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Saturday, December 28, 2013

“Several techniques have been developed to help in prediction why companies fail.” – Describe the Altman: Z Score Model in this regard.

“Several techniques have been developed to help in prediction why companies fail.” – Describe the Altman: Z Score Model in this regard.

The Z-Score model is a quantitative model developed by Edward Altman in 1968, to predict bankruptcy or financial distress of a business. The Z-score is a multi variate formula that measures the financial health of a company and predicts the probability of bankruptcy within 2years. This model involves the use of a specified set of financial ratios and a statistical method known as a Multiple Discriminant Analysis. (MDA). The real world application of the Altman score successfully predicted 72% of bankruptcies two years prior to their failure.


The model of Altman is based on a linear analysis in which five measures are objectively weighted and summed to arrive at an overall score that then becomes the basis for classification of companies into one of the two a priori groupings that is bankrupt or non-bankrupt. These five indicators were then used to derive a Z-Score. These ratios can be obtained from corporations‘ financial statements.

The five Z-score constituent ratios are:

(i) Working Capital/Total Assets (WC/TA):- a firm with negative working capital is likely to experience problems meeting its short-term obligations.
(ii) Retained Earnings/Total Assets: - Companies with this ratio high probably have a history of profitability and the ability to stand up to a bad year of losses.
(iii) Earnings Before Interest & Tax/ Total Assets: - An effective way of assessing a firm‘s ability to profit from its assets before things like interest and tax are deducted.
(iv) Market Value of Equity/ Total Liabilities: - A ratio that shows, if a firm were to become insolvent, how much the company‘s market value would decline before liabilities exceed assets.

(v) Sales/Total Assets: - A measure of how management handles competition and how efficiently the firm uses assets to generate sales.

Based on the Multiple Discriminant Analysis, the general model can be described in the following form:

Z=1.2WC/TA + 1.4 RE/TE + 3.3 EBIT/TA + 0.6 MVE/TL + 1.0 SL/TA

Probability of failure according to the Z-Score result:

Z-Score                                              Probability of Failure 
Less than 1.8                                      Very High 
Greater that 1.81 but less than 2.99       Not Sure 
Greater than 3.0                                   Unlikely 

Calculation of the Z-Score for a fictitious company where the different values are given to calculate the Z-Score.

Describe Transition Risk

Transition Risk
Risk usually arises when technological obsolescence suddenly overtakes the company. This
risk can be traced partly to the complacencies developed by the firms in certain industries
under a protected economy when a favorable import duty structure is levied by the
Government so that the indigenous industry is able to thrive. However, these approaches
have led to a state where these protected companies, become secure due to their
continuing profitability and do not recognize the obsolescence of their technology as they
are insulated from the onslaught of new technology.
Many industrial estates in India that thrived during the middle of the 20th century came to
grief towards the end of the century when globalization and liberalization gained pace hand
in hand. This was because the state-of-the-art technology that was espoused by advanced
nations helped place their products with better quality at lower prices. This phenomenon has
also happened in the IT field when new products were introduced very frequently based on
new technology. The life of a technology which had been normally a decade or more,
today suddenly finds itself reduced to a period of less than five years. This unexpected
change of events in the history of IT has posed a transition risk for many industries. Technology
has made many factors of productions namely men, machinery, and capital suddenly redundant. As the time frame required for a turnaround or transition from one technology to another differs, companies face transition risk, according to their preparedness and their position in the life cycle. In addition, consumer behaviour has become an enigma clue to the wide variation and aspiration of different customers. This wide variety in the requirements of customers is also one of the factors leading to the extinction of technology that is no longer relevant to the customer, such as the case of black and white televisions.

“Risk management process refers to the process of measuring or assessing risk and then developing Strategies to manage risk. In the risk management, the following steps are taken up to minimize the risk”- Discuss the steps which are taken to minimize the risk.

“Risk management process refers to the process of measuring or assessing risk and then developing Strategies to manage risk. In the risk management, the following steps are taken up to minimize the risk”- Discuss the steps which are taken to minimize the risk.


Risk management process refers to the process of measuring or assessing risk and then developing strategies to manage risk. In the risk management, the following steps are taken up to minimize the risk: 

Step 1: Risk Identification and Assessment This step involves event identification and data collection process. The institution has to put in place a system of capturing information either through key risk drivers (KRIs) or through a rating system. Once risks are identified, combine like risks according to the following key areas impacted by the risks — people, mission, physical assets, financial assets, and customer/stakeholder trust. 

Step 2: Risk Quantification and Measurement The next step is to Quantify and Measure risks. This means risks according to probability and impact. Various standard tools are used by financial institutions to measure risk and understand their impact in terms of capital or its importance to the organization through a scoring technique. 

Step 3: Risk Analysis, Monitor and Reporting The next step is risk analysis, monitoring and reporting. This will help one to get the big picture and decided on the approach to risk management.

Step 4: Capital Allocation Risk Analysis, Monitoring & Reporting sends information to the top management of the organization to take strategic decisions. Capital allocation plays key role in management decision making. 

Step 5: Risk Management and Mitigation After the above step, the last step is to make strategic decisions to manage the risk in order to mitigate the risk.

List the steps to start of Total Productivity Management (TPM)

Total Productivity Management: Total Productive Management (TPM) provides a system for coordinating all the various improvement activities for the company so that they contribute to the achievement of corporate objective. Starting with a corporate vision and broad goals, these activities are developed into supporting objectives, or targets, throughout the organization. The targets are specifically and quantitatively defined. This seminar therefore emphases how to improve the competitiveness of products and services in quality, price, cost and customer responsiveness, thereby increasing the profitability, market share, and return on investment in human, material, capital, and technology resources. 

Steps to start TPM are 
Identifying the key people 
Management should learn the philosophy. 
Management must promote the philosophy. 
Training for all the employees. 
Identify the areas where improvements are needed. 
Make an implementation plan. 
Form an autonomous group.

Describe Capital Cost

Capital Costs – How much funding is the organization willing to put into e-commerce activities? E-commerce platforms can be high priced, depending on the level of sophistication. A development organization undertaking e-commerce activities should consider whether it wants to incur higher costs, with the possibility of cost recovery from an expected higher level of sales. What are the possibilities of receiving financial assistance from donor agencies or partner organizations for this activity? Development organizations pursuing e-commerce activities may have to decide between varieties of options for their online selling activities, depending on their financial capacities. These options can be divided into 1) technical hardware and 2) site design and maintenance. The organization will have to decide whether it wants to invest in setting up its own in-house server, depending on the organization's size and computing requirements, or find a third party that is willing to host the site on its server. Is the third party another development-focused organization, or is it a private company/ISP? Regarding design and maintenance of the e-commerce site, is the organization able to hire in-house technical personnel to handle design, development, and maintenance, or is it more cost effective to hire an outside party to handle these tasks? Developing an e-commerce site that generates high levels of revenue will have to respond to the changes in e-commerce platforms in the commercial sector. The development organization may want to consider using security encryption software for credit card payment, increasing costs to an extent yet benefiting from increasing customer confidence in the transaction process. Will the site be eye-catching, with the hope of attracting customers, possibly increasing site development costs for higher level graphics and design? Pan Partners currently do not have to bear all of the above-mentioned capital costs, but may one day have to consider them when they initiate an e-commerce site on their own.

Marketing – As evident from the discussion above, a good marketing strategy forms the basis of the operational strategy, in order to attract customers to the e-commerce site and ensure a steady pattern of sales. Development organizations often need not employ capital-intensive marketing programs in order to have a successful marketing campaign. The marketing strategy can be divided into two main categories: 1) online markets and 2) offline markets.

Describe Resource Expansion

Resource Expansion – Is the main goal of selling goods and services online the generation of revenue to offset operational costs? If so, how much revenue does the organization expect/wish to generate? These strategic questions will allow the organization to assess how much funding will go toward e-commerce activities. If the organization is approaching e-commerce as a means of covering not only the costs of producing the goods and services and disseminating development-focused products, but wishes to expand its revenue base to support other project costs, then it may want to develop an e-commerce platform and strategy that can attract customers. The organization may have to approach e-commerce as a resource expansion activity that uses business strategies and a full marketing approach. This leads to the question of whether this fits in with the development mandate of the organization and its charitable organization status. Will e-commerce activities distort the tax-free status of the development organization? Is the organization liable in the case of legal conflicts? Most development organizations have already faced these questions if they sell publications and other products by "traditional" means.

Describe the objectives of Management Information Systems.

Management Information System is a systematic process of providing relevant information in right time in right format to all levels of users in the organization for effective decision making. MIS is also defined to be system of collection, processing, retrieving and transmission of data to meet the information requirement of different levels of managers in an organization. 

According to CIMA- MIS is a set of procedures designed to provide managers at different levels in the organization with information for decision making, and for control of those parts of the business for which they are responsible. MIS comprises of three elements viz., management, information and system. 

Objectives of MIS : 
To provide the managers at all levels with timely and accurate information for control of business activities 
To highlight the critical factors in the operation of the business for appropriate decision making 
To develop a systematic and regular process of communication within the organization on performance in different functional areas
To use the tools and techniques available under the system for programmed decision making To provide best services to customers 
To gain competitive advantage To provide information support for business planning for future

Discuss the importance of Decision Support Systems for gaining the Competitive Advantage

In a world of constant flux, informed and thoughtful decision-making is the cornerstone of business success. As a manager, you must make decisions that affect your business every day, some critical and some not so important. Decision Support Systems allow faster decision making, identification of negative trends, and better allocation of business resources all to the benefit of you and your organization. 

Decision Support Systems (DSS): DSS are a specific class of computer-based information systems that support your decision-making activities. A decision support system analyzes business data and provides interactive information support to managers and business professionals during the decision-making process, from problem recognition to implementing your decision. Decision Support Systems use 
(1) Analytical models, 
(2) specialized databases, 
(3) a decision maker‘s own insights and judgments, and 
(4) an interactive, computer-based modeling process to support semi-structured business decisions. A key component to any DSS is Business Intelligence reporting tools, processes, and methodologies. These provide you with rich reporting, monitoring, and data analysis, which are necessary for effective and fast decision-making.

Gain competitive advantage with Decision Support Systems In today‘s competitive business environment, what you need for maximum performance is to achieve competitive advantage. Without competitive advantage, your company will not be able to operate and will eventually cease to exist. One way of gaining competitive advantage is through the use of computerized Decision Support Systems. The simplest and most tangible benefit of a Decision Support System is the ability to help you toward making better decisions. Your decisions are better in the sense that, once they are implemented, they have such effect as reducing costs, using assets more efficiently, increasing revenue, reducing risks, improving customer service, and so on. However, Decision Support Systems can provide your company with many other benefits including: 
Speeding up process of decision making 
Increasing organizational control 
Speeding up problem solving in an organization 
Helping automate managerial processes 
Improving personal efficiency 
Eliminating value chain activities

Explain the following terms:- (i) Business 2 Business, (ii) Business 2 Customer, (iii) Customer to Business, (iv) Customer to Customer.

(i) Business to Business (B2B) Business to Business or B2B refers to e-commerce activities between businesses. These transactions are usually carried out through Electronic Data Interchange or EDI. This allows more transparency among business involved; therefore business can run more efficiently. 

(ii) Business to Customer (B2C) Business to Customer or B2C refers to e-commerce activities that are focused on consumers rather than on businesses. 

(iii) Customer to Business (C2B) Customer to Business or C2B refers to e-commerce activities, which uses reverse pricing models where the customer determines the prices of the product or services. There is increased emphasis on customer empowerment. 

(iv) Customer to Customer (C2C): Customer to Customer or C2C refers to e-commerce activities, which uses an auction style model. This model consists of person-to-person a transaction that completely excludes businesses from the equation.

Explain Technical and operational factors of E-commerce

Technical and Operational Factors of E-commerce
(i) Protocol (Standards) Making Process
A well-established telecommunications and Internet infrastructure provides many of the necessary building blocks for development of a successful and vibrant ecommerce marketplace.
(ii) Delivery Infrastructure
Successful e-commerce requires a reliable system to deliver goods to the business or private customer.
(iii) Availability of Payment Mechanisms
Secure forms of payment in e-commerce transactions include credit cards, checks, debit cards, wire transfer and cash on delivery.
(iv) General Business Laws
The application of general business laws to the Internet will serve to promote consumer protection by insuring the average consumer that the Internet is not a place where the consumer is a helpless victim.
(v) Public Attitude to E-commerce
The public attitude toward using e-commerce in daily life is a significant factor in the success of ecommerce.
(vi) Business Attitude to E-commerce

The willingness of companies to move away from traditional ways of doing business and develop methods and models that include e-commerce is essential.

Describe the advantages and disadvantages of Return on investment

Advantages of Return on Investment:
ROI has the following advantages

(i) It relates net income to investments made in a division giving a better measure of divisional Profitability.
(ii) It can be used as a basis for other ratios which are useful for analytical purposes.
(iii) It is easy to understand as it is based on financial accounting measurements.
(iv) It may be used for inter firm comparisons, provided that the firms whose results are being compared are comparable size and the same industry.

Disadvantages of Return on Investment:

ROI has the following limitations:

(i) Satisfactory definition of profit and investment are difficult to find. Profit has many concepts such as profit before interest and tax, profit after interest and tax, controllable profit, profit after deducting all allocated fixed costs. Similarly, the term investment may have many connotations such as gross book value, net book value, historical cost of assets, and current cost of assets, assets including or excluding intangible assets.

(ii) While comparing ROI of different companies it is necessary that the companies use similar accounting policies and methods in respect of valuation of stocks, valuation of fixed assets, apportionment of overheads, treatment of research and development expenditure etc.

(iii) ROI may influence a divisional manager to select only investments with high rates of return (i.e. rates which are in line or above his target ROI). Other investments that would reduce the division‘s ROI but could increase the value of the business may be rejected by the divisional manager. It is likely that another division may invest the available funds in a project that might improve its existing ROI (which may be lower than a division‘s ROI which has rejected the investment) but which will not contribute as much to the enterprise as a whole. These types of decisions are sub-optimal and
can distort an enterprise‘s overall allocation of resources and can motivate a
manager to make under investing in order to preserve its existing ROI.

State the objectives of Supply Chain Management

Supply chain management is a set of approaches utilized to efficiently integrate
suppliers, manufactures, warehouses and stores, so that merchandise is produce and
distributed at the right quantities, to the right locations, and at the right time, in order
to minimize system wide costs while satisfying service level requirements.

Objective of Supply Chain Management:

(i) Supply chain Management takes into consideration every facility that has an impact
on cost and plays a role in making the product conform to customer requirements:
from supplier and manufacturing facilities through warehouses and distribution
centers to retailers and stores.

(ii) The supply chain management is to be efficient and cost –effective across the entire
system; total system wide costs from transportation and distribution to inventories of
raw materials, work – in-process and finished goods are to be minimized.

(iii) Finally, supply chain management revolves around efficient integration of suppliers,
manufacturers, warehouses and stores; it encompasses the firm‘s activities at many
levels, from the strategic level through the tactical to the operational level.

Explain the role of the Management Accountant in Value Chain Analysis

Role of the Management Accountant in Value Chain Analysis Management Accountants should recognize that the traditional, functional, internally oriented information m is inadequate or the Firm engaged in global competition. In order to facilitate Value Chain Analysis, should be a change in focus for Management Accounting. The Management Accountant's role will be scant in the following areas-

(i) Need for education, training and awareness:
Management Accountants should bring the importance of customer value to the forefront of Management's strategic thinking. They should take the initiative to bring the Value Chain message to major players in the Firm through seminars, articles, Value Chain examples and Company-specific applications.

(ii) Exploring for information:
VCA requires expertise in internal operations and information and also remands a great deal of external information. Management Accountants must seek relevant financial and non-financial information from sources outside the Firm.

(iii) Creativity:
Management Accountants must integrate databases and potential sources of timely information on competitive forces confronting the business. This calls for innovation and creativity in gathering and analyzing information for management decisions.

(iv) System design:
Designing internal and external information systems to assist managers in planning, monitoring and improving value-creating processes is another challenge facing Management Accountants.

(v) Cooperation:
Management Accountants should solicit support from all senior managers for
allocating resources to develop and improve Value Chain-oriented Information
Systems. The Management Accountant should ensure that the Top Management is committed to Value Chain Analysis and the organizational changes necessary for its successful implementation.

State the components of performance Management

Any effective performance management system includes the following components:

(i) Performance Planning: Performance planning is the first crucial component of any performance management process which forms the basis of performance appraisals. Performance planning is jointly done by the appraise and also the review in the beginning of a performance session. During this period, the employees decide upon the targets and the key performance areas which can be performed over a year within the performance budget, which is finalized after a mutual agreement between the reporting officer and the employee.

(ii) Performance Appraisal and Reviewing: The appraisals are normally performed twice in a year in an organization in the form of mid reviews and annual reviews which is held in the end of the financial year. In this process, the appraise first offers the self filled up ratings in the self appraisal form and also describes his/her achievements over a period of time in quantifiable terms. After the self appraisal, the final ratings are provided by the appraiser for the quantifiable and measurable achievements of the employee being appraised. The entire process of review seeks an active participation of both the employee and the appraiser for analyzing the causes of loopholes in the performance and how it can be overcome. This has been discussed in the performance feedback section.

(iii) Feedback on the Performance followed by personal counseling and performance facilitation: Feedback and counseling is given a lot of importance in the performance management process. This is the stage in which the employee acquires awareness from the appraiser about the areas of improvements and also information on whether the employee is contributing the expected levels of performance or not. The employee receives an open and a very transparent feedback and along with this the training and development needs of the employee is also identified. The appraiser adopts all the possible steps to ensure that the employee meets the expected outcomes for an organization through effective personal counseling and guidance, mentoring and representing the employee in training programmers which develop the competencies and improve the overall productivity.

(iv) Rewarding good performance: This is a very vital component as it will determine the work motivation of an employee. During this stage, an employee is publicly recognized for good performance and is rewarded. This stage is very sensitive for an employee as this may have a direct influence on the self esteem and achievement orientation. Any contributions duly recognized by an organization helps an employee in coping up with the failures successfully and satisfies the need for affection.

(v) Performance Improvement Plans: In this stage, fresh set of goals are established for an employee and new deadline is provided for accomplishing those objectives. The employee is clearly communicated about the areas in which the employee is expected to improve and a stipulated deadline is also assigned within which the employee must show this improvement. This plan is jointly developed by the appraise and the appraiser and is mutually approved.


(vi) Potential Appraisal: Potential appraisal forms a basis for both lateral and vertical movement of employees. By implementing competency mapping and various assessment techniques, potential appraisal is performed. Potential appraisal provides crucial inputs for succession planning and job rotation.

Describe the limitations of Value Chain Analysis

A value chain is the sequence of business functions in which utility is added to the products or services of the firm. Through proper analysis of each segment of the value chain, customer value is enhanced. No-value creating activities are eliminated.
In value chain analysis, each of the business functions is treated as an essential and value contributor and is constantly analyzed to enhanced value relative to the cost incurred. Like business functions, in value chain approach also, it is important that the efforts of all functions are integrated and co-ordinate to increase the value of the products or services to the customers.
Limitations of Value Chain Analysis are given below:
(i) Non availability of Data
Internal data on costs, revenues and assets used for Value Chain Analysis are derived from financial of a single period. For long term strategic decision- making, changes in cost structures, market prices and capital investments etc. May not readily available.
(ii) Identification of stages
Identifying stages in an industry‘s value chain is limited by the ability to locate at least one firm that participates in a specific stage. Breaking a value stage into two or more stages when an outside firm does not compete in these stages is strictly judgment.
(iii) Ascertainment of costs of Revenues and Assets
Finding the Costs, Revenues and Assets for each value chain activity poses/gives rise to serious difficulties. There is no specific approach and much depends upon trial and error and experiments methods.
(iv) Identification of cost Drivers
Isolating Cost Drivers for each value creating activity, identifying Value chain Linkages across activities and computing supplier and customer profit margins present serious challenges.
(v) Resistance from employees
Value chain Analysis is not easily understandable to all employees and hence may face resistance from employees as well as managers.

What is Process Analysis? Describe the objectives of Process Analysis

Process analysis is an approach that helps managers improves the performance of their business activities. It can be a milestone in continuous improvement. Process analysis approach consists of the following steps:
(i) Definition of the scope and the objectives of the study,
(ii) Documentation of the status quo and definition of performance measures,
(iii) Assessment and performance evaluation, and
(iv) Development of recommendations.

Objectives of Process Analysis For many organizations their goals and objectives are fulfilled once they complete the review process and the Process Capture project stops at that point. For others it is important to move beyond the basic process documents and analyze the data collected and documents. In working with many organizations over 20 years, a good strategy with analysis is to look at the process through three angles to analyze and identify areas for change. These are Understanding, Quality and Efficiency. By systematically reviewing the process through each of these steps, a much improved and comprehensive analysis will result.

The objectives of analyzing the process include:
(i) Identify what makes maps difficult to understand and use
(ii) E valuate completeness
(iii) Isolate bottlenecks
(iv) Find redundancies
(v) Examine resources allocation
(vi) Measure process times

“Competitive intelligence is a process of gathering data, creating information and making decisions. Management accountants are trained to gather data, assimilate data into information and make decisions based upon information, frequently with their management counterparts.” – Justify the statements.

The above statement is related to the Role of Management Accountant in Competitive Intelligence. Competitive intelligence may also be viewed as a competitiveness audit, a concept that management accountants are familiar with. Management accountants‘ training and experience make them well-suited to the requirements of the competitive intelligence process. Management accountants may be actively involved in introducing a competitive intelligence process in several ways:
(i) Identifying the need for a new or improved competitive intelligence process;
(ii) Educating top management and other senior managers about that need;
(iii) Developing a plan along with cross-functional team members for designing, developing and implementing the new, improved competitive intelligence practice, including its underlying architectures;
(iv) Identifying the appropriate tools and techniques for conducting competitor analysis;
(v) Providing financial input, analysis and expertise to the competitive intelligence effort;
(vi) Contributing to and using competitive intelligence in target costing;
(vii) Ensuring that the competitive intelligence efforts are tied to the firm‘s goals, strategies, objectives and internal processes, as appropriate; and,
(viii) Continually assessing the new, improved competitive intelligence process and its implications for the organization and continually improving the process.

ICMAI / ICWAI Practice Test Papers - Syllabus - 2012

Sunday, November 3, 2013

ICWAI/ ICMAI/ ICAI - Suggested Answers - June 2012

ICWAI/ ICMAI/ ICAI - Suggested Answers - June 2012

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ICWAI/ ICMAI/ ICAI - Suggested Answers - Dec 2012

ICWAI/ ICMAI/ ICAI - Suggested Answers - Dec 2012

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HAPPY DIWALI

Delightful laddoos, Incandescent diyas, 
Whole lot of smiles and laughter,
 A big stock of masti,
 Lots of mithai, 
Innumerable fireworks, Wishing you fun, frolic and endless celebration!! HAPPY DIWALI 




Friday, November 1, 2013

Explain the objectives of Cost Audit

Objectives of Cost Audit Cost Audit has both general and social objectives. The general objectives can be described to include the following: Verification of cost accounts with a view to ascertaining that these have been properly maintained and compiled according to the cost accounting system followed by the enterprise.
• Ensuring that the prescribed procedures of cost accounting records rules are duly adhered to Detection of errors and fraud.
• Verification of the cost of each “cost unit” and “cost center” to ensure that these have been properly ascertained.
• Determination of inventory valuation.
• Facilitating the fixation of prices of goods and services.
• Periodical reconciliation between cost accounts and financial accounts.
• Ensuring optimum utilization of human, physical and financial resources of the enterprise.
• Detection and correction of abnormal loss of material and time.
• Inculcation of cost consciousness.
• Advising management, on the basis of inter-firm comparison of cost records, as regards the areas where performance calls for improvement.
• Promoting corporate governance through various operational disclosures to the directors.
• Among the social objectives of cost audit, the following deserve special mention :
• Facilitation in fixation of reasonable prices of goods and services produced by the enterprise.
• Improvement in productivity of human, physical and financial resources of the enterprise.
• Channelising of the enterprise resources to most optimum, productive and profitable areas.
• Availability of audited cost data as regards contracts containing escalation clauses.
• Facilitation in settlement of bills in the case of cost-plus contracts entered into by the Government.
• Pinpointing areas of inefficiency and mismanagement, if any for the benefit of shareholders, consumers, etc., such that necessary corrective action could be taken in time.

What are the matters that are relevant in formulating audit strategy and drawing up the audit plan?

As per CAAS – 101, matters that are relevant in formulating audit strategy and drawing up the
audit plan are as following:
i. The cost reporting framework generally prescribed by the Cost Audit Report Rules on which the cost information to be audited has been prepared, including need for reconciliation with financial reporting framework.
ii. The specific requirements of industry specific cost accounting record rules.
iii. Industry regulators’ requirement as to how costs will be handled.
iv. Unique features of an industry that influence audit requirements e.g. definition of product in the newspaper industry.
v. Reliance that can be placed on the work of financial auditors, other cost auditors appointed by the entity and internal auditors for example their attendance in annual stocktaking
vi. State of IT implementation, whether the entity is using an ERP system or internally developed systems and the reliance that can be placed on them.
vii. Statutory timelines for cost reporting which can be modified by managements for early completion.
viii. Timelines for Board/ audit committee meetings which can set the time limits for completion of audit work.
ix. Resources required and available in terms of manpower, equipment and others and the assignment of these to specific parts of the work.

Standard-setting Procedure for Government Accounting Standards

A. The following procedures are adopted by the Government Accounting Standards Advisory Board (GASAB) for formulating Standards

(i) The GASAB Secretariat identifies areas for Standard formulation and places them before the GASAB for selection and approval. While doing so, the Secretariat places before the GASAB all important suggestions, references, proposals received from various sections of the Union and State Governments, members of GASAB, members of Civil Society, Professional Bodies and other stakeholders. The priorities, as approved by the GASAB, guide further functioning of the GASAB Secretariat. 
(ii) The GASAB Secretariat thereafter prepares the discussion paper on the selected issues for consideration of the GASAB. 
(iii) While doing so, the Secretariat studies the existing rules, codes and principles as internal sources, and documents/pronouncements/Standards issued by other national and international Standard setting and regulatory bodies. The Secretariat may also hold consultation with such other persons as are considered necessary for this purpose. 
(iv) On consideration of the Discussion paper and the comments received thereon, the GASAB finalizes the Exposure Draft. 
(v) The GASAB may constitute Standing Committee and/or Task based Groups from amongst the Members or their representatives to consider specific areas before finalization. 
(vi) The Exposure Draft, as approved for issue by the GASAB, are widely circulated in the public domain and forwarded to all stakeholders. The Exposure Draft is required to be hosted at the website of GASAB. 
(vii) Based on the comments received on the Exposure Draft, the Standards are finalized by the GASAB. The Standards, as finalized, are forwarded to the Government for notification in accordance with the provisions of the Constitution of India. 

B. The meetings are normally chaired by the Chairperson. In unforeseen circumstances when Chairperson is unable to attend, the senior-most member from the Central Government will chair the meeting. The Comptroller & Auditor General of India will be kept informed of the important developments in the meetings of GASAB. 

C. The GASAB may meet as often as is deemed necessary but generally not less than four times in a financial year. The decisions of the GASAB may preferably be by general consensus. In case differences persist, the decision shall be on the basis of voting favoring the recommendation. The dissenting views should also be forwarded to the Government along with the recommendations. 

D. GASAB allows an exposure period of 90 days for inviting comments on Exposure Draft.

Describe the process of election of Public Accounts Committee

Composition

The Committee on Public Accounts is constituted by Parliament each year for examination of accounts showing the appropriation of sums granted by Parliament for expenditure of Government of India, the annual Finance Accounts of Government of India, and such other Accounts laid before Parliament as the Committee may deem fit, such as accounts of autonomous and semi-autonomous bodies (except those of Public Undertakings and Government Companies which come under the purview of the Committee on Public Undertakings). 

The Committee consists of not more than 22 members comprising 15 members elected by Lok Sabha every year from amongst its members according to the principle of proportional representation by means of single transferable vote and not more than 7 members of Rajya Sabha elected by that House in like manner are associated with the Committee. The Chairman is appointed by the Speaker from amongst its members of Lok Sabha. The Speaker, for the first time, appointed a member of the Opposition as the Chairman of the Committee for 1967-68. This practice has been continued since then. A Minister is not eligible to be elected as a member of the Committee. If a member after his election to the Committee is appointed a Minister, he ceases to be a member of the Committee from the date of such appointment.

Write a note on the objectives of Indian Government Accounting Standard 4 (General Purpose Financial Statements of Government).

The purpose of this Standard is to lay down the principles to be followed in presentation of general purpose financial reports of Governments and to prescribe the minimum requirements relating to structure and contents of financial statements of government prepared under cash basis of accounting. 

The statement of receipts and disbursements during the year and information about cash flows of an Entity enable stakeholders to evaluate the likely sources and uses of cash and the ability of an Entity to generate adequate cash in the future. This information also indicates the expenditure priorities of the Entity in the delivery of goods and services as well as the impact of the taxation policies of the Entity. Stakeholders can then assess the sustainability of the Entity’s activities (whether future budgetary resources will be sufficient to sustain public services and to meet obligations as they become due) and appraise financial accountability. 

All Financial Statements need to be standardized to obtain optimal information, to ensure comparability with the Entity’s own financial Statements of previous periods and with those of other entities. The basis and policies of accounting need to be uniform to permit meaningful consolidation to develop Whole of Government Accounts. Desirable attributes need to defined to obtain a basic standard for financial reporting. 

To achieve these objectives, this Standard sets out the financial elements for the presentation of financial reports prepared under the cash basis of accounting. It also requires that the selection of accounting policy should ensure certain qualitative characteristics in the information being presented. Desirable attributes of financial reporting are required to heighten their value to the users. 

General Purpose Financial Statements (GPFS) essentially consists of Finance Accounts and Appropriation Accounts. The Financial Statements referred to in this standard are the General Purpose Financial Reports (GPFR).

Discuss the applicability of IGAS 10 (Public Debt and Other Liabilities of Governments: Disclosure Requirements).

The proposed IGAS shall apply to the financial statements prepared by the Union and State Governments and Union Territories with legislature. The IGAS shall also cover “other obligations” as defined in paragraph 4 of this Standard relating to definitions. The IGAS shall not include in its ambit, guarantees and other contingent liabilities and non-binding assurances.

Tuesday, October 29, 2013

Discuss the general principles of Government Accounting in India and its basic structure.

The general principles of Government Accounting are as follows: 

1. The Government Expenditure are classified under Sectors, major heads, minor heads, sub-heads and detailed heads of account, the accounting is more elaborate than that followed in commercial accounts. The method of budgeting and accounting under the service heads is not designed to bring out the relation in which Government stands to its material assets in use, or its liabilities due to be discharged at more or less distant dates. 

2. In its Budget for a year, Government is interested to forecast with the greatest possible accuracy what is expected to be received or paid during the year, and whether the former together with the balance of the past year is sufficient to cover the later. Similarly, in the compiled accounts for that year, it is concerned to see to what extent the forecast has been justified by the facts, and whether it has a surplus or deficit balance as a result of the year’s transactions. On the basis of the budget and the accounts, Government determines (a) whether it will be justified in curtailing or expanding its activities (b) whether it can and should increase or decrease taxation accordingly.

3. In the field of Government accounting, the end products are the monthly accounts and the annual accounts. The monthly accounts serve the needs of the day-to-day administration, while the annual accounts present a fair and correct view of the financial stewardship of the Government during the year. 

Basic Structure of the form of the accounts
(1) Period of Accounts: The annual accounts of the central, state and union territory government shall record transactions, which take place during financial year running from 1st April to 31st March. 
(2) Cash Basis Accounts: With the exception of such book adjustments as may be authorized by these rules on the advice of the Comptroller and Auditor General of India (CAG). The transaction in government accounts shall represent the actual cash receipt and disbursement during a financial year. 

Form of Accounts: There are mainly three parts i.e. consolidated fund, contingency fund and public account. All revenues received by the Government by way of taxes like Income Tax, Central Excise, Customs and other receipts flowing to the Government in connection with the conduct of Government business i.e. Non-Tax Revenues are credited into the Consolidated Fund. Similarly, all loans raised by the Government by issue of Public notifications, treasury bills (internal debt) and loans obtained from foreign governments and international institutions (external debt) are credited into this fund. The Contingency Fund of India records the transactions connected with Contingency Fund set by the Government of India under Article 267 of the Constitution of India. Public account transactions relating to the debt deposit, advances, remittances and suspense shall be recorded.

Briefly explain the nature of risks as classified under AS-32.

Under AS -32, the risks are classified as - credit risk, liquidity risk and market risk
 Credit risk - the risk that one party to a financial instrument will cause a financial loss for the other party, by failing to discharge an obligation.
 Liquidity risk - the risk that an entity will encounter difficulty in meeting obligations associated with financial liabilities
 Market risk - the risk that the fair value or future cash flow of a financial instrument will fluctuate because of changes in market prices. This risk can again be sub-classified as currency risk (changes in foreign exchange rates), interest rate risk (changes in market interest rates) and other price risk (changes in market prices other than those arising from interest rate risk or currency risk).

Tuesday, October 1, 2013

GUIDANCE NOTE ON COST ACCOUNTING STANDARD ON COST OF PRODUCTION FOR CAPTIVE CONSUMPTION (CAS-4)

GUIDANCE NOTE ON COST ACCOUNTING STANDARD ON COST OF PRODUCTION FOR CAPTIVE CONSUMPTION (CAS-4)

The Council of the Institute of Cost and Works Accountants of India has issued the Cost Accounting
Standard 4 (CAS-4) for Determination of Cost of Production for Captive Consumption. This standard lays
down the principles and methods for determining the cost of production of excisable goods used for
captive consumption, presentation and disclosure in the cost sheet.
This Guidance Note deals with the principles and methods as provided in CAS-4 and practical aspects
in connection with the determination of cost of production of excisable goods used for captive
consumption.
In the preparation of cost sheet including those requiring attestation, cost of production of excisable
goods used for captive consumption shall be determined as per CAS-4. The Cost Accounting Standards
have been set in bold italic type and reference number has been retained as in CAS-4 for ready
reference.
CAS 4 refers to Central Excise Act and Rules framed there under for determination of assessable value
of goods used for captive consumption. Therefore, this Guidance note refers to relevant sections of
Central Excise Act,1944, Central Excise Valuation (Determination of Price of Excisable Goods) Rules, 2000,
other relevant rules thereto, case laws on the subject and provides methodology for determination
of assessable value of captively consumed goods on cost construction method as a measure of
simplification.
Circular No. 692/08/2003-CX dated 13th February, 2003 issued by Department of Revenue (CBEC) inter
alia provides “that for valuing goods which are captively consumed, the general principles of costing
would be adopted for applying Rule 8. The Board has interacted with the Institute of Cost & Works
Accountants of India (ICWAI) for developing costing standards for costing of captively consumed
goods.” Paragraph 3 of the above circular further provides:
“cost of production of captively consumed goods will henceforth be done strictly in accordance with
CAS-4…..”
The above circular is reproduced as Annexure I.
In view of above, CAS-4 is applicable from 13th February, 2003. The Department has, however, clarified
that though CAS-4 was approved by the Government of India on 13.2.2003, cases pending finalization
for the period earlier to this may be considered in line with costing principles laid down in CAS-4, issued
by the Institute of Cost and Works Accountants of India. Assessments finalized prior to 13th February,
2003 not to be opened.
CAS-4 applies to following type of organizations registered with Excise Department if goods manufactured
are for captive consumption:
1. Proprietorship concern
2. Partnership Firms
3. Cooperative Societies
4. Private/Public Limited Companies.
SSI units registered with Excise Department are exempt from payment of excise duty as per registration
conditions.
Introduction
The scheme of valuation of excisable goods is contained in Sec. 3A, Sec. 4 and Sec. 4A of the Central
Excise Act, 1944. The goods manufactured have to be valued in a prescribed manner as per above
provisions to determine the excise duty payable by the assessee. Section 3 provides that excise duties
shall be levied and collected on all excisable goods which are produced or manufactured in India at
the rates set forth in Schedule to the Central Excise Tariff Act, 1985. Section 4 provides the mechanism to
determine the value of goods subject to duty for the purpose of assessment. Section 4 was replaced by
new Section 4 w.e.f 1-07-2000 and concept of ‘transaction value’ has been introduced under Section
4(3)(d). Section 4A provides for valuation of excisable goods with reference to retail sale price and
applicable to commodities as notified by the Government from time to time and on which retail price
is required to be indicated under the provision of the Standard of Weights & Measures Act, 1976 and
the Rules made there under.
Section 4(1) (a) of Central Excise Act, 1944 deals with the Valuation of excisable goods when following
requirements are satisfied:
1. Goods are sold at the time and place of removal from factory/warehouse;
2. The assessee and the buyer of the goods are not related; and
3. The price is the sole consideration of sale.
Each transaction is treated as a separate transaction for valuation purposes.
If any one of the above requirements is not satisfied, assessable value shall be determined under the
Central Excise Valuation (Determination of Price of Excisable Goods) Rules, 2000 notified on 30.6.2000, as
provided under Section 4(1)(b) of the Act. For ready reference extract of Section 4 of the Central Excise
Act, 1944 and the Central Excise Valuation (Determination of Price of Excisable Goods) Rules, 2000 are
annexed as Annexure II and III. Rules 8 and 9 deal with the valuation of goods captively consumed.
Meaning of Captive Consumption:
“Captive Consumption” means that the goods are not sold by the assessee but are used for consumption
by him or on his behalf in the production or manufacture of other articles in the same premises or
elsewhere.
When goods manufactured are supplied to a related party who does not sell the goods but consumes the
same in manufacture of another product(s), such goods are also deemed to be “captively consumed”
for the purpose of valuation under Excise Laws.
In some cases during the manufacture, certain intermediate goods emerge and are used in
manufacture/production of other goods. The use of such intermediate product within the factory is also
termed as “Captive Consumption”.
Sometimes the goods are not removed from the factory but are used in the further manufacture/
production of goods and in such cases also, duty is payable as soon as the goods are manufactured/
produced within the factory unless exempted. Goods captively consumed in the same factory of the
manufacturer are exempted from duty as per Notification No. 67/95-CE dt.16.03.1995, if duty is payable
on the final product. For example, the manufacturer of motor vehicles manufactures various parts of
the motor vehicles like brakes, panels etc. These parts are also excisable goods and have separate
entry in the schedule to Central Excise Tariff Act, 1985. If these parts are removed from the factory, duty
is payable but if these parts are used in the same factory of the manufacturer in the assembly / further
manufacture of motor vehicles then the use of parts and components is called as captive consumption,
and is not subject to excise duty in view of above notification.
Type of Goods:
Following type of goods are covered under CAS-4:
1. Goods manufactured not sold but captively consumed
2. Goods manufactured partly sold and partly captively consumed
3. Goods manufactured sold to related party for captive consumption
Goods manufactured, not sold but captively consumed:
Rule 8 of the Central Excise Valuation Rules provides that where the excisable goods are not sold but
are used for consumption by assessee or on his behalf in the production or manufacture of other articles,
the value shall be 110% (as of now)of the cost of production or manufacture of such goods. (115% was
substituted by 110% vide notification no. 60 / 2003 – CE (NT) dated 05-08-2003) In other words, when
goods are captively consumed, the assessable value will be 110% of cost of production. The earlier
concept of deemed profit / notional profit has been done away and margin of 10% by way of profit etc
is prescribed in the rule itself for ease of assessment of goods used for captive consumption. The cost of
production is to be determined as per CAS-4 vide Government of India, Ministry of Finance & Company
Affairs (Department of Revenue’s Circular dated 13th February, 2003 (refer Annexure I)).
Judgement of Supreme Court dated 1.8.2006 :
In a landmark judgment dated 1.8.2006 in case No. Appeal (civil)2947-2948 of 2001 Commissioner of
Central Excise, Pune vs M/s Cadbury India Ltd.(Refer Annexure IV), Hon’ble Supreme Court of India,
observed :
“the Institute of Cost and Works Accountants of India (ICWAI) has laid down the principles of determining
cost of production for captive consumption and formulated the standards for costing: CAS-4. According
to CAS-4 the definition of “cost of production” is as under:
“4.1 Cost of Production : Cost of Production shall consist of Material consumed, Direct wages and salaries,
Direct expenses, Works overheads, Quality Control cost, Research and Development cost, Packing cost,
Administrative Overheads relating to production.”
“The cost accounting principles laid down by ICWAI have been recognized by the Central Board of Excise
and Customs vide Circular No.692/8/2003 CX dated 13.2.2003. The circular requires the department to
determine the cost of production of captively consumed goods strictly in accordance with CAS-4. “
The Tribunal in the case of BMF BELTINGS LTD. vs. CCE : 2005 (184) E.L.T. 158 (Tri. Bang.) for the period
1995 to 2000 has directed the department to apply CAS-4 for the determination of the cost of production
of the captively consumed goods. In ITC vs. CCE (190) ELT 119 the Tribunal held that the department
has to calculate the cost of production in terms of CAS-4. Other decisions of the Tribunal, wherein it
has directed that CAS-4 be applied for determination of the cost of production, are Teja Engineering
v/s CCE 2006 (193) ELT 100 (Tri-Chennai), Ashima Denims v/s CCE 2005 (191) ELT 318 (Tri-Mumbai), and
Arti Industries vs. CCE 2005 (186) ELT 208 (Tri-Chennai). This is therefore a consistent view taken by the
Tribunal. The department has not filed any appeal in these cases and accepted the legal position. Apart
from this, in the light of several decisions of this Court, the Department is also bound by the said circular
No.692/9/2003 CX dated 13th February,2003 issued by the CBEC.”
In view of the above judgement also,the cost of production for captively consumed goods is to be
determined as per CAS-4.
Valuation of Goods Partly Captively Consumed And Partly Sold:
Where the goods to be valued are captively consumed in one’s own factory, valuation will be done
on the basis of 110% of the cost of production of goods. If the goods are partially sold by the assessee
and partially captively consumed, the goods sold would be assessed on the basis of transaction value
under section 4 and the goods captively consumed would be valued under rule 8 i.e.110% of the cost
production of goods, states the Board’s circular no.643/32/2002-CE dt. 1-7-2002.
There can be situations where an assessee may manufacture an intermediate product (which is excisable)
which requires be processing or using for further production in another unit of the same manufacturer
located at a different place. In such a situation also, the principle of rule 8 is applicable. The cost of
production of good manufactured plus 10% thereof is to be adopted for determining the assessable value.
Valuation of Goods sold to related party:
Rule 9 of the Central Excise Valuation (Determination of Price of Excisable Goods) Rules, 2000 deals
with sale to related person. Related person has been defined in Section 4(3)(b) of the Excise Act (Refer
Annexure II). If a manufacturer sells goods to any of the related person, it will be treated as goods sold
to related person. Rule 9 specifies that the goods can be sold to related persons for two purposes, one
for onward sale when the related person is dealer/ distributor of the assessee and secondly the related
person buys goods from the assessee for consumption in the production or manufacture of articles. In
case, the related person does not sell the goods but uses or consumes such goods in the production
or manufacture of the articles, the value shall be determined in the manner specified in rule 8, i.e.
assessable value to be 110% of cost of production as per proviso to Rule 9.
Rule 10(a) of Central Excise Valuation (Determination of Price of Excisable Goods) Rules, 2000,also
provides that where excisable goods are sold to the related party/ inter connected undertaking who
does not sell the goods but uses or consumes such goods in the production or manufacture of articles,
the value of goods shall be determined in the manner specified in Rule 8 . The details of persons who
shall be deemed to be related are prescribed under Section 4(3) (Refer Annexure II).
Valuation of capital goods manufactured and captively consumed:
Capital goods manufactured in a factory and used within the factory of manufacturer for manufacture/
production of excisable goods, are exempt from payment of excise duty as per Notification No.67/1995-
CE dated 16th March,1995. This exemption is also available in case capital goods are manufactured by
third party in the factory of manufacturer.
Free sample
CBEC vide its circular No.643/34/2002 CX dated 1.7.2002 had clarified that for excisable goods removed
as free sample, provision of Rule 4 will not apply but excise duty will be paid on 110% of cost of production
as per Rule 8. However on reconsideration, the CBEC has modified the above circular. As per revised
circular No. 813/10/2005 CX dated 25.4.2005, value of free samples should be determined under Rule 4
of the Valuation Rules. The revised circular thus provides that valuation should be on the basis of value
of identical goods cleared at or around the same time. However, in case of new or improved product,
price of similar goods may not be available. Therefore for such goods, valuation should be on the
basis of cost of production plus 10%, under Rule 11 read with Rule 8, in the absence of any other mode
available for valuation.
Goods removed for test/trial outside the factory:
In above case Rule 4 is invoked as soon as assessee removes the manufactured goods for trial outside
the factory. Since similar goods have been sold, the assessable value will be determined based on
sale of such goods after making adjustment on account of difference in dates of delivery and the
specification of goods.
Definitions
The following terms are used in this guidance note with the meaning specified.
Cost of Production: Cost of production shall consist of Material Consumed, Direct Wages and Salaries,
Direct Expenses, Works Overheads, Quality Control cost, Research and Development Cost, Packing cost,
Administrative Overheads relating to production. To arrive at cost of production of goods dispatched
for captive consumption, adjustment for Stock of work-in-Process, finished goods, recoveries for sales
of scrap, wastage etc shall be made.
Captive consumption: Captive Consumption means the consumption of goods manufactured by one
division or unit and consumed by another division or unit of the same organization or related undertaking
for manufacturing another product(s).
Normal Capacity is the production achieved or achievable on an average over a period or season under
normal circumstances taking into account the loss of capacity resulting from planned maintenance.
(CAS-2)
Principles for Determination of cost of production for captive consumption
5.1 Material Consumed
Material Consumed shall include materials directly identified for production of goods such as:
(a) indigenous materials
(b) imported materials
(c) bought out items
(d) self manufactured items
(e) process materials and other items
Cost of material consumed shall consist of cost of material, duties and taxes, freight inwards, insurance,
and other expenditure directly attributable to procurement. Trade discount, rebates and other similar
items will be deducted for determining the cost of materials. Cenvat credit, credit for countervailing
customs duty, Sales Tax set off, VAT, duty draw back and other similar duties subsequently recovered/
recoverable by the enterprise shall also be deducted.
Various types of materials used for production of goods have been indicated. It depends on the type
of product and process of manufacture involved. For example for production of engineering product
both indigenous and imported raw materials may be used besides bought out items. In process industry,
it may be indigenous/imported raw materials and other item of materials.
Materials are also classified as direct material and indirect material. Direct materials identified to finished
product is a part of material cost while indirect material is part of overheads.
The cost elements to be considered for determining the cost of material consumed have been indicated
above. The cost of material should be measured at purchase price including duties and taxes, freight
inwards, insurance, and other expenditure directly attributable to procurement. (net of trade discounts,
rebates, taxes and duties refundable or to be credited by the taxing authorities) that can be quantified
with reasonable accuracy at the time of acquisition. The method of valuation of material consumed
shall be as per financial accounts, i.e., First in First out (FIFO) or weighted Average Rate.
LC charges/ Bank charges will not form part of material cost.
Normal loss or spoilage of material prior to reaching the factory will be absorbed in the cost of materials,
after reducing the amounts chargeable to suppliers and recovery as scrap. Losses due to shrinkage or
evaporation and gain due to elongation or absorption of moisture before the material is received will
be absorbed in material cost to the extent they are normal.
Records relating to of material cost such as purchase, receipt, storage, issued for manufacture, sales or
delivery of goods, including inputs and capital goods as the case may be, are required to be maintained
under the Central Excise Law besides excise records for daily production report, daily stock account,
CENVAT credit account for inputs, and the like . In brief it is to be ensured that there is effective material
management system, properly documented, correctly accounted for to arrive at quantity and cost
of material consumed for different types of products produced/manufactured. The item-wise material
consumption for major item is reconciled with financial account.
The cost of material consumed is determined with respect to (i) the source / type of material consumed,
and (ii) the method of valuation followed for issue of goods to production.
Any subsidy/grant/incentive and any such payment received /receivable with respect to any material
shall be reduced from the cost of material consumed.
In case raw material is imported through advance license/DEPB or under any other scheme and used
for manufacture of goods for captive consumption, adjustment for import duty shall be made to bring
the raw material cost to the level of duty paid import. However, Duty Drawback refund benefit shall
not be reduced from the input cost. Other export benefits like DEPB and DFRC will not be adjusted for
calculation of cost of production.
Any demurrage or detention charges or penalty levied by transport or other authorities shall not form
part of the cost of materials.
Bought out components:
Landed cost of indigenous / imported / bought out items shall be calculated on the above basis.
Illustrations of calculation of landed cost of indigenous and imported material are at Annexure VA and VB.
Self manufactured Items:
These will include any goods manufactured with raw material, indigenous or imported bought out material
etc. by the manufacturer in the same factory for further use in manufacture of final product. For this
purpose, the cost of production of such self manufactured items shall be considered as material cost
for the subsequent product, after considering inward freight, octroi, etc., as applicable. Intermediate
products/ goods transferred by another unit of the same manufacturer etc. shall be based on cost of
production as per CAS-4.
Process material, colour and chemicals, packing materials: The cost of these shall be calculated on
the same lines as above. In some cases, these items may get manufactured on job work basis from
outside parties. In such cases, cost should consist of the cost of material supplied plus job work charges/
processing charges paid to the job worker/processor. The incidental charges like freight, insurance,
handling charges etc, if any, shall also form cost of material.
In case of certain process materials like catalysts having longer process useful life, the cost of catalyst
should be spread over its useful life.
Quantity of Material consumed:
The quantity of material consumed is to be worked out from material issue records from stores for each
product. Such consumption in quantity may be derived by two methods.
Method (i): Based on actual issues for batch, unit or job - This method is preferred as it establishes direct
relationship of actual material usage for the product.
Method (ii): Based on any method other than actual e.g. Standard
Under this method material is issued at Standard Bill of material. The standard cost for each direct
material is defined at the beginning of the year. The variances from standard on account of price/
usage and the like are adjusted to consumption at the end of the period. Some organizations follow
“Back flush Costing “system for issue of material. As soon as a finished good is ready for stock, material
is back flushed (issued) as per the bill of material for that product. Any variation between the actual
issues (both quantity and value) and the standard as accumulated over the period is charged off to
consumption at the end of the period. Abnormal consumption, if any, shall not form part of material
consumption on products.
This method is to be used in case of goods, where the direct link of actual consumption for product is not
available. The manufacturer using this method should certify the quantitative requirement considered
for calculation of material consumption as per Bill of Material. It may be ensured that usage variance
is within reasonable limit and it should be adjusted in calculation of cost of production.
Reconciliation of cost of material consumed - It is advisable that cost of the material consumed for
working out cost of production is reconciled with financial books. For major direct materials, reconciliation
is to be ensured both in quantity and value.
5.2 Direct Wages and Salaries:
Direct wages and salaries shall include house rent allowance, overtime and incentive payments made
to employees directly engaged in the manufacturing activities.
Direct wages and salaries include fringe benefits such as:
I. Contribution to provident fund and ESIS
II. Bonus/ ex-gratia payment to employees
III. Provision for retirement benefits such as gratuity and superannuation
IV. Medical benefits
V. Subsidised food
VI. Leave with pay and holiday payment
VII. Leave encashment
VIII. Other allowances such as children’s education allowance, conveyance allowance which are
payable to employees in the normal course of business etc.
Direct wages and salaries are also termed as Employee cost. Employee cost are classified as direct
employees cost and indirect employees cost. Direct employee cost is assigned to or linked with a cost
centre or cost object. Indirect Employee Cost is treated as Overhead as dealt later.
Employee cost shall include the employee benefits as detailed above. If fringe benefits have not be
identified with relevant cost centre, these should be allocated in the ratio of direct salaries and wages
of the cost centres. Where an employee has worked in more than one departments/cost centres, it
may be assigned on the basis of time spent.
The manufacturer shall prepare a detailed statement indicating Direct Employee Cost to different
products and basis of allocation. Total Employee Cost shall be reconciled with financial accounts.
VRS payment, if any, shall not form part of cost of production.
5.3 Direct Expenses
Direct expenses are the expenses other than direct material cost and direct employee’s costs which
can be identified with the product.
Direct Expenses Include:
I. Cost of utilities such as fuel, power, water, steam, etc
II. Royalty based on production
III. Technical Assistance/ know –how fees
IV. Amortized cost of moulds, patterns, patents etc
V. Job charges
VI. Hire charges for tools and equipment
VII. Charges for a particular product designing etc.
Utilities include Power, water, steam, compressed air, Effluent Treatment etc. Some of the utilities are
generated within the plant and others are purchased from outside source. Actual cost of utilities should
be accumulated through utility cost centres and charged to user cost centres/departments on actual
or technical estimates. In case meters have been installed, allocation of power/steam shall be as per
actual reading. If any utility is supplied by a sister concern, the same shall be at landed cost. In case a
utility cannot be identified with a product or service cost centre, the same may be treated as part of
works overhead.
If a utility is partly produced and partly purchased, it shall be charged on weighted average rate.
A separate cost sheet for each of the utilities is to be prepared by the manufacturer. illustrations of
power and steam utilitiy cost sheet are given at Annexure VI and VII.
Royalty:
Royalty is payable either in relation to production or sales. If royalty payment is in respect of production
of the goods captively consumed, then the same should be added as the cost element. Royalty
for Marketing and Distribution, if paid, will be excluded from cost of production. Sometimes, royalty
payments are one time payment at the time factory is established and are identified with the plant
cost. It is capitalized and depreciated/ amortized with the plant cost.
Technical Assistance/Know-how fees:
Technical Assistance/know-how fees should be apportioned to products for which it is payable based
on the payment/ provision for the relevant period as per agreement with the supplier and its impact
shall be determined with reference to planned production.
Amortized cost of moulds, dies, patterns, designs, drawings etc.:
The cost of moulds, dies, patterns, patents etc should be apportioned to products for which such moulds,
patterns, patents are used which are directly identifiable with the products, based on the useful life of
the item.
Based on the representation received from foundry manufacturer, the department has clarified treatment
of pattern cost vide MF (DR) Circular No. 170/4/96-CX 1(F.No.6/14/94-CX 1) dated 23.1.1996 (Annexure
VIII) as under:
“the proportionate cost of pattern has to be included in the assessable value of the castings even in cases
where such patterns are being supplied by the buyers of the castings or are prepared / manufactured
by the job worker at the cost of the buyer. In cases where there is a difficulty in apportioning the cost of
pattern, apportionment can be made depending on the expected life and capability of the pattern and
the quantity of castings that can be manufactured from it and thus working the cost to be apportioned
per unit. For this purpose a certificate from a Cost Accountant may be accepted.”
Job / Processing charges:
Job Work Charges / Processing Charges which are directly identified or linked with the products will
form part of direct expenses.
Hire charges for tools and equipment:
Hire charges in respect of tools and equipments which can be directly identified with a particular product
will form part of direct expenses. Hire charges for tools and equipment for general use is in the nature
of indirect expenses and is to be included in works overheads.
Charges for a particular product designing etc:
Product design charges to the extent charged or amortized in the books of account in respect of tools and
equipments which can be directly identified with a particular product will form part of direct expenses.
5.4 Works Overheads:
Works overheads are the indirect costs incurred in the production process.
The term Works Overhead, Factory Overheads, Production Overheads and Manufacturing overheads
denote the same meaning and are used interchangeably. Works overheads shall include administration
cost relating to production, factory, works or manufacturing.
Works overheads include the following expenses:
I. Consumable stores and spares
II. Depreciation of plant and machinery, factory building etc.
III. Lease rent of production assets
IV. Repair and maintenance of plant and machinery, factory building etc
V. Indirect employees cost connected with production activities
VI. Drawing and Designing department cost.
VII. Insurance of plant and machinery, factory building, stock of raw material & WIP etc
VIII. Amortized cost of jigs, fixtures, tooling etc
IX. Service department cost such as Tool Room, Engineering & Maintenance, and Pollution Control
etc.
These expenses are incurred in the production process or in rendering service. These are used for a type
of cost that cannot be directly assigned to a cost centre or product, but can only be apportioned to
cost units/ cost object. Cost Accounting Standard 3, which deals with the methods of accumulation,
allocation, apportionment of overheads to different cost centres and absorption thereof to products
or services, should be followed.
A reconciliation statement showing the amount incurred under different heads of overheads and amount
absorbed by different products used for captive consumption and for sale should be prepared by the
assessee. The reconciliation will help in ensuring accuracy of cost statements.
List of items of expenses for works overheads, as indicated above, are illustrative and their treatment is
indicated below. Other expenses such as Security, dispensary, canteen, staff welfare and the like will
also form part of works overhead.
Consumable stores are items used in the maintenance of plant for example lubricant, cotton waste,
paint and the like. Spares are purchased items used for replacement of worn out part of machinery
and the like. Other indirect materials are items of small value such as bolt, nut nails, and the like which
cannot be directly identified economically with a product and are treated as indirect material. These
form part of the works overhead.
The depreciation on the fixed assets shall be as per the method of depreciation followed for the purpose
of financial accounts as per rates specified under Companies Act, 1956. Depreciation on idle fixed assets
shall be excluded from cost of production. Further, depreciation should not be calculated based on the
replacement value or notional value on revaluation of the assets. As per CAS-4 Depreciation of plant
and machinery, factory building and the like is part of works overhead.
Insurance premium for various assets and risk connected with production activity should be included in
works overheads. However, insurance on loss of profit policy and finished goods in transit policy should
not be part of works overhead. Lease rental on fixed asset shall be also considered under this head.
5.5 Quality Control Cost:
The quality control cost is the expenses incurred relating to quality control activities for adhering to
quality standard. These expenses shall include salaries & wages relating to employees engaged in
quality control activity and other related expenses.
Quality control cost shall include various costs related to Quality Control, Quality Assurance Department
functions and activities such as inspection of incoming material, inspection during progressive stages of
manufacture of product on completion of finished product, Testing, Analysis Charges, Fees / Charges
paid to IS / QS/Quality certification expenses etc. Expenses shall be identified under major heads such
as salaries and wages, ISO certification etc.
CAS-4 provides that the quality control cost is to be shown separately in the cost sheet.
5.6 Research and Development Cost:
The research and development cost incurred for development and improvement of the process or the
existing product shall be included in the cost of production.
Research and Development costs are the cost of undertaking research to improve quality of the present
product or improve process of manufacture, develop a new product, etc.
The R & D cost for the existing product/ process shall be included in the cost of production. In case the
company has followed a policy to treat a part of the R & D cost of existing product/process as deferred
cost, share applicable for the year/period will be included in cost of production.
R & D cost incurred for developing a new product should be excluded from calculation of cost of
production.
R&D cost is to be shown separately in the cost sheet as per Appendix I to CAS-4.
5.7 Administrative Overheads:
Administrative overheads need to be analyzed in relation to production activities and other activities.
Administrative overheads in relation to production activities shall be included in the cost of production.
Administrative overheads in relation to activities other than manufacturing activities e.g. marketing,
projects management, corporate office expenses etc. shall be excluded from the cost of production.
The role of administration is to facilitate the manufacturing, general policy making and marketing
activities. The administrative overheads shall be included in the cost of production only to the extent they
are attributable to the factory. Administrative overheads in relation to activities other than manufacturing
activities e.g. marketing, selling, depot/branches etc. shall be excluded from the cost of production.
Administrative Overheads for production may include share from:
• Salaries of staff for administrative and other departments relating to production such as Accounts,
Purchase, HRD, Production Planning, Security etc.
• General office expenses - like rent, lighting, rates & taxes, telephone, stationery, postage etc.
• Depreciation of office building, office equipment, furniture, vehicles, etc
• Repairs & Maintenance of office building, office equipment, furniture, vehicles, etc.
• Legal expenses in relation to factory.
Treatment of Head Office/Corporate Office Expenses:
A company may have a number of factories with a head office. In a multi-locational/ multi-product
company, there are common activities carried out at Head Office like purchase, inventory management,
finance, personnel, R & D, Quality Assurance, security etc. These activities sometimes, are centralized
at one place i.e. Head Office for business convenience and scale of economy and booked as head
office expenses along with other activities like secretarial, project, treasury, investment, trading, etc.
They do not form part of the Administration overheads. For example: Industrial relation Department;
Material management; Operation/production planning Department; Human Resources, System Design
& Development Set Up and the like are production related activities. Nomenclature or place where
the activity takes place is not relevant. In such a situation, activities at Head Office/Corporate level
are to be clearly demarcated and segregated so as to distinguish activities that contribute clearly and
directly to production activities from general management and administration activities. It is necessary
to properly analyze the expenses of such activities of head office and allocate these to plants/products
on rational basis.
Freight and forwarding charges on dispatch of goods for captive consumption:
In case goods for captive consumption are dispatched from one factory premises to another factory
premises, the cost of transportation incurred by sender of the goods is to be treated as cost of
transportation under Rule 5 of the Central Excise Valuation (Determination of Price of Excisable Goods)
Rules, 2000, hence excluded from calculation of cost of production for CAS.
5.8 Packing Cost:
If product is transferred/dispatched duly packed for captive consumption, cost of such packing shall
be included.
Packing cost includes both cost of primary and secondary packing required for transfer/dispatch of the
goods used for captive consumption.
Packing Cost includes:
I. Cost of Packing Material used
II. Job charges paid for manufacture of packing material, if any.
III. Packing charges including salaries & wages of the persons involved in packing activity.
IV. Other expenses relating to packing activity.
Landed cost of the packing material should be calculated as per the guidelines given in para related
to material cost. If product for captive consumption is transferred without packing (unpacked), packing
cost need not be included in the cost of production. In case, captive product is transferred on returnable/
durable packing container, pro-rata cost shall be estimated and charged based on the life of the
container. In case packed goods are sent to job worker, the cost of packing will form part of cost of
production, unless these are returned to buyer for re-use.
Packing cost includes both cost of primary and secondary packing required for transfer/ dispatch of
the goods used for captive consumption.
5.9 Absorption of overheads:
Overheads shall be analyzed into variable overheads and fixed overheads.
Variable Overheads are the items which change with the change in volume of production, such as cost
of utilities etc.
Fixed overheads are the items whose value do not change with the change in volume of production
such as staff salaries, rent etc.
The variable production overheads shall be absorbed in production cost based on actual capacity
utilization.
The fixed production overheads and other similar items of fixed costs such as quality control cost,
research and development costs, administrative overheads relating to manufacturing shall be absorbed
in the production cost on the basis of the normal capacity or actual capacity utilization of the plant,
whichever is higher.
Absorption of overheads:
Based on behaviour, overheads are classified as variable overhead and fixed overhead. Variable
Overheads comprise of expenses which vary in proportion to the change in the volume of production
e.g. cost of utilities, royalty, job charges, etc.
Fixed overheads comprise of expenses which do not vary with the change in volume of production such
as of rent, insurance, technical assistance/know-how fees, amortized cost of moulds, patterns, patents,
hire charges for tools and equipments, charges for a particular design, and the like.
The principles laid down in CAS-3, relating to the methods of accumulation, allocation, apportionment
of overheads to different cost centers and absorption thereof to products or services on a consistent
and uniform basis in the preparation of cost sheet should be followed for the purpose of allocation and
absorption of overheads.
utilization. The fixed production overheads shall be absorbed on normal capacity basis or actual capacity
utilization whichever is higher. Normal Capacity is the production achieved or achievable on an average
over a period or season under normal circumstances taking into account the loss of capacity resulting
from planned maintenance. Normal capacity for a defined period is the practical capacity minus the
loss of productive capacity due to external factors. Whereas Practical or Achievable capacity as “the
maximum productive capacity of a plant reduced by the predictable and unavoidable factors of
interruption pertaining to internal causes such as inevitable interruptions due to time lost for preventive
maintenance, repairs, set ups, normal delays, weekly off days and holidays etc.
An illustration on absorption of overheads based on normal capacity utilisation is at Annexure IX.
A reconciliation statement showing the amount incurred under different heads of overheads and
amount absorbed by different products should be prepared for this purpose. The reconciliation will help
in ensuring accuracy of cost of production in cost statements.
5.10 Valuation of Stock of work-in-progress and finished goods
Stock of work-in-progress shall be valued at cost on the basis of stages of completion as per the cost
accounting principles. Similarly, stock of finished goods shall be valued at cost. Opening and closing
stock of work-in-progress shall be adjusted for calculation of cost of goods produced and similarly
opening and closing stock of finished goods shall be adjusted for calculation of goods dispatched.
For determining the cost of production for captive consumption, adjustment for opening and closing
stock of work-in-progress shall be made. The valuation of opening stock and closing stock of WIP is
valued at cost on the basis of stages of completion. Similarly for calculation of cost of finished goods
dispatched, adjustment for opening and closing stock of finished goods, if any, is to be made. In case
the cost of a shorter period is to be determined, where the figures of opening and closing stock are not
readily available, the adjustment of figures of opening and closing stock may be ignored.
Adjustment of opening and closing stock of WIP/finished goods will arise only when the cost of production
is to be determined for historical cost and due consideration shall be given for above adjustment in
determining the cost of production. However, if cost of production is to be determined for a future
period, it will be based on projected cost and projected capacity utilisation. In such cases, adjustment
of opening and closing WIP/finished goods and valuation thereof does not arise.
5.11 Treatment of Joint Products and By-Products
A production process may result in more than one product being produced simultaneously. In case joint
products are produced, joint costs are allocated between the products on a rational and consistent
basis. In case by-products are produced, the net realisable value of by-products is credited to the cost
of production of the main product.
For allocation of joint cost to joint products, the sales values of products at the split off point i.e. when the
products become separately identifiable may be the basis. It may be allocated based on a measure
of the number of units, weight or volume. Some other basis may be adopted. For example, in case of
petroleum products, each product is assigned certain value based on its certain properties, may be
calorific value and these values become the basis of apportionment of joint cost among petroleum
products.
The joint cost shall be allocated to the cost of production of Joint Products as per the generally accepted
cost accounting principles.
By-product:
By product is a product recovered incidentally from the material used in the manufacture of main
products. It has lower importance compared to the main product(s).It is difficult to determine the cost
of by-product. By products are sold:
(1) Either In original form without further processing; or
(2) or processed in order to be saleable. In such case, the main product is credited with the sale
realization (gross/net) as the case may be. In other words expenses incurred to bring by-product
to marketable conditions shall be adjusted from the sale of by product and net realizable value of
by-product shall be credited to cost of production of main product.
In case sale realization is not available, credit to main product at substitute value of by product may
be given.
5.12 Treatment of Scrap and Waste:
The production process may generate scrap or waste. Realized or realizable value of scrap or waste
shall be credited to the cost of production.
In case, scrap or waste does not have ready market and it is used for reprocessing, the scrap or waste
value shall be taken at a rate of input cost depending upon the stage at which such scrap or waste is
recycled. The expenses incurred for making the scrap suitable for reprocessing shall be deducted from
value of scrap or waste.
5.13 Miscellaneous Income:
Miscellaneous income relating to production shall be adjusted in the calculation of cost of production,
for example income from sale of empty containers used for dispatch of the captively consumed goods
produced under reference.
The miscellaneous income needs to be analyzed in detail for its nature (capital / revenue) and if not
related to production activities, the same may be ignored. The income arising out of sale of used empty
containers of the input materials shall be adjusted in the cost of production.
5.14 Inputs received free of cost:
In case any input material, whether of direct or indirect nature, including packing material is supplied
free of cost by the user of the captive product, the landed cost of such material shall be included in
the cost of production.
Landed cost of inputs received free of cost should be calculated as per the guidelines given in para
related to material cost. The cost of inputs received free of cost shall be included in the cost of production
for captive consumption.
5.15 Moulds, Tools, Dies & Patterns etc received free of cost:
The amortization cost of such items shall be included in the cost of production.
Amortization should be done on the basis of estimated production that can be achieved during the life
of the Mould, Tool, Die or Pattern. After the estimated life, if the moulds, dies are still in use and if the full
cost has already been amortized, then amortization cost need not be considered for the purpose of
cost of production. However, for this purpose, proper record needs to be maintained. The estimated life
/ estimated production may be certified by technical person. Where the dies, moulds etc are supplied
by the customer, the necessary details may be obtained from the customer.
In case of dies, moulds etc purchased / manufactured in-house, its cost should be ascertained and
amortised over its useful life.
5.16 Interest and Financial Charges:
Interest and financial charges being a financial charge shall not be considered to be a part of cost of
production.
Interest and financial charges can be on bank borrowings, amortization of discounts or premium related
to borrowings, amortization of ancillary cost incurred in connection with the arrangements of borrowings,
finance charges in respect of finance leases and exchange differences arising from foreign currency
borrowings to the extent they are regarded as an adjustment to the interest costs.
Interest and financial charges are finance cost and do not form part of cost of production for captive
consumption. Logic for excluding interest from captive consumption is that for purpose of assessable value
a margin of 10% of cost of production is added to take care of return on capital employed. (Normally
return on capital employed takes care of return on owners’ equity and interest on borrowed fund). To
make the calculation simple above approach of 110% of cost of production of captively consumed
good is taken as assessable value.
5.17 Abnormal and Non-recurring Cost
Abnormal and non-recurring cost arises due to unusual or unexpected occurrence of events, such as
heavy break down of plants, accident, market condition restricting sales below normal level, abnormal
idle capacity, abnormal process loss, abnormal scrap and wastage, payments like VRS, retrenchment
compensation, lay-off wages etc. The abnormal cost shall not form the part of cost of production.
Loss due to fire, natural calamities and the like (as indicated above) are treated as abnormal and
non-recurring cost, and excluded from cost of production. Further, expenses which are not related
to manufacturing activity and which do not form part of the cost as per the generally accepted cost
accounting principles may be excluded for this purpose e.g. - donations, loss on sale of fixed assets, etc.