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GNDU QUESTION PAPERS 2021
B.com 4
th
SEMESTER
COST ACCOUNTING
Time Allowed: 3 Hours Maximum Marks: 50
Note: Aempt Five quesons in all, selecng at least One queson from each secon. The
Fih queson may be aempted from any secon. All quesons carry equal marks.
1.What is the need of Cost Accounng? State its objecves.
2.From the following parculars relang to the producon and sales for the year ended
30th June 2013, prepare a Cost Sheet showing Prime Cost, Works Cost, Cost of Sales and
Prot per unit:
Parculars (Rs.)
• Raw material purchased as on 1.7.2012 – 12,500
• Work in progress as on 1.7.2012 at prime cost – Rs. 15,000
• Add manufacturing expenses – Rs. 3,000 → 18,000
• Finished goods at cost as on 1.7.2012 (8000 units) – 60,000
• Raw material purchased – 1,00,000
Further parculars:
• Freight on raw material purchased – 5,000
• Loss of material by re – 5,000
• Factory expenses – 50,000
• Chargeable expenses – 15,000
• Direct labour – 1,48,000
• Administrave expenses @ Rs. 2 per unit
• Selling expenses @ Rs. 1 per unit
• Distribuon expenses – 15,000
• Sale of nished goods (25,000 units) – 4,00,000
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• Raw material as on 30.6.2013 – 20,000
• Work in progress as on 30.6.2013 at prime cost – Rs. 10,000
• Add manufacturing expenses – Rs. 5,000 → 15,000
• Stock of nished goods as on 30.6.2013 (10,000 units) – ?
Assuming sales are made on FIFO basis.
3.Explain normal wastage, abnormal wastage and abnormal gain. Discuss their treatment
in process accounts.
4.M/s. Promoters Company undertook a contract for erecng a sewage treatment plant
for Prosperous Municipality for a total value of Rs. 40 lakhs. It was commenced in July
2012 and should be completed by 31st January, 2014. Prepare contract account for the
year ending 31st January, 2013 from the following parculars:
1. Materials – Rs. 3,00,000
2. Wages – Rs. 6,00,000
3. Overhead charges – Rs. 1,20,000
4. Special plant – Rs. 2,00,000
5. Work cered – Rs. 16,00,000 and 80% received in cash
6. Materials lying on site (31.1.2013) – Rs. 40,000
7. Depreciate plant by 10%
8. 5% of material issued and 6% of wages relate to work completed but not yet
cered. Overheads charged as % of direct wages
9. Ignore depreciaon of plant for uncered work
10. Ascertain amount to be transferred to Prot & Loss A/c on basis of realised prot
5.What is the need of Reconciliaon? What are the causes of disagreement of results
shown by cost accounts and nancial accounts?
6.From the following data, plot a Break-even chart showing:
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(a) Break-even point
(b) Margin of safety and prot
(c) Number of units to be sold for a prot of Rs. 2,000
Data:
• Selling price – Rs. 5 per unit
• Variable cost – Rs. 3 per unit
• Fixed cost – Rs. 3000
• Total units sold – 2000 units
Show mathemacal computaons to verify your calculaons.
7.What are objecves of budgetary control? Give its advantages and disadvantages.
8.Find out the following Material Variances:
(a) Material Cost Variance
(b) Material Price Variance
(c) Material Usage Variance
(d) Material Mix Variance
(e) Material Yield Variance
Data:
Material
Standard Mix
Rate
Amount
X
60 kg @ Rs. 5
300
Y
40 kg @ Rs. 10
400
Total
100 kg
700
Loss 30%
30 kg
Output
70 kg
700
Actual:
Material
Actual Mix
Rate
X
56 kg @ Rs. 6
Y
44 kg @ Rs. 9
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Total
100 kg
Loss 25%
25 kg
Output
75 kg
GNDU Answer PAPERS 2021
B.com 4
th
SEMESTER
COST ACCOUNTING
Time Allowed: 3 Hours Maximum Marks: 50
Note: Aempt Five quesons in all, selecng at least One queson from each secon. The
Fih queson may be aempted from any secon. All quesons carry equal marks.
1.What is the need of Cost Accounng? State its objecves.
Ans: Need of Cost Accounting & Its Objectives
Imagine you are running a small business—say a shop, a factory, or even a car wash service.
Every day, money is being spent on raw materials, labour, electricity, rent, and many other
things. At the same time, you are earning money by selling your product or service.
Now the big question is:
Are you actually making profit or just spending blindly?
This is where Cost Accounting comes into play.
What is Cost Accounting?
Cost Accounting is a method of recording, analyzing, and controlling the costs involved in
producing goods or services. It helps businesses understand where money is being spent
and how efficiently it is being used.
Need of Cost Accounting
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Let’s understand this in a practical, real-life way.
1. To Know the Actual Cost of Production
Without cost accounting, a business owner may only guess the cost of making a product.
But guessing can lead to losses.
Cost accounting helps answer:
• How much did it cost to produce one unit?
• Which part of production is expensive?
Example: If making one product costs ₹100 but you sell it at ₹90, you are losing money
without even realizing it.
2. To Fix the Right Price
Pricing is very important in business.
• If price is too high → customers may not buy
• If price is too low → business suffers loss
Cost accounting helps set a correct and profitable price.
3. To Control Costs
Businesses often waste money unknowingly.
Cost accounting helps to:
• Identify unnecessary expenses
• Reduce wastage
• Improve efficiency
For example, if electricity bills are too high, cost accounting highlights it so action can be
taken.
4. To Increase Profit
The ultimate goal of any business is profit.
Cost accounting helps by:
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• Reducing costs
• Improving productivity
• Identifying profitable products
5. To Help in Decision-Making
Business owners need to take many decisions like:
• Should we produce more?
• Should we stop a product?
• Should we outsource work?
Cost accounting provides accurate data to make smart decisions.
6. To Compare Performance
Cost accounting helps compare:
• Current cost vs past cost
• One department vs another
This helps in evaluating efficiency and performance.
7. To Prevent Losses and Fraud
By keeping proper records, cost accounting:
• Detects errors
• Prevents fraud
• Ensures financial discipline
Simple Diagram to Understand Cost Flow
Raw Materials + Labor + Expenses
↓
Production Process
↓
Total Cost of Product
↓
Selling Price Decision
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↓
Profit / Loss
This shows how cost accounting tracks everything from spending to profit.
Objectives of Cost Accounting
Now let’s understand the main objectives in a simple and clear way.
1. To Determine Cost
The primary objective is to calculate:
• Cost per unit
• Cost of each process
• Cost of each department
This helps in understanding the exact expense involved.
2. To Control Cost
Cost accounting aims to:
• Reduce unnecessary expenses
• Maintain efficiency
• Avoid wastage
It ensures that money is used wisely.
3. To Fix Selling Price
Cost accounting helps in deciding:
• Minimum price (to avoid loss)
• Maximum price (to stay competitive)
4. To Maximize Profit
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By controlling cost and improving efficiency, businesses can:
• Increase profits
• Improve financial performance
5. To Provide Information for Decision-Making
Managers use cost data to:
• Plan production
• Choose best alternatives
• Make strategic decisions
6. To Assist in Budgeting
Cost accounting helps in preparing budgets:
• Future planning
• Estimating expenses
• Setting targets
7. To Evaluate Performance
It helps in:
• Checking efficiency of workers
• Comparing departments
• Measuring productivity
8. To Ensure Cost Reduction
Continuous improvement is important.
Cost accounting focuses on:
• Lowering production cost
• Improving methods
• Using resources efficiently
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Conclusion
Cost Accounting is like a guide or map for a business. Without it, a business operates
blindly, not knowing whether it is making profit or loss.
It helps in:
• Understanding costs
• Controlling expenses
• Making smart decisions
• Increasing profit
In simple words:
Cost Accounting tells you where your money goes and ho
2.From the following parculars relang to the producon and sales for the year ended
30th June 2013, prepare a Cost Sheet showing Prime Cost, Works Cost, Cost of Sales and
Prot per unit:
Parculars (Rs.)
• Raw material purchased as on 1.7.2012 – 12,500
• Work in progress as on 1.7.2012 at prime cost – Rs. 15,000
• Add manufacturing expenses – Rs. 3,000 → 18,000
• Finished goods at cost as on 1.7.2012 (8000 units) – 60,000
• Raw material purchased – 1,00,000
Further parculars:
• Freight on raw material purchased – 5,000
• Loss of material by re – 5,000
• Factory expenses – 50,000
• Chargeable expenses – 15,000
• Direct labour – 1,48,000
• Administrave expenses @ Rs. 2 per unit
• Selling expenses @ Rs. 1 per unit
• Distribuon expenses – 15,000
• Sale of nished goods (25,000 units) – 4,00,000
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• Raw material as on 30.6.2013 – 20,000
• Work in progress as on 30.6.2013 at prime cost – Rs. 10,000
• Add manufacturing expenses – Rs. 5,000 → 15,000
• Stock of nished goods as on 30.6.2013 (10,000 units) – ?
Assuming sales are made on FIFO basis.
Ans: Step 1: Understanding the Problem
We’re asked to prepare a Cost Sheet for the year ending 30th June 2013. The sheet should
show:
• Prime Cost
• Works Cost
• Cost of Sales
• Profit per unit
We’re given details about raw materials, labour, factory expenses, administrative and selling
costs, and sales. The twist is that sales are made on FIFO basis (First In, First Out), meaning
the oldest stock is sold first.
Step 2: Structure of a Cost Sheet
A cost sheet usually looks like this:
Direct Material
+ Direct Labour
+ Direct Expenses
= Prime Cost
Prime Cost
+ Factory Overheads
= Works Cost
Works Cost
+ Administrative Overheads
= Cost of Production
Cost of Production
+ Selling & Distribution Expenses
= Cost of Sales
Cost of Sales
+ Profit
= Sales
Step 3: Work Through the Numbers
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Let’s carefully calculate each part.
(a) Direct Material Consumed
• Raw material purchased = Rs. 1,00,000
• Add: Freight = Rs. 5,000
• Less: Loss by fire = Rs. 5,000
• Add: Opening stock = Rs. 12,500
• Less: Closing stock = Rs. 20,000
Material Consumed = 1,00,000 + 5,000 – 5,000 + 12,500 – 20,000 = Rs. 92,500
(b) Prime Cost
• Direct Material = Rs. 92,500
• Direct Labour = Rs. 1,48,000
• Chargeable Expenses = Rs. 15,000
Prime Cost = 92,500 + 1,48,000 + 15,000 = Rs. 2,55,500
(c) Works Cost
• Prime Cost = Rs. 2,55,500
• Factory Expenses = Rs. 50,000
• Add: Opening WIP = Rs. 18,000
• Less: Closing WIP = Rs. 15,000
Works Cost = 2,55,500 + 50,000 + 18,000 – 15,000 = Rs. 3,08,500
(d) Cost of Production
• Works Cost = Rs. 3,08,500
• Add: Opening Finished Goods = Rs. 60,000
• Less: Closing Finished Goods (10,000 units) → To be valued using FIFO.
FIFO means:
• First, 8,000 units from opening stock (Rs. 60,000).
• Then, 17,000 units from current production (Rs. 3,08,500 ÷ 27,000 units produced =
Rs. 11.43 per unit approx).
So, closing stock (10,000 units) = 10,000 × Rs. 11.43 ≈ Rs. 1,14,300
Cost of Production = 3,08,500 + 60,000 – 1,14,300 = Rs. 2,54,200
(e) Cost of Sales
• Cost of Production = Rs. 2,54,200
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• Administrative Expenses = Rs. 2 × 25,000 units = Rs. 50,000
• Selling Expenses = Rs. 1 × 25,000 units = Rs. 25,000
• Distribution Expenses = Rs. 15,000
Cost of Sales = 2,54,200 + 50,000 + 25,000 + 15,000 = Rs. 3,44,200
(f) Profit
• Sales = Rs. 4,00,000
• Cost of Sales = Rs. 3,44,200
Profit = 4,00,000 – 3,44,200 = Rs. 55,800
Profit per unit = Rs. 55,800 ÷ 25,000 units = Rs. 2.23 approx.
Diagram (Flow of Cost Sheet)
Raw Material Consumed → 92,500
+ Direct Labour → 1,48,000
+ Direct Expenses → 15,000
= Prime Cost → 2,55,500
+ Factory Overheads → 50,000
+ Opening WIP → 18,000
- Closing WIP → 15,000
= Works Cost → 3,08,500
+ Opening FG → 60,000
- Closing FG → 1,14,300
= Cost of Production → 2,54,200
+ Admin Expenses → 50,000
+ Selling Expenses → 25,000
+ Distribution → 15,000
= Cost of Sales → 3,44,200
Sales → 4,00,000
Profit → 55,800 (≈ Rs. 2.23 per unit)
Conclusion
The cost sheet shows us how raw materials, labour, and overheads flow through production
to become finished goods, and how selling and administrative costs add up to the cost of
sales. Finally, comparing sales revenue with cost of sales gives us the profit per unit.
In this case, the company earns about Rs. 2.23 profit per unit on 25,000 units sold.
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3.Explain normal wastage, abnormal wastage and abnormal gain. Discuss their treatment
in process accounts.
Ans: Imagine a factory making chocolates. Every day, workers melt cocoa, add sugar, and
pour it into moulds. But not every chocolate comes out perfect—some break, some melt,
and sometimes, surprisingly, they even end up with extra usable pieces.
This is exactly what process costing deals with: how to account for losses (wastage) and
unexpected gains in production.
Normal Wastage
• Definition: Normal wastage is the loss that is expected during production.
• Example: In our chocolate factory, a few chocolates may break or stick to the mould.
This is unavoidable and part of the process.
• Treatment in Accounts:
o The cost of normal wastage is absorbed by the good units produced.
o If the scrap has some value (say, broken chocolates sold cheaply), that value
is credited to the process account.
In short: Normal wastage is like the “expected spillage” in cooking—you plan for it.
Abnormal Wastage
• Definition: Abnormal wastage is the loss that is unexpected and avoidable.
• Example: Suppose a machine breaks down and 500 chocolates get burnt—that’s
abnormal wastage.
• Treatment in Accounts:
o The cost of abnormal wastage is not spread over good units.
o Instead, it is transferred to a separate Abnormal Loss Account.
o If the scrap has value, it is credited to the Abnormal Loss Account.
In short: Abnormal wastage is like burning food because you forgot to turn off the
stove—it’s avoidable and treated separately.
Abnormal Gain
• Definition: Abnormal gain happens when actual wastage is less than the expected
wastage.
• Example: If normally 100 chocolates break, but today only 80 broke, you have 20
extra good chocolates. That’s abnormal gain.
• Treatment in Accounts:
o The value of abnormal gain is transferred to an Abnormal Gain Account.
o It is treated as a benefit and credited to the process account.
In short: Abnormal gain is like cooking extra food with the same ingredients—it’s a
pleasant surprise.
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Diagram to Visualize
Here’s a simple diagram to show the flow:
+-------------------------+
| Process Account |
+-------------------------+
|
-----------------------------------------
| | |
Normal Wastage Abnormal Wastage Abnormal Gain
(Expected loss) (Unexpected loss) (Unexpected
benefit)
Cost absorbed Transferred to Credited to
by good units Abnormal Loss A/c Abnormal Gain A/c
Example in Numbers
Suppose 1,000 units are introduced into a process.
• Normal wastage expected = 100 units.
• Actual wastage = 120 units.
Here’s what happens:
• 100 units → treated as normal wastage (cost spread over 900 good units).
• Extra 20 units → abnormal wastage (cost transferred to Abnormal Loss Account).
If instead actual wastage was only 80 units:
• 100 units expected, but only 80 wasted.
• Extra 20 units → abnormal gain (credited to Abnormal Gain Account).
Conclusion
• Normal Wastage: Expected, unavoidable, cost spread over good units.
• Abnormal Wastage: Unexpected, avoidable, cost transferred to Abnormal Loss
Account.
• Abnormal Gain: Unexpected benefit, credited to Abnormal Gain Account.
Together, these concepts help ensure that process accounts reflect the true cost of
production and highlight inefficiencies or unexpected savings.
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4.M/s. Promoters Company undertook a contract for erecng a sewage treatment plant
for Prosperous Municipality for a total value of Rs. 40 lakhs. It was commenced in July
2012 and should be completed by 31st January, 2014. Prepare contract account for the
year ending 31st January, 2013 from the following parculars:
11. Materials – Rs. 3,00,000
12. Wages – Rs. 6,00,000
13. Overhead charges – Rs. 1,20,000
14. Special plant – Rs. 2,00,000
15. Work cered – Rs. 16,00,000 and 80% received in cash
16. Materials lying on site (31.1.2013) – Rs. 40,000
17. Depreciate plant by 10%
18. 5% of material issued and 6% of wages relate to work completed but not yet
cered. Overheads charged as % of direct wages
19. Ignore depreciaon of plant for uncered work
20. Ascertain amount to be transferred to Prot & Loss A/c on basis of realised prot
Ans: What is Reconciliation?
Imagine you’re keeping two diaries:
• One diary records your daily expenses in detail (like how much you spent on food,
travel, entertainment).
• The other diary records your overall monthly finances (like salary, savings, and total
expenses).
At the end of the month, you want to check if both diaries tell the same story. If they don’t,
you need to reconcile—that is, find out why there’s a difference and adjust accordingly.
In accounting, the same thing happens.
• Cost Accounts focus on production costs, efficiency, and internal management.
• Financial Accounts focus on overall profit/loss, assets, liabilities, and compliance
with legal requirements.
Since both accounts are prepared differently, their results (like profit figures) often don’t
match. That’s why reconciliation is needed—to explain and resolve the differences.
Need for Reconciliation
Why do we bother reconciling? Here are the main reasons:
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1. Accuracy Check
o Ensures both cost and financial accounts are correct.
o Detects errors or fraud if figures don’t match.
2. Trust Building
o Builds confidence among management, shareholders, and auditors.
o Shows that the company’s reporting is reliable.
3. Decision Making
o Cost accounts help managers make decisions about pricing, production, and
efficiency.
o Reconciliation ensures these decisions are based on accurate data.
4. Legal Compliance
o Financial accounts are prepared as per law (Companies Act, accounting
standards).
o Reconciliation ensures cost records align with statutory requirements.
5. Performance Evaluation
o Helps compare actual performance with planned performance.
o Identifies areas of inefficiency or overspending.
Causes of Disagreement Between Cost Accounts and Financial Accounts
Now, let’s explore why the two accounts often show different results. Think of it like two
friends telling the same story but focusing on different details.
1. Items Only in Financial Accounts
• Financial charges like interest on loans, bank charges, fines, donations.
• Appropriations of profit like dividends, income tax, transfers to reserves. These
don’t appear in cost accounts because they’re not related to production.
2. Items Only in Cost Accounts
• Notional costs like imputed rent (if you use your own building, cost accounts may
record a rent value).
• Depreciation methods may differ (straight-line vs. machine-hour rate). These are
included in cost accounts for better cost control but not in financial accounts.
3. Different Valuation Methods
• Stock valuation: Cost accounts may use standard cost, while financial accounts use
actual cost.
• Work-in-progress valuation: Treatment of overheads may differ. This leads to
differences in profit figures.
4. Overhead Absorption Differences
• Cost accounts absorb overheads based on estimated rates.
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• Financial accounts record actual overheads incurred. If estimates differ from
actuals, results won’t match.
5. Abnormal Losses or Gains
• Losses due to fire, theft, accidents may be treated differently.
• Abnormal gains (like insurance claims received) may appear only in financial
accounts.
6. Timing Differences
• Expenses may be recorded in different periods in cost vs. financial accounts.
• Example: prepaid expenses or outstanding expenses.
Diagram to Visualize Reconciliation
+-------------------------+
| Reconciliation Needed |
+-------------------------+
|
-----------------------------------------
| | |
Items only in Cost Items only in Financial Different Valuation
Accounts Accounts Methods/Overheads
Example to Make it Relatable
Suppose a company’s Cost Accounts show a profit of Rs. 1,00,000, while Financial Accounts
show Rs. 80,000.
• The difference of Rs. 20,000 could be due to:
o Interest on loans (Rs. 10,000) recorded only in financial accounts.
o Over-absorption of overheads (Rs. 5,000) in cost accounts.
o Different stock valuation (Rs. 5,000).
Reconciliation will list these differences and explain why the profits don’t match.
Conclusion
Reconciliation is like a bridge between two accounting worlds.
• Cost Accounts: Focus on efficiency and internal control.
• Financial Accounts: Focus on overall financial position and compliance.
Since they serve different purposes, differences are natural. Reconciliation ensures
transparency, accuracy, and trust. It helps management, auditors, and shareholders
understand the reasons behind profit variations and ensures both records tell a consistent
story.
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In short: Reconciliation is not just about matching numbers—it’s about building
confidence in the company’s financial health.
5.What is the need of Reconciliaon? What are the causes of disagreement of results
shown by cost accounts and nancial accounts?
Ans: What is Reconciliation?
Imagine you’re keeping two diaries:
• One diary records your daily expenses in detail (like how much you spent on food,
travel, entertainment).
• The other diary records your overall monthly finances (like salary, savings, and total
expenses).
At the end of the month, you want to check if both diaries tell the same story. If they don’t,
you need to reconcile—that is, find out why there’s a difference and adjust accordingly.
In accounting, the same thing happens.
• Cost Accounts focus on production costs, efficiency, and internal management.
• Financial Accounts focus on overall profit/loss, assets, liabilities, and compliance
with legal requirements.
Since both accounts are prepared differently, their results (like profit figures) often don’t
match. That’s why reconciliation is needed—to explain and resolve the differences.
Need for Reconciliation
Why do we bother reconciling? Here are the main reasons:
1. Accuracy Check
o Ensures both cost and financial accounts are correct.
o Detects errors or fraud if figures don’t match.
2. Trust Building
o Builds confidence among management, shareholders, and auditors.
o Shows that the company’s reporting is reliable.
3. Decision Making
o Cost accounts help managers make decisions about pricing, production, and
efficiency.
o Reconciliation ensures these decisions are based on accurate data.
4. Legal Compliance
o Financial accounts are prepared as per law (Companies Act, accounting
standards).
o Reconciliation ensures cost records align with statutory requirements.
5. Performance Evaluation
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o Helps compare actual performance with planned performance.
o Identifies areas of inefficiency or overspending.
Causes of Disagreement Between Cost Accounts and Financial Accounts
Now, let’s explore why the two accounts often show different results. Think of it like two
friends telling the same story but focusing on different details.
1. Items Only in Financial Accounts
• Financial charges like interest on loans, bank charges, fines, donations.
• Appropriations of profit like dividends, income tax, transfers to reserves. These
don’t appear in cost accounts because they’re not related to production.
2. Items Only in Cost Accounts
• Notional costs like imputed rent (if you use your own building, cost accounts may
record a rent value).
• Depreciation methods may differ (straight-line vs. machine-hour rate). These are
included in cost accounts for better cost control but not in financial accounts.
3. Different Valuation Methods
• Stock valuation: Cost accounts may use standard cost, while financial accounts use
actual cost.
• Work-in-progress valuation: Treatment of overheads may differ. This leads to
differences in profit figures.
4. Overhead Absorption Differences
• Cost accounts absorb overheads based on estimated rates.
• Financial accounts record actual overheads incurred. If estimates differ from
actuals, results won’t match.
5. Abnormal Losses or Gains
• Losses due to fire, theft, accidents may be treated differently.
• Abnormal gains (like insurance claims received) may appear only in financial
accounts.
6. Timing Differences
• Expenses may be recorded in different periods in cost vs. financial accounts.
• Example: prepaid expenses or outstanding expenses.
Diagram to Visualize Reconciliation
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+-------------------------+
| Reconciliation Needed |
+-------------------------+
|
-----------------------------------------
| | |
Items only in Cost Items only in Financial Different Valuation
Accounts Accounts Methods/Overheads
Example to Make it Relatable
Suppose a company’s Cost Accounts show a profit of Rs. 1,00,000, while Financial Accounts
show Rs. 80,000.
• The difference of Rs. 20,000 could be due to:
o Interest on loans (Rs. 10,000) recorded only in financial accounts.
o Over-absorption of overheads (Rs. 5,000) in cost accounts.
o Different stock valuation (Rs. 5,000).
Reconciliation will list these differences and explain why the profits don’t match.
Conclusion
Reconciliation is like a bridge between two accounting worlds.
• Cost Accounts: Focus on efficiency and internal control.
• Financial Accounts: Focus on overall financial position and compliance.
Since they serve different purposes, differences are natural. Reconciliation ensures
transparency, accuracy, and trust. It helps management, auditors, and shareholders
understand the reasons behind profit variations and ensures both records tell a consistent
story.
In short: Reconciliation is not just about matching numbers—it’s about building
confidence in the company’s financial health.
6.From the following data, plot a Break-even chart showing:
(a) Break-even point
(b) Margin of safety and prot
(c) Number of units to be sold for a prot of Rs. 2,000
Data:
• Selling price – Rs. 5 per unit
• Variable cost – Rs. 3 per unit
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• Fixed cost – Rs. 3000
• Total units sold – 2000 units
Show mathemacal computaons to verify your calculaons.
Ans: Step 1: Understand the Given Data
• Selling Price (SP) = ₹5 per unit
• Variable Cost (VC) = ₹3 per unit
• Fixed Cost (FC) = ₹3000
• Total Units Sold = 2000 units
Step 2: Contribution per Unit
Contribution tells us how much each unit contributes towards covering fixed cost and profit.
Contribution per unit = 𝑆𝑃 − 𝑉𝐶 = 5 − 3 = ₹2
This means every unit sold gives ₹2 to recover fixed cost and then profit.
Step 3: Break-even Point (BEP)
Break-even point is where:
Total Revenue = Total Cost (No Profit, No Loss)
BEP (units) =
Fixed Cost
Contribution per unit
=
3000
2
= 1500 units
Break-even Point = 1500 units
This means:
• If you sell 1500 units, you earn no profit, no loss
• After this, every unit gives profit
Step 4: Profit at 2000 Units
Now let’s check actual profit:
Profit = (Units Sold × Contribution) − Fixed Cost
= (2000 × 2) − 3000 = 4000 − 3000 = ₹1000
Profit = ₹1000
Step 5: Margin of Safety (MOS)
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Margin of Safety shows how much sales can fall before reaching break-even.
MOS (units) = Actual Sales − BEP = 2000 − 1500 = 500 units
MOS (%) =
500
2000
× 100 = 25%
Margin of Safety = 500 units or 25%
This means:
• Sales can drop by 500 units before loss begins
• Your business is relatively safe
Step 6: Units Required for ₹2000 Profit
Now let’s find how many units you must sell to earn ₹2000 profit:
Required Units =
Fixed Cost + Target Profit
Contribution per unit
=
3000 + 2000
2
=
5000
2
= 2500 units
Units required = 2500 units
Step 7: Break-even Chart (Conceptual Diagram)
Here’s a simple visual idea of the chart:
1500 2000 2500
Understanding the Diagram
• Fixed Cost Line → Horizontal at ₹3000
• Total Cost Line → Starts from ₹3000 and slopes upward
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• Sales Line → Starts from zero and slopes upward
The point where Sales Line = Total Cost Line is the Break-even Point (1500 units)
Key Insights (Very Important for Exams)
Before 1500 units → Loss
At 1500 units → No profit, no loss
After 1500 units → Profit starts
At 2000 units → Profit = ₹1000
Margin of Safety = 500 units → Business is stable
To earn ₹2000 profit → Sell 2500 units
Final Summary (Quick Revision)
Concept
Answer
Break-even Point
1500 units
Profit at 2000 units
₹1000
Margin of Safety
500 units (25%)
Units for ₹2000 profit
2500 units
Conclusion
Break-even analysis is like a business safety tool. It tells you:
• Minimum sales required to survive
• Risk level of your business
• Target needed to earn desired profit
In this example:
The business becomes profitable after 1500 units
At 2000 units, it is already earning profit
To grow further, it must reach 2500 units for higher profit
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7.What are objecves of budgetary control? Give its advantages and disadvantages.
Ans: Budgetary Control – Objectives, Advantages & Disadvantages (Simple
Explanation)
Imagine you are managing your monthly expenses. You decide in advance how much to
spend on food, travel, shopping, etc. Then at the end of the month, you compare your
actual spending with your plan. If you overspend, you try to control it next time.
This is exactly what businesses do—but on a larger scale.
They prepare budgets (plans) and then compare actual performance with those budgets.
This process is called budgetary control.
Objectives of Budgetary Control
The main purpose of budgetary control is not just to make budgets, but to ensure that
business activities go according to plan. Let’s break down its key objectives:
1. Planning for the Future
Budgetary control helps businesses plan their future activities.
It answers questions like:
• How much to produce?
• How much to spend?
• What profits to expect?
It acts like a roadmap for the organization.
2. Coordination Between Departments
In a company, different departments like production, sales, finance, etc., must work
together.
Budgetary control ensures:
• Sales targets match production capacity
• Expenses align with financial resources
It avoids confusion and improves teamwork.
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3. Control Over Costs and Expenses
One of the most important objectives is cost control.
By comparing:
• Budgeted cost vs Actual cost
Managers can identify:
• Wasteful spending
• Areas where savings can be made
4. Performance Evaluation
Budgetary control helps measure how well employees and departments are performing.
• If actual performance meets the budget → Good performance
• If not → Improvements needed
It creates accountability.
5. Profit Maximization
By controlling costs and improving efficiency, budgetary control helps increase profits.
6. Decision-Making Support
Managers use budget data to make better decisions like:
• Expanding business
• Reducing costs
• Changing pricing strategies
Simple Diagram of Budgetary Control Process
Budget Preparation
↓
Implementation
↓
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Actual Performance
↓
Comparison
↓
Find Variations
↓
Corrective Action
This cycle keeps repeating to improve performance continuously.
Advantages of Budgetary Control
Now let’s see why budgetary control is useful for organizations.
1. Better Planning
It forces management to think ahead and prepare for the future.
2. Efficient Use of Resources
Resources like money, time, and labor are used more effectively.
3. Cost Control
Unnecessary expenses can be reduced, increasing efficiency.
4. Improves Coordination
All departments work in harmony toward common goals.
5. Performance Measurement
It helps in evaluating employees and departments objectively.
6. Early Detection of Problems
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Variances (differences between budget and actual) highlight problems early.
7. Motivation for Employees
Clear targets motivate employees to perform better.
Disadvantages of Budgetary Control
Although useful, budgetary control also has some limitations:
1. Time-Consuming Process
Preparing budgets takes a lot of time and effort.
2. Based on Estimates
Budgets are based on assumptions, which may not always be accurate.
If estimates are wrong, the entire system may fail.
3. Rigid in Nature
Budgets can be too fixed and may not adapt easily to changing conditions.
4. Employee Resistance
Some employees may feel pressured or restricted by budgets.
5. Costly System
Implementing budgetary control requires skilled staff and resources.
6. May Lead to Manipulation
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Managers may set low targets to easily achieve them, which reduces efficiency.
Final Understanding
In simple words, budgetary control is like a financial GPS for a business.
It shows where the company wants to go (budget) and checks whether it is on the right path
(actual performance).
✔ It helps in planning, controlling, and improving performance
But it requires time, effort, and proper implementation
Conclusion
Budgetary control is an essential tool for modern businesses. It not only helps in managing
finances but also improves coordination, efficiency, and decision-making. However, its
success depends on realistic budgeting, proper monitoring, and flexibility.
8.Find out the following Material Variances:
(a) Material Cost Variance
(b) Material Price Variance
(c) Material Usage Variance
(d) Material Mix Variance
(e) Material Yield Variance
Data:
Material
Standard Mix
Rate
Amount
X
60 kg @ Rs. 5
300
Y
40 kg @ Rs. 10
400
Total
100 kg
700
Loss 30%
30 kg
Output
70 kg
700
Actual:
Material
Actual Mix
Rate
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X
56 kg @ Rs. 6
Y
44 kg @ Rs. 9
Total
100 kg
Loss 25%
25 kg
Output
75 kg
Ans: The Data We Have
Standard Mix (for 100 kg input → 70 kg output, 30% loss):
• Material X: 60 kg @ Rs. 5 = Rs. 300
• Material Y: 40 kg @ Rs. 10 = Rs. 400
• Total = Rs. 700
Actual Mix (for 100 kg input → 75 kg output, 25% loss):
• Material X: 56 kg @ Rs. 6
• Material Y: 44 kg @ Rs. 9
• Total = Rs. 100 kg
Step 1: Standard Cost per Unit of Output
Standard input = 100 kg → Standard output = 70 kg Standard cost = Rs. 700 So, Standard
cost per kg of output = 700 ÷ 70 = Rs. 10 per kg
Step 2: Actual Cost
• Material X = 56 × 6 = Rs. 336
• Material Y = 44 × 9 = Rs. 396
• Total Actual Cost = Rs. 732 Actual output = 75 kg
Step 3: Variances
Now let’s calculate each variance one by one.
(a) Material Cost Variance (MCV)
Formula:
𝑀𝐶𝑉 = (𝑆𝑡𝑎𝑛𝑑𝑎𝑟𝑑𝐶𝑜𝑠𝑡–𝐴𝑐𝑡𝑢𝑎𝑙𝐶𝑜𝑠𝑡)
= 700 – 732 = Rs. –32 (Adverse)
Means actual cost was Rs. 32 higher than expected.
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(b) Material Price Variance (MPV)
Formula:
𝑀𝑃𝑉 = (𝑆𝑡𝑎𝑛𝑑𝑎𝑟𝑑𝑃𝑟𝑖𝑐𝑒–𝐴𝑐𝑡𝑢𝑎𝑙𝑃𝑟𝑖𝑐𝑒) × 𝐴𝑐𝑡𝑢𝑎𝑙𝑄𝑢𝑎𝑛𝑡𝑖𝑡𝑦
• For X: (5 – 6) × 56 = –56
• For Y: (10 – 9) × 44 = +44 Total = –12 (Adverse)
Buying X at a higher price hurt, but Y was cheaper, so net effect is Rs. 12 adverse.
(c) Material Usage Variance (MUV)
Formula:
𝑀𝑈𝑉 = (𝑆𝑡𝑎𝑛𝑑𝑎𝑟𝑑𝑄𝑢𝑎𝑛𝑡𝑖𝑡𝑦–𝐴𝑐𝑡𝑢𝑎𝑙𝑄𝑢𝑎𝑛𝑡𝑖𝑡𝑦) × 𝑆𝑡𝑎𝑛𝑑𝑎𝑟𝑑𝑃𝑟𝑖𝑐𝑒
But here, we must adjust for actual output (75 kg instead of 70). Standard input for 75 kg
output = (100 ÷ 70) × 75 = 107.14 kg approx.
Standard mix for 107.14 kg:
• X = 60% = 64.29 kg
• Y = 40% = 42.86 kg
Now compare:
• X: (64.29 – 56) × 5 = 41.45 (Favourable)
• Y: (42.86 – 44) × 10 = –11.4 (Adverse) Total ≈ +30 (Favourable)
We used materials more efficiently overall.
(d) Material Mix Variance (MMV)
Formula:
𝑀𝑀𝑉 = (𝑅𝑒𝑣𝑖𝑠𝑒𝑑𝑆𝑡𝑎𝑛𝑑𝑎𝑟𝑑𝑄𝑢𝑎𝑛𝑡𝑖𝑡𝑦–𝐴𝑐𝑡𝑢𝑎𝑙𝑄𝑢𝑎𝑛𝑡𝑖𝑡𝑦) × 𝑆𝑡𝑎𝑛𝑑𝑎𝑟𝑑𝑃𝑟𝑖𝑐𝑒
Revised standard mix for 100 kg input:
• X = 60 kg
• Y = 40 kg
Compare with actual:
• X: (60 – 56) × 5 = +20 (Favourable)
• Y: (40 – 44) × 10 = –40 (Adverse) Total = –20 (Adverse)
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We used too much Y and too little X compared to the standard mix.
(e) Material Yield Variance (MYV)
Formula:
𝑀𝑌𝑉 = (𝐴𝑐𝑡𝑢𝑎𝑙𝑌𝑖𝑒𝑙𝑑–𝑆𝑡𝑎𝑛𝑑𝑎𝑟𝑑𝑌𝑖𝑒𝑙𝑑𝑓𝑟𝑜𝑚𝐴𝑐𝑡𝑢𝑎𝑙𝐼𝑛𝑝𝑢𝑡) × 𝑆𝑡𝑎𝑛𝑑𝑎𝑟𝑑𝐶𝑜𝑠𝑡𝑝𝑒𝑟𝑈𝑛𝑖𝑡
Standard yield from 100 kg input = 70 kg Actual yield = 75 kg Difference = +5 kg
MYV = 5 × 10 = +50 (Favourable)
We got more output than expected—great efficiency!
Summary Table
Variance Type
Value (Rs.)
Nature
Material Cost Variance
–32
Adverse
Material Price Variance
–12
Adverse
Material Usage Variance
+30
Favourable
Material Mix Variance
–20
Adverse
Material Yield Variance
+50
Favourable
Conclusion
• The company spent Rs. 32 more overall than expected (adverse cost variance).
• Prices hurt slightly (Rs. 12 adverse), and the mix wasn’t ideal (Rs. 20 adverse).
• But efficiency in usage (+30 favourable) and better yield (+50 favourable) saved the
day.
Net effect: The factory actually performed better in terms of efficiency and yield, even
though prices and mix caused small setbacks.
Diagram (Flow of Variances)
Material Variances
|
-----------------------------------------
| | | | |
Cost Price Usage Mix Yield
-32 A -12 A +30 F -20 A +50 F
This way, material variances tell the story of where costs went up, where savings happened,
and how production efficiency balanced things out.
“This paper has been carefully prepared for educaonal purposes. If you noce any
mistakes or have suggesons, feel free to share your feedback.”
