Transcript Document 7266540

國際企業會計處理實務
Fall, 2004
曾景嶽
學經歷簡介
2001 ~ Present：台灣康寧顯示玻璃
 2000 ~ 2001：飛元科技
 1995 ~ 2000 ：台灣飛利浦建元電子
 1993 ~ 1994 ：The George Washington University –

MBA , Finance and Investment

1987 ~ 1991： 成功大學企管系
課程大綱
Week
Date
Subject
Chapter
1
09月18日
Introduction (chapter 1 and closing process)
1
2
09月25日
Cost accounting overview (I)
2,3,4,5,6
3
10月02日
Budget and Performance Valuation (I)
9, 10, 11,12
4
10月09日
Budget and Performance Valuation (II)
9, 10, 11,12
5
10月16日
Budget and Performance Valuation (III)
9, 10, 11,12
6
10月23日
Capital Spending and Fixed Assets Management (I)
16, 17
7
11月06日
Capital Spending and Fixed Assets Management (II)
16, 17
8
11月13日
Mid-term
9
11月20日
FX, functional cur (hedge, mark to market, translation)
10
11月27日
Transfer price and profit elimination, Royalty
11
12月04日
Tax impact ( ITC, Tax Holiday, Deferred Tax, Surtax),
Tax strategy
12
12月11日
Netting system, inter-company reconciliation
13
12月18日
General Ledger System and Reporting, policy/procedure
14
12月25日
ERP concept
15
01月08日
Review (Closing process again), period report
16
01月15日
Final
13
Remark
課程大綱
•學習目標
– 了解跨國公司會計管理模式
– 學習會計從業人員應具備的競爭優勢
•教學評量
– 平時成績 30%: 出席及課堂參與
– 期中成績 30%
– 期末成績 40%
Introduction
• What is management accounting?
– Confirm, Measure, Analyze, Explain, and Communicate.
• Managerial Accounting, Cost Accounting
and Financial Accounting
• Role of Accountant
• Key competence
–
–
–
–
–
–
–
Professional knowledge
Reactive to environment
Customer focus
Detail oriented
Process improvement
Presentation and communication skill
Ethics (Confidential, Integrity, Objectives)
Introduction
銷售
變動成本
固定成本
=
毛利
-
管銷費用
=
營業收入
營業收入
-
其他收入/支出
=
稅前盈餘
投抵、免稅額、未分配盈餘代扣
=
稅後盈餘
Introduction
營運資金
應收帳款
負債
短期債款
應付帳款
長期債款
存貨
+
固定資產
=
淨資產
+
現金
=
總資產
+
業主權益
累積盈餘/當期損益
股本
盈餘分配
=
總負債/業主權益
Introduction
銷售
• Sales revenue, volume, ASP
• Product Mix
• Sales credit
• FX
• AR, DSO
• Reconciliation with shipping
Introduction
銷售
-
變動成本
• Manufacturing performance
• Product Mix
• Variable cost driver
• Unit consumption rate
• Spending accrual
• FX
Introduction
銷售
變動成本
固定成本
• Spending detail review
• Abnormal case
• Depreciation
• Spending accrual
Introduction
銷售
變動成本
固定成本
=
毛利
• Cost method: actual vs. standard
• Cost of goods sold
• Manufacturing cost credit
• Inventory movement reconciliation
• FX
• Variance analysis
• Variance integration
• Inventory reserve: OBS, Slow moving, etc.
Introduction
銷售
變動成本
固定成本
=
毛利
• Margin analysis
Introduction
銷售
變動成本
固定成本
=
毛利
-
管銷費用
=
營業收入
• Sample cost
• Spending detail review
• Spending accrual
• Bad debt reserve
Introduction
營業收入
-
其他收入/支出
• Other income/expense
• Royalty, GSA
• FX
• Interest
• Capitalized interest
Introduction
營業收入
-
其他收入/支出
• ITC
• Tax holiday
• W/H Tax for undistributed earning
• Defer Tax Asset/Liability adjustment
=
稅前盈餘
投抵、免稅額、未分配盈餘代扣
=
稅後盈餘
Introduction
銷售
變動成本
固定成本
=
毛利
-
管銷費用
=
營業收入
營業收入
-
其他收入/支出
=
稅前盈餘
投抵、免稅額、未分配盈餘代扣
=
稅後盈餘
Introduction
營運資金
應收帳款
• Reconciliation
• Revaluation
• DSO analysis
應付帳款
存貨
• Reconciliation
• Revaluation
• Payment term
• Reconciliation
• Inventory movement
• Inventory reserve
Introduction
營運資金
應收帳款
• Reconciliation
• Capital spending analysis
• Fixed Asset movement
應付帳款
存貨
+
固定資產
=
淨資產
+
現金
=
總資產
• Bank account Reconciliation
• Revaluation
Introduction
• Reconciliation
• Calculate interest
• Revaluation
負債
短期債款
長期債款
+
業主權益
• Result transfer
累積盈餘/當期損益
股本
盈餘分配
=
總負債/業主權益
Introduction
營運資金
應收帳款
負債
短期債款
應付帳款
長期債款
存貨
+
固定資產
=
淨資產
+
現金
=
總資產
+
業主權益
累積盈餘/當期損益
股本
盈餘分配
=
總負債/業主權益
Cost Accounting Overview
•Cost types
– Fixed vs. Variable
– Direct vs. Indirect
– Controllable vs. Uncontrollable
– Manufacturing cost
– Inventoriable cost
•Cost Flow
– Period cost, expense
– WIP, Inventory
– Cost of good sold
Cost Accounting Overview
•Job-order costing
– Cost accumulated by job order
– Products are different by order
– Actual Cost
•Process costing
– Cost accumulated by process
– Products are identical
•Actual vs. Standard
•Activity-Based Costing
預算編製
•為何要編製預算？
– 年度目標設定：銷售、生產、研發、組織、部門費用等
– 投資計畫、稅務規劃、財務規劃
– 目標管理及績效評估
•預測及五年計畫
– Forecast：短期方針調整
– Five Year Plan：長期策略規劃
•預算編製流程因公司、產業及管理階層的不同而異
預算編製流程–管理階層的要求
My experience .........
•總公司或母公司
– 公告預算編製準則：Timeline, expense rate, FX rate, etc.
– 標準化的表單以利合併報表編製
•子公司、分公司、事業部或工廠
– Standard review and approval process
∙ 事業部或子公司內部有細部計畫審核過程
∙ 送往上層組織審核注重Button line result如營業所得、RONA
∙ 適合較成熟產業
– Comprehensive review and approval process
∙ 事業部或子公司內部有細部計畫審核過程
∙ 送往上層組織審核須有詳盡的Business case presentation，從銷售、
生產計畫、投資案、人員進用，生產成本、改善計畫等到Button
line result都須經過詳盡的審核
∙ 適合新興產業或高成長產業
預算編製流程–Overview
• 產業
• 供貨模式
• 技術
• 人力資源
• 客戶
• 庫存水準
• 研發
• 設備技術提升
• 市佔率
• 良率
• 設備供應商 • 人員生產力
• 價格
• 設備uptime
• 採購策略
• 產能、稼動率
• 組織規劃
• 薪資福利
預算編製流程–Overview
變動成本
Key Drivers
直接原料
生產量、良率、採購成本
間接原料
生產量、良率、採購成本
直接人工
人力需求、薪資結構
維修費用
生產量、良率、設備uptime、採購成本
水電能源
生產量、良率、設備uptime、能源價格
預算編製流程–Overview
固定成本
Key Drivers
間接人工
組織規劃、人力資源、薪資結構
折舊費用
資本支出
間接費用
組織規劃、企業運作模式
預算編製流程–Overview
銷售
變動成本
-
營業收入
-
其他收入/支出
固定成本
權利金、技術服務費
=
利息費用/利息資本化
毛利
-
管銷費用
=
營業收入
=
稅前盈餘
-
投抵、免稅額、未分配盈餘代扣
=
稅後盈餘
預算編製流程–Overview
營運資金
應收帳款
負債
DSO
應付帳款
短期債款
Funding Strategy
長期債款
Funding Strategy
Payment Term
存貨
DOS
+
固定資產
=
淨資產
+
現金
=
總資產
+
業主權益
累積盈餘/當期損益
股本
Funding Strategy
Legal requirement
盈餘分配
Funding Strategy
=
總負債/業主權益
預算編製範例–Sales Plan
Sales Analysis
End Market
Customer Capacity
Customer Utilization
Market Size
Sales Fcst
Market Share
PC
Notebook
Cell phone
Automobile
Total
Dell
HPQ
Nokia
Total
Dell
HPQ
Nokia
Total
Dell
HPQ
Nokia
Total
Dell
HPQ
Nokia
Total
Dell
HPQ
Nokia
Total
2003
2004
82,207
147,707
17,881
40,656
288,452
128,392
88,860
118,087
335,339
78%
81%
94%
84%
99,738
71,972
110,826
282,537
38,839
48,652
90,635
178,126
39%
68%
82%
63%
97,355
217,095
53,492
45,670
413,612
147,949
168,499
168,488
484,936
75%
82%
91%
83%
110,469
138,089
153,118
401,675
50,873
89,638
121,330
261,841
46%
65%
80%
65%
預算編製範例–Sales Plan
Sales Unit
Customer Prouct
Dell
R
HPQ
C
Nokia
C
TOTAL
Average Selling Price
Dell
R
HPQ
C
Nokia
C
Avg
Sales Revenue
Dell
R
HPQ
C
Nokia
C
Avg
0.06
4-Jan
3,052
5,378
7,280
15,710
0.05
4-Feb
2,544
4,482
6,066
13,092
0.07
4-Mar
3,561
6,275
8,493
18,329
0.07
4-Apr
3,561
6,275
8,493
18,329
0.08
4-May
4,070
7,171
9,706
20,947
0.08
4-Jun
4,070
7,171
9,706
20,947
0.08
4-Jul
4,070
7,171
9,706
20,947
0.09
4-Aug
4,579
8,067
10,920
23,566
0.09
4-Sep
4,579
8,067
10,920
23,566
0.10
4-Oct
5,087
8,964
12,133
26,184
0.11
4-Nov
5,596
9,860
13,346
28,802
0.12
4-Dec 2004 TTL
6,105
50,873
10,757
89,638
14,560 121,330
31,421 261,841
2.5
3.0
3.2
3.0
2.5
3.0
3.2
3.0
2.5
3.0
3.2
3.0
2.5
3.0
3.2
3.0
2.5
3.0
3.2
3.0
2.5
3.0
3.2
3.0
2.5
3.0
3.2
3.0
2.5
3.0
3.2
3.0
2.5
3.0
3.2
3.0
2.5
3.0
3.2
3.0
2.5
3.0
3.2
3.0
2.5
3.0
3.2
3.0
2.5
3.0
3.2
3.0
7,631
16,135
23,295
47,061
6,359
13,446
19,413
39,218
8,903
18,824
27,178
54,905
8,903
18,824
27,178
54,905
10,175
21,513
31,060
62,748
10,175
21,513
31,060
62,748
10,175
21,513
31,060
62,748
11,446
24,202
34,943
70,592
11,446
24,202
34,943
70,592
12,718
26,891
38,825
78,435
13,990
29,581
42,708
86,279
15,262
32,270
46,591
94,122
127,182
268,915
388,255
784,351
預算編製範例–Production Plan
Engineer Parameter Assumption For R line
Jan
Feb
Mar
Apr
May
88%
80%
6
88%
81%
6
June
Aug
Sep
Oct
Nov
Dec
88%
86%
6
88%
86%
6
88%
85%
6
88%
85%
6
88%
85%
6
88%
85%
6
Total
88%
81%
6
88%
81%
6
27.7
25.7
27.7
26.7
27.7
26.7
27.7
27.7
26.7
27.7
26.7
27.7
2,840
2,635
2,845
Engineer Parameter Assumption For C line
Jan
Feb
Mar
2,722
2,837
2,758
3,008
3,004
2,888
2,985
2,881
2,993
34,396
Apr
May
June
July
Aug
Sep
Oct
Nov
Dec
Total
88%
80%
20
88%
81%
20
88%
86%
20
88%
86%
20
88%
85%
20
88%
85%
20
88%
85%
20
88%
85%
20
Uptime
Yield
Capacity
Working Days
Output
Sales
R
C
Existing Capacity
R
C
Supply Shortage
R
C
Expansion Required
R
C
88%
81%
20
88%
81%
20
88%
81%
20
88%
82%
6
July
88%
81%
6
Uptime
Yield
Capacity
Working Days
Output unit
88%
82%
20
27.7
25.7
27.7
26.7
27.7
26.7
27.7
27.7
26.7
27.7
26.7
27.7
9,466
8,785
9,484
9,074
9,456
9,194
10,027
10,014
9,626
9,950
9,603
9,977
Jan
Feb
Mar
Apr
May
June
July
Aug
Sep
Oct
Nov
Dec
3,052
12,658
2,544
10,548
3,561
14,768
3,561
14,768
4,070
16,877
4,070
16,877
4,070
16,877
4,579
18,987
4,579
18,987
5,087
21,097
5,596
23,206
6,105
25,316
Jan
Feb
Mar
Apr
May
June
July
Aug
Sep
Oct
Nov
Dec
2,840
9,466
2,635
8,785
2,845
9,484
2,722
9,074
2,837
9,456
2,758
9,194
3,008
10,027
3,004
10,014
2,888
9,626
2,985
9,950
2,881
9,603
2,993
9,977
Jan
Feb
Mar
Apr
May
June
July
Aug
Sep
Oct
Nov
Dec
213
3,192
-92
1,764
716
5,284
839
5,694
1,233
7,422
1,312
7,683
1,062
6,850
1,574
8,974
1,691
9,361
2,102
11,147
2,715
13,604
3,112
15,339
Jan
Feb
Mar
Apr
May
June
July
Aug
Sep
Oct
Nov
Dec
1
7
-1
5
2
12
2
13
3
16
3
17
3
14
4
18
4
20
5
23
6
29
7
31
114,655
Total
50,873
210,968
Total
34,396
114,655
Total
16,476
96,313
預算編製範例–Capital Plan
Expansion Required
R
C
Jan
1
7
Feb
Mar
1
5
Apr
Capital Spending
R
C
Total
Jan
50
350
400
Additional Depreciation
R
C
Total
Jan
1
4
4
June
1
May
1
3
Feb
0
0
0
Mar
50
250
300
Apr
0
50
50
May
50
150
200
Jun
0
50
50
Feb
1
4
4
Mar
1
6
7
Apr
1
7
8
May
2
8
10
Jun
2
9
10
July
Aug
1
1
Sep
Jul
0
0
0
Jul
2
9
10
1
2
Oct
1
3
Nov
1
6
Dec
1
2
Total
7
31
Aug
50
50
100
Sep
0
100
100
Oct
50
150
200
Nov
50
300
350
Dec Total
50
350
100 1,550
150 1,900
Aug
2
9
11
Sep
2
10
13
Oct
3
12
15
Nov
3
15
18
Dec
4
16
20
Total
21
109
131
預算編製範例–Headcount
Headcount
Direct
Indirect
Overhead
S&A
Jan
Feb
312
42
102
44
500
312
42
103
44
501
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Total
312
312
336
336
336
336
336
368
392
392
392
42
42
42
42
42
42
42
48
48
48
48
103
104
104
104
115
115
115
120
120
120
120
44
44
44
44
54
54
54
54
54
54
54
501
502
526
526
547
547
547
590
614
614
890
Salary & Benefit Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Total
Direct
16
16
17
17
18
18
18
18
18
20
21
21
220
Indirect
4
4
4
4
4
4
4
4
4
5
5
5
49
Overhead
9
9
10
10
10
10
11
11
11
12
12
12
128
S&A
2
2
2
2
2
2
3
3
3
3
3
3
31
31
32
33
33
35
35
36
36
36
39
40
40
428
預算編製範例–Gross Margin
Jan
Sales Unit
Yield
Up-time
Output unit
Average Selling Price
Sales
Variable Cost
Raw Material
Indirect Material
Direct Labor
Maintainance
Utility
Fixed Cost
Labor/Salary
Depreciation
Overhead
Gross Margin
Gross Margin %
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Total
15,710 13,092 18,329 18,329 20,947 20,947 20,947 23,566 23,566 26,184 28,802 31,421 261,841
81%
81%
81%
80%
81%
82%
86%
86%
85%
85%
85%
85%
84%
88%
88%
88%
88%
88%
88%
88%
88%
88%
88%
88%
88%
88%
15,710 13,092 18,329 18,329 20,947 20,947 20,947 23,566 23,566 26,184 28,802 31,421 261,841
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
3.0
47,061 39,218 54,905 54,905 62,748 62,748 62,748 70,592 70,592 78,435 86,279 94,122 784,351
31,092 25,907 36,203 36,475 41,498 41,138 39,135 44,083 44,201 49,294 54,155 58,989 502,170
19,422 16,182 22,616 22,786 25,925 25,700 24,448 27,541 27,614 30,796 33,834 36,855 313,719
3,884
3,236
4,523
4,557
5,185
5,140
4,890
5,508
5,523
6,159
6,767
7,371
62,744
16
16
17
17
18
18
18
18
18
20
21
21
220
5,827
4,855
6,785
6,836
7,777
7,710
7,334
8,262
8,284
9,239 10,150 11,057
94,116
1,942
1,618
2,262
2,279
2,592
2,570
2,445
2,754
2,761
3,080
3,383
3,686
31,372
5,215 5,215 5,218 5,219 5,221 5,221 5,221 5,222 5,223 5,226 5,230 5,231
62,661
4
4
4
4
4
4
4
4
4
5
5
5
49
204
204
207
208
210
210
210
211
213
215
218
220
2,531
5,007
5,007
5,007
5,007
5,007
5,007
5,007
5,007
5,007
5,007
5,007
5,007
60,081
10,754 8,096 13,484 13,211 16,030 16,389 18,392 21,286 21,168 23,915 26,894 29,902 219,521
23%
21%
25%
24%
26%
26%
29%
30%
30%
30%
31%
32%
28%
預算編製範例–Cash Flow
Jan
Gross Margin
S&A
IFO
Royalty - 5% of Sales
Interest Expense
NPBT
Tax- 5%
5%
NPAT before Undistributed W/H Tax
Undistributed Earning Withholding Tax 10%
NPAT after Undistributed W/H Tax
Change in Working Capital:
Receivables (DSO's 70)
Beginning
Ending
Inventory (Actual Volume/Cost)
Beginning
Ending
Feb
11
2.7
8
Apr
13
3.1
10
May
13
3.1
10
16
3.3
13
(2)
(2)
4
0
4
0
3
(2)
(2)
1
0
1
0
1
(3)
(2)
6
0
6
0
5
(3)
(2)
5
0
5
0
4
(3)
(3)
7
0
6
1
6
60
86
(26)
86
94
(8)
94
110
(16)
110
118
(8)
118
125
(8)
15
16
(1)
16
17
(1)
17
17
(0)
17
17
(0)
17
17
(0)
42
47
4
47
60
13
60
26
(33)
26
25
(1)
0.2
(0.3)
0.2
(0.1)
0.2
(0.2)
0.2
(37)
(4)
Trade Payables
Beginning
Ending
16
42
26
Plug in for intercompany/other BS item
Capital spending
(0.4)
Depreciation
0.2
Cash Flow
Mar
8
2.9
5
2
(2)
2
預算編製範例–Debt/Equity
Jan
Feb
Mar
Apr
May
Debt
Beginning Debt
Ending Debt
Cash provided (used) by debt
67
61
(6)
61
62
1
62
60
(2)
60
97
37
97
99
2
Equity
Paid-In Capital - installments
Paid-In Capital - cumulative
Retained Earnings
Accumulated Earnings
10
77
7
7
77
8
9
77
8
14
77
12
18
77
17
24
0
1
0
1
1
1
0
2
1
3
5
5
5
5
Legal Reserve - CY Max Change
Legal Reserve - Accumulated
Dividends
Current Year Dividend
Accumulated
-
-
Cash Changes
Beginning
Ending Cash
Equity ratio - Target 30%
Ending Debt
6
5
11
40%
61
(1)
11
10
39%
62
(5)
10
5
38%
60
(0)
5
5
38%
97
(2)
5
3
40%
99
績效評估- Overview
JAN
銷售
銷售量
單價
銷售金額
市佔率
製造
產量
稼動率
良率
設備upt i me
客訴及退貨率
工安紀錄
物流
STR
STP
存貨/DOS
財務
毛利率
單位製造成本
RONA
Cash Flow
人力資源
直接人工
間接人工
管銷人員
離職率
FEB
MAR
APR
MAY
VS.
VS.
Last Month Budget
VS.
Last Year
績效評估- Overview
會計科目
直接材料
間接材料
維修費用
電話費
書籍費
文具費
訓練費
差旅費
交際費
費用屬性
V
V
V
F
F
F
F
F
F
當期費用
預算額度
差異
變動成本
• 預算額度=實際Cost driver乘以預算通過的變動成本費率
固定成本
• 預算額度=預算通過的當期固定成本
績效評估- Overview
標準成本 X 產量
-
實際生產成本
=
量差
費用差
生產效率差
績效評估- RONA
Sales
Cost of Sales
IFO
S&A
Minus
NPAT
OI/OE & Tax
Divided by
OI/OE
Tax
Sales
NPAT
Fixed Assets
Fixed Assets
A/R
Plus
Inventory
Working Capital
A/P
Divided by
Net Assets
Profitability
Divided by
Assets Turnover
RONA
績效評估- Cash Flow
Sales
NPAT
Cost of Sales
Plus
S&A
Depreciation
OI/OE
Tax
Cash Flow
Minus
Capital Spending
Minus
Change Working Capital
NPAT
Fixed Assets
A/R
Inventory
A/P