue from the mine is split (25:75) between selling the ore under fixed price contracts over five years and selling on the spot market. The bulk of the businesss production is exported. A mine has an average working life of about 20 years before all the profitable ore is extracted. It then takes a y

28、ear to decommission the site and return the land to a useable form for agriculture or other developments. Recently, one of Culams foreign competitors surprised the market by becoming insolvent as a result of paying too much to acquire a competitor when the selling price of their minerals dipped as t

29、he world economy went into recession. As a result, the chief executive officer (CEO) wanted to know if this was likely to happen to Culam. She had read about the Altman Z-score as a way of predicting corporate failure and had a business analyst prepare a report calculating the Z-score for Culam. The

30、 report is summarised below: （分数：20.01）(1).(a) Evaluate both the result of the analysts calculations and the appropriateness of these two models for Culam.(10 marks)（分数：6.67）_(2).(b) Explain the potential effects of a mines lifecycle on Culams Z-score and the companys probability of failure. Note: Y

31、ou should ignore its effect on the Q-score.(7 marks)（分数：6.67）_(3).(c) Give four detailed recommendations to reduce the probability of failure of Culam, providing suitablejustifications for your advice.(8 marks)（分数：6.67）_四、*(总题数：1，分数：0.00)ACCA考试 P5高级业绩管理真题 2014年 12月答案解析(总分：110.03，做题时间：180 分钟)一、Sectio

32、n A This ONE(总题数：1，分数：50.00)Boltzman Machines (Boltzman) is a listed, multinational engineering business. It has two divisions, one manufacturing aerospace parts and the other automotive parts. The company is known for innovation and it allows its managers much autonomy to run their own divisions an

33、d projects. There has been recent criticism at a shareholders meeting of the executive management for not listening to shareholders concerns and allowing this autonomy to run out of control. Therefore, the board at Boltzman have decided to create a framework which brings together all of the initiati

34、ves described below. The chief executive officer (CEO) feels that the performance prism may be a suitable model and has asked you to draft a report to the board to explain the model and how Boltzmans existing initiatives fit within it. The initiatives which are running at present are: 1. An analysis

35、 of stakeholder influence at Boltzman leading to suitable strategic performance measures. 2. A benchmarking exercise of the performance measures from initiative 1 with Boltzmans main competitor,General Machines. 3. The introduction of quality initiatives bringing lean production methods to Boltzman.

36、 The CEO also requires your input on each of these initiatives as they are all at various stages of progress: First, a stakeholder analysis has been completed by one of Boltzmans managers (in Appendix 1) but she has gone on holiday and has not written up a commentary of her results. Therefore, the C

37、EO wants you to take the information in Appendix 1 and explain the results and evaluate the suggested performance measures. The CEO has asked that you do not, at this stage, suggest long lists of additional indicators. Second, the CEO wants you to use these suggested measures to benchmark the perfor

38、mance of Boltzman against General Machines. The CEO stated, Make sure that you calculate the measures given in Appendix 1. You should also add two justified measures of your own using the data provided. However, restrict yourself to these seven measures and dont drown us with detail about individual

39、 business units. A junior analyst has gathered data to use in the benchmarking exercise in Appendix 2. Third, the company has stated that one of its strategic aims is to be the highest quality supplier in the market place. In order to achieve this, the head of the aerospace division has already star

40、ted a project to implement just-in-time (JIT) manufacturing. An extract of his email proposing this change is given in Appendix 3. The CEO feels that there are some important elements hinted at but not developed in this email. In particular, the CEO wants you to explain the problems of moving to JIT

41、 manufacturing. Required: Prepare a report to the board of Boltzman to:（分数：50.00）(1).(i) Explain the facets of the performance prism and discuss how the three initiatives relate to the facets.(9 marks)（分数：12.50）_正确答案：(To: The board of Boltzman From: A Accountant Date: December 2014 Subject: A cohere

42、nt approach to performance management at Boltzman This report brings the different initiatives together using the performance prism framework. The suggested performance measures are evaluated and then used in a benchmarking exercise of Boltzman compared to General Machines. Finally, the quality impr

43、ovement initiative is commented upon. Performance prism The performance prism has five facets which attempt to unify various methods of performance management into a coherent whole. The facets are stakeholder satisfaction which then depends upon the other four facets of stakeholder contribution, str

44、ategies, processes and capabilities. The failure to listen to shareholder concerns may lead to performance measurement which is driven by internally-derived strategies. By taking the wider view offered by the prism and by focusing on stakeholders, the model might help to avoid this problem. The anal

45、ysis of stakeholder power will assist in answering questions associated with two facets: those of stakeholder satisfaction (what do they desire?) and it may also provide ideas on how the stakeholders can contribute to the success of Boltzman. For example, the relatively weak position of suppliers may lead Boltzman to be able to push them to make improvements to the quality of their components while maintaining the same selling prices. The benchmarking exercise will help in setting strategies with which the bu