財(cái)務(wù)報(bào)表分析 英文ppt課件

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1、FINANCIAL MANAGEMENT SKILL財(cái)務(wù)財(cái)務(wù) 2015年年09月月12日日Aaron Wang議題議題 - AGENDAu導(dǎo)言及基本概念導(dǎo)言及基本概念 Introduction and Basic Conceptsu資產(chǎn)負(fù)債表資產(chǎn)負(fù)債表 - Balance Sheet u損益表損益表 - Profit & Lossu現(xiàn)金流量表現(xiàn)金流量表 Cash Flow Statementu基本財(cái)務(wù)比率及報(bào)表評(píng)價(jià)基本財(cái)務(wù)比率及報(bào)表評(píng)價(jià) Basic Financial Ratios and Financial Statement Evaluationu投資評(píng)價(jià)初步投資評(píng)價(jià)初步 Basic In

2、vestment Appraisalu結(jié)束部分結(jié)束部分 - Conclusion Introduction and Basic Conceptsu導(dǎo)言及基本概念導(dǎo)言及基本概念 Introduction and Basic ConceptsuIntroductionuFinance OrganizationuFinance ActivityuOther topicsuThis training will allow you to understand：wFinance FunctionwConcept of Financial KPIs (Revenue, DM, DL, VOH, FOH, S

3、G&A, OI, OCF, EBITDA, DOH, DSO, DPO, Incremental, etc.) wBS, P&L and Cash Flow StatementswConcepts of Financial Statement Evaluation and Investment Appraisal Introduction and Basic ConceptsMinimize Working Capital Maintain Strong Cash FlowPay Debts As They Are Due Increase LiquidityMaintain Strong F

4、inancial PositionIncreased Return On Investment Reduced CostsIncreased Sales Increased Growth RateGenerate Income And ProfitCurrent Profit Increase Current Profit IncreaseIncrease Of Return On Investment Increase LiquidityMinimizing Capital Expenditures Meeting The Day-to-day Business NeedsVersus Ve

5、rsus Versus VersusWhile WhileCurrent Sales Increase Sales GrowthSales GrowthCurrent Profit IncreaseGrowing The Business Reducing Costs“If we cannot measure, we cannot improve” Introduction and Basic ConceptsGoal of the Firm Introduction and Basic Conceptsu導(dǎo)言及基本概念導(dǎo)言及基本概念 Introduction and Basic Concep

6、tsuIntroductionuFinance OrganizationuFinance ActivityuOther topicsAVP of Finance Asia PacificISr. Mgr. - Treasury Asia PacificJTreasury Supervisor Asia PacificKTreasury Analyst Asia PacificEManager - CADA Asia PacificFFin. Planning Analyst Asia PacificGManager ISSC SuzhouChina (Team of 25)HDirector

7、ISSC Pune AP Region (Team of 50)PDirector of Finance North Asia (Team of 5)QCountry Controller India (Team of 5)RFinance Manager (20%) TaiwanSTax Manager Asia PacificMTax Manager Australia / NZ & SEANTax Manager North AsiaOTax ManagerIndiaLDirector Intl Tax Asia PacificCCorp. AccountAustralasia / SE

8、 AsiaDCountry ControllerSingapore/MalaysiaBDirector of Finance Australasia / SE AsiaRegional capabilities with local talent leading to organizational capacity and significant savings. Introduction and Basic ConceptsAsia Pacific Corporate Finance OrganizationAFinancial ControllerBFin Accounting Manag

9、erGFPA and Costing ManagerHFPA & FACAP AcctDAR AcctFGL and TaxICosting supervisorJCost AccountantECashier and T&EKStatisticianLFLDP SZ Fin Official H/C: 12 FLDP: 1 Fin controller: 1 Manager: 2Financial analyst: 1 Accountant: 5Cashier and T&E: 1 Statistician: 1 Introduction and Basic ConceptsPlant Fi

10、nance Structure Introduction and Basic Conceptsu導(dǎo)言及基本概念導(dǎo)言及基本概念 Introduction and Basic ConceptsuIntroductionuFinance OrganizationuFinance ActivityuOther topics Introduction and Basic ConceptsuAccountinguBooking (AP, AR, GL, FA)uTaxationuStatutory ReportinguGroup ReportinguControlling uCostinguReporti

11、ng (FP&A)uInternal Control (SOX and CSA)uPolicy and Process OptimizationController is the one who close the door! Introduction and Basic ConceptsuBusiness PartnershipVisionStrategyBudgetForecastuOthersuTreasuryuM&AuRisk ManagementuInsurance uAuditinguComplianceuHedgingu. Introduction and Basic Conce

12、ptsu導(dǎo)言及基本概念導(dǎo)言及基本概念 Introduction and Basic ConceptsuIntroductionuFinance OrganizationuFinance ActivityuOther topicsE.g. Fixed Assets1. Transaction2. F/SMonthly closing checklist Introduction and Basic ConceptsFinancial Statement ProcessDebits expenses assets Credits revenue liabilities owners equityu

13、Strategic Plan (annual process Feb to Jun)w5 year projections for Sales & Capital Spending and 3 year projection for Operating ProfituProfit Plan (annual process Sept to Dec)wBy ledger, complete P&L and B/S forecast by month)lIncludes Cost of Quality, Cost Savings and Economics projectionsuRolling F

14、orecast (done each month)wBy ledger, complete P&L and B/S forecast by monthlIncludes Cost of Quality, Cost Savings and Economics projectionsuFinal ResultswBy ledger, complete variance reporting to forecast (close in 3 workdays)Results are reported by location, by region, by business, by sector and t

15、hen total company. Introduction and Basic ConceptsPlanning & Reporting OverviewOperating Results Income StatementOperating Results Income Statement“Isolating FX vs. Performance” Results議題議題 - AGENDAu導(dǎo)言及基本概念導(dǎo)言及基本概念 Introduction and Basic Conceptsu資產(chǎn)負(fù)債表資產(chǎn)負(fù)債表 - Balance Sheet u損益表損益表 - Profit & Lossu現(xiàn)金流

16、量表現(xiàn)金流量表 Cash Flow Statementu基本財(cái)務(wù)比率及報(bào)表評(píng)價(jià)基本財(cái)務(wù)比率及報(bào)表評(píng)價(jià) Basic Financial Ratios and Financial Statement Evaluationu投資評(píng)價(jià)初步投資評(píng)價(jià)初步 Basic Investment Appraisalu結(jié)束部分結(jié)束部分 - Conclusion資產(chǎn)負(fù)債表資產(chǎn)負(fù)債表 Balance sheet負(fù)債資產(chǎn)=負(fù)債+所有者權(quán)益所有者權(quán)益所有者權(quán)益資產(chǎn)舉例舉例 :資產(chǎn)負(fù)債表資產(chǎn)負(fù)債表 -創(chuàng)立一個(gè)公司創(chuàng)立一個(gè)公司 - Example : Balance Sheet - Creation of a company貨

17、幣資金貨幣資金 : 100所有者權(quán)益所有者權(quán)益 : 100資金來源何處? Where does cash come from ?資金去向何處? Where does cash go ?為我們創(chuàng)立的公司注入資金100 - We create a company by injecting cash 100Cash : 100Equity : 100資產(chǎn)負(fù)債表資產(chǎn)負(fù)債表 公司開辦公司開辦 Balance sheet - The company starts 貨幣資金貨幣資金 : 40所有者權(quán)益所有者權(quán)益 : 100房屋房屋 : 60購買房屋花去資金60 - We purchase a buildin

18、g paid with cash for 60Building : 60Cash : 40Equity : 100資產(chǎn)負(fù)債表資產(chǎn)負(fù)債表 持續(xù)經(jīng)營持續(xù)經(jīng)營 Balance sheet - And it goes on.貨幣資金貨幣資金 : 40所有者權(quán)益所有者權(quán)益 : 100房屋房屋 : 60設(shè)備設(shè)備 : 20借款融資 20來購買設(shè)備 - We purchase equipments financed by credit for 20融資借款融資借款 : 20Building : 60Equipments : 20Cash : 40Equity : 100Financial debts : 20

19、資產(chǎn)負(fù)債表資產(chǎn)負(fù)債表 公司成長公司成長 . Balance sheet - And the company grows . 資金占用資金占用USE=200資金來源資金來源 RESOURCES=200貨幣資金貨幣資金: 40所有者權(quán)益所有者權(quán)益 : 100房屋房屋 : 60設(shè)備設(shè)備 : 20投資投資 : 80融資貸款80收購某個(gè)競爭者We acquire a competitor financed by a loan for 80融資借款融資借款 -Financial debts: 80+20Building : 60Equipments : 20Investment : 80Cash : 40

20、Equity : 100資產(chǎn)負(fù)債表資產(chǎn)負(fù)債表 負(fù)債負(fù)債 Balance sheet - Indebtness 資金占用資金占用 USE=200資金來源資金來源 RESOURCES=200貨幣資金貨幣資金 : 40所有者權(quán)益所有者權(quán)益 : 100固定資產(chǎn)固定資產(chǎn)160融資借款融資借款 : 100負(fù)債總額 = 所有者權(quán)益Total Financial Debts = EquityFixed Assets160Cash : 40Equity : 100Financial debts : 100資產(chǎn)負(fù)債表資產(chǎn)負(fù)債表 經(jīng)濟(jì)活動(dòng)的發(fā)展經(jīng)濟(jì)活動(dòng)的發(fā)展 Balance sheet - Development

21、of the activity 貨幣資金貨幣資金 Cash : 40所有者權(quán)益所有者權(quán)益 Equity : 100固定資產(chǎn)固定資產(chǎn)Fixed assets160融資借款融資借款Financial debts : 100用去40向供應(yīng)商購買零件We purchase components for 40 from suppliers存貨存貨RM : 40供應(yīng)商供應(yīng)商 Suppliers : 40資產(chǎn)負(fù)債表資產(chǎn)負(fù)債表 經(jīng)濟(jì)活動(dòng)的發(fā)展經(jīng)濟(jì)活動(dòng)的發(fā)展 Balance sheet - Development of the activity 資金資金 Cash: 10 (-30)所有者權(quán)益所有者權(quán)益 Equ

22、ity: 100固定資產(chǎn)固定資產(chǎn) Fixed assets160融資借款融資借款 Financial debts: 100. 履行合同. We execute the contractsFG/WIP : 50 (+50)供應(yīng)商供應(yīng)商 Suppliers: 40存貨存貨 RM : 20 (-20)為執(zhí)行生產(chǎn)合同, 公司需用去價(jià)值20的零件，勞務(wù)及其他支出需花費(fèi)30。 勞務(wù)費(fèi)以現(xiàn)金償付。因此現(xiàn)金減少30。To execute the contracts, the company needs components for 20 and labour and other charges for 30.

23、 The labour is paid with cash. The cash is thus deteriorated by 30.資產(chǎn)負(fù)債表資產(chǎn)負(fù)債表 經(jīng)濟(jì)活動(dòng)的發(fā)展經(jīng)濟(jì)活動(dòng)的發(fā)展 Balance sheet - Development of the activity 資金占用資金占用 USE=260資金來源資金來源 RESOURCES=260資金資金 Cash: 10所有者權(quán)益所有者權(quán)益 Equity: 100固定資產(chǎn)固定資產(chǎn) Fixed assets160融資借款融資借款 Financial debts: 100然后我們開發(fā)票給客戶并購進(jìn)新的零部件50成本的產(chǎn)品賣了70元應(yīng)收帳款應(yīng)收帳

24、款Receivable : 70 (+70)供應(yīng)商供應(yīng)商 Suppliers : 40存貨存貨 RM : 20公司已向客戶開出金額為70的發(fā)票 。他們將在90天內(nèi)付款。 相應(yīng)的在產(chǎn)品已經(jīng)減少了50。 因此凈收益為20。凈收益凈收益 Net Inc: 20 (+20)WIP/FG: 0 (-50)資產(chǎn)負(fù)債表資產(chǎn)負(fù)債表 經(jīng)濟(jì)活動(dòng)的發(fā)展經(jīng)濟(jì)活動(dòng)的發(fā)展 Balance sheet - Development of the activity 資金占用資金占用 USE=300資金來源資金來源 RESOURCES=300資金資金 Cash: 10所有者權(quán)益所有者權(quán)益 Equity: 100固定資產(chǎn)固定資產(chǎn)

25、Fixed assets160融資借款融資借款 Financial debts: 100然后我們購進(jìn)新的零部件40元應(yīng)收帳款應(yīng)收帳款Receivable : 70 (+70)供應(yīng)商供應(yīng)商 Suppliers : 80 (+40)存貨存貨 Inventory : 60 (+40)凈收益凈收益 Net Inc: 20 (+20)資金資金 Cash: 10所有者權(quán)益所有者權(quán)益Equity : 100固定資產(chǎn)固定資產(chǎn) Fixed assets160融資借款融資借款Financial debts: 100麻煩開始了. 某些供應(yīng)商想立刻收到40的付款 。 我們可以怎么做呢？Troubles begin.

26、Some suppliers want to be paid for 40 immediately. What can we do ?應(yīng)收帳款應(yīng)收帳款 Receivable: 70供應(yīng)商供應(yīng)商 Suppliers: 80存貨存貨Inventory : 60凈收益凈收益 Net income: 20資產(chǎn)負(fù)債表資產(chǎn)負(fù)債表 經(jīng)濟(jì)活動(dòng)的發(fā)展經(jīng)濟(jì)活動(dòng)的發(fā)展 Balance sheet - Development of the activity 可以給我們可以給我們你的建議嗎你的建議嗎 ?GIVE US YOUR SUGGESTIONS ?資產(chǎn)負(fù)債表資產(chǎn)負(fù)債表 財(cái)務(wù)解決方案財(cái)務(wù)解決方案 Balance s

27、heet - What are the financial solutions ?變賣固定資產(chǎn)變賣固定資產(chǎn)To sell fixed assets增加資本增加資本To increase capital取得新貸款取得新貸款 To obtain a new loan資金資金 Cash : 10所有者權(quán)益所有者權(quán)益Equity : 100固定資產(chǎn)固定資產(chǎn)Fixed assets160融資借款融資借款Financial debts : 100應(yīng)收帳款應(yīng)收帳款 Receivable : 70供應(yīng)商供應(yīng)商Suppliers : 80存貨存貨 Inventory: 60凈收益凈收益 Net income :

28、 20資產(chǎn)負(fù)債表資產(chǎn)負(fù)債表 操作方案如何？操作方案如何？ Balance Sheet - What are the operational solutions? 資金資金 Cash : 10所有者權(quán)益所有者權(quán)益Equity : 100固定資產(chǎn)固定資產(chǎn)Fixed assets160融資借款融資借款Financial debts : 100應(yīng)收帳款應(yīng)收帳款 Receivable : 70供應(yīng)商供應(yīng)商 Suppliers: 80存貨存貨 Inventory: 60凈收益凈收益 Net income : 20限制存貨限制存貨- To limit inventory與客戶協(xié)商提前收回貨款與客戶協(xié)商提前收

29、回貨款To negociate advanced payments with customers與供應(yīng)商協(xié)商新的付款計(jì)與供應(yīng)商協(xié)商新的付款計(jì)劃劃To negociate a new payment plan with suppliersBalance Sheetu InventorywDOH wGross Inventory vs. Forecast Amountu ReceivableswDSOlPast Due by Bucket (Current, 1-30, 30-60, etc)lCollection EfficiencywGross Receivables vs. Forecast

30、 Amountu PayableswDPOwGross Payables vs. Forecast Amountu Capital SpendingwActual Spending vs. ForecastVariances analysis and commentary required at each month-end and rolling forecast.Warning: Dont fall in love with DSO, we can try to manipulate DSO to make it higher or lower by increasing or decre

31、asing the amount in different bracketsDOHuDays on Hand Inventory (DOH) is a calculation to determine the amount of time that is required to convert inventory into sales.uWhat can you do to improve DOH?Reduce machine downtimeReduce scrapReduce set-up timeImprove schedulingImprove plant layoutImprove

32、throughput timeDSOuDays Sales Outstanding (DSO) is a measurement of how much time it takes to convert sales dollars to cash. Depending on the payment terms for our customers DSO may vary significantly from customer to customer and month to month.uWhat can you to improve DSO?Improve Order Entry proce

33、ssReduce billing errorsReduce quantity related errorsEnsure sales order is correctPrompt Follow-up with customersWhy are DOH & DSO Important?Both are large components of cash flow.In order to create an increase or positive cash flow you must reduce both.By turning over inventory and receivables fast

34、er we receive our sales dollars faster, and therefore borrow less money and pay less interest. One dollar invested in Inventory or Receivables is the same as one dollar invested in equipment and as such Shareholders demand the same return on it as they do the equipment.DPODays payable outstanding (D

35、PO) is similar to Accounts Receivable (DSO)Measure of effectiveness of accounts payable and other current liabilitiesCan be used to partially balance cash requirements to fund accounts receivableCash Flow ImpactHigher = Source of cashLower = Use of cashWhat can you do to improve DPO?Extend the lengt

36、h of payment terms to the vendor.We need to be as aggressive with our vendors as our customers are with us.存貨存貨 - INVENTORIES 評(píng)價(jià)庫存管理方法評(píng)價(jià)庫存管理方法 - Review of stock management process- 重新定義安全水平重新定義安全水平 - redefinition of security level- 根據(jù)預(yù)測(cè)進(jìn)行庫存管理而不是根據(jù)歷史趨勢(shì)根據(jù)預(yù)測(cè)進(jìn)行庫存管理而不是根據(jù)歷史趨勢(shì) - stock management based on f

37、orecast rather than historical trends 變賣過時(shí)的和不使用的存貨變賣過時(shí)的和不使用的存貨 - Sell outdated or unused inventories 加強(qiáng)生產(chǎn)活動(dòng)的存貨管理加強(qiáng)生產(chǎn)活動(dòng)的存貨管理 - Consolidate stocks management within production sites / activities 標(biāo)準(zhǔn)化存貨采購標(biāo)準(zhǔn)化存貨采購 - Standardize inventories purchased 減少瓶頸減少瓶頸 - Reduce bottleneck 定期控制存貨水平定期控制存貨水平 - Control

38、regularly inventories levels 縮短存貨周期縮短存貨周期 - Reduce cycle time應(yīng)付應(yīng)付 - PAYABLES根據(jù)供應(yīng)商群及各個(gè)國家的情況差異，審核付款條件及付款期根據(jù)供應(yīng)商群及各個(gè)國家的情況差異，審核付款條件及付款期 Review terms and conditions of payments within supplier groups, countries,.- 例如例如 : 增加延期付款增加延期付款 - e.g : increase delay of payment制定特殊的規(guī)則使付款期與價(jià)格相互關(guān)聯(lián)制定特殊的規(guī)則使付款期與價(jià)格相互關(guān)聯(lián) Es

39、tablish specific rules to correlate terms of payment and price打造一支專業(yè)的團(tuán)隊(duì)負(fù)責(zé)應(yīng)付過程的管理打造一支專業(yè)的團(tuán)隊(duì)負(fù)責(zé)應(yīng)付過程的管理 Create/strengthen specific team in charge of the management of the payable processOperation- DOS應(yīng)收應(yīng)收 - RECEIVABLES 根據(jù)客戶群及各個(gè)國家的情況差異，審核付款條件及付款期根據(jù)客戶群及各個(gè)國家的情況差異，審核付款條件及付款期 Review terms and conditions of pa

40、yments within client segments, countries,. 例如例如 : 減少延期付款減少延期付款 e.g : reduction of the delay of payment 制定特殊的規(guī)則使付款期與價(jià)格相互關(guān)聯(lián)制定特殊的規(guī)則使付款期與價(jià)格相互關(guān)聯(lián) Establish specific rules to correlate terms of payment and price 打造一支專業(yè)的團(tuán)隊(duì)負(fù)責(zé)應(yīng)收過程的管理打造一支專業(yè)的團(tuán)隊(duì)負(fù)責(zé)應(yīng)收過程的管理 Create/strengthen specific team in charge of the managemen

41、t of the receivable processw項(xiàng)目計(jì)劃沒有考慮到付款標(biāo)識(shí)段項(xiàng)目計(jì)劃沒有考慮到付款標(biāo)識(shí)段 Project planning does not take into consideration payment milestonesw沒有與項(xiàng)目有關(guān)的現(xiàn)金曲線圖沒有與項(xiàng)目有關(guān)的現(xiàn)金曲線圖 - No cash curve on projects w不能優(yōu)化生產(chǎn)循環(huán)或項(xiàng)目循環(huán)不能優(yōu)化生產(chǎn)循環(huán)或項(xiàng)目循環(huán) - Non-optimization of the production or project cyclew依據(jù)產(chǎn)品結(jié)構(gòu)進(jìn)行生產(chǎn)管理及項(xiàng)目管理依據(jù)產(chǎn)品結(jié)構(gòu)進(jìn)行生產(chǎn)管理及項(xiàng)目管理,而非

42、依據(jù)產(chǎn)品需求的驅(qū)動(dòng)而非依據(jù)產(chǎn)品需求的驅(qū)動(dòng) Production, project managed according to a component production logic as opposed to a demand-driven logicw制造或者購買制造或者購買 : 購買配件而不是功能購買配件而不是功能 Make or buy : purchase of components instead of functionsw生產(chǎn)改造沒有考慮到現(xiàn)有的存貨生產(chǎn)改造沒有考慮到現(xiàn)有的存貨, 在產(chǎn)品在產(chǎn)品, 及已有的訂單及已有的訂單 Production modification withou

43、t taking into account existing inventories, in-process goods, and purchase orders already issuedOperation - DONTSw采購、物流、存貨管理間缺乏協(xié)調(diào)采購、物流、存貨管理間缺乏協(xié)調(diào) - Lack of co-ordination between purchasing, logistics, inventories management l 供應(yīng)商單方面采取提前交貨的方式促使我們提早付款供應(yīng)商單方面采取提前交貨的方式促使我們提早付款 - Early payment triggered by

44、 advance delivery at sole initiative of supplierl 提早付款是由收到發(fā)票引起的提早付款是由收到發(fā)票引起的,而不是按照約定的購貨條件交貨引起的而不是按照約定的購貨條件交貨引起的 - Early payment triggered by receipt of invoice and not by delivery as stipulated in purchase conditionsl 供應(yīng)商延期交貨供應(yīng)商延期交貨,并且未按程序事先提醒負(fù)責(zé)談判的采購員并且未按程序事先提醒負(fù)責(zé)談判的采購員 - Delivery late without system

45、atically alerting buyer in charge of negotiationw公認(rèn)的購貨條件沒有得到應(yīng)用公認(rèn)的購貨條件沒有得到應(yīng)用 - Non-application of general purchasing conditionsw采購部門僅僅以價(jià)格為判斷依據(jù)采購部門僅僅以價(jià)格為判斷依據(jù),而沒有考慮到付款條件和條款而沒有考慮到付款條件和條款 - Purchasing department judged solely on prices obtained, without taking into account terms and conditions of payment

46、Operation - DONTS議題議題 - AGENDAu導(dǎo)言及基本概念導(dǎo)言及基本概念 Introduction and Basic Conceptsu資產(chǎn)負(fù)債表資產(chǎn)負(fù)債表 - Balance Sheet u損益表損益表 - Profit & Lossu現(xiàn)金流量表現(xiàn)金流量表 Cash Flow Statementu基本財(cái)務(wù)比率及報(bào)表評(píng)價(jià)基本財(cái)務(wù)比率及報(bào)表評(píng)價(jià) Basic Financial Ratios and Financial Statement evaluationu投資評(píng)價(jià)初步投資評(píng)價(jià)初步 Basic Investment Appraisalu結(jié)束部分結(jié)束部分 - Conclusi

47、onIntroduction STD cost structureStandard Duty %RM Stand Cost CNY Per UoMLastest Purchase PriceStandard Freight %BOM Consuption Quantity RM Yeild RateStandard Material CostStd Conversion CostDirect Labor = Routine Hr X RateVOH= Routine Hr X RateFOH=Routine Hr X RateStandard Shinkage RateFG Standard

48、CostIntroduction STD cost rateuWork center cost rate means how much costs needed when occupy the work center for one hour (CNY/hour)uStandard cost rate should including the impact of OEE (Overall Equipment Effectiveness)Coverision CostStandard Cost Rate (CNY/Hour)Cycle Timer (Routine Hour)Estimated

49、Total Expenditure (CNY)Est. total working hrs (with OEE)Introduction STD cost componentsIntroduction STD cost components幾個(gè)成本名詞幾個(gè)成本名詞wFixed OHD 固定制造費(fèi)用固定制造費(fèi)用wVariable OHD 變動(dòng)制造費(fèi)用變動(dòng)制造費(fèi)用wReplacement Cost 重置成本重置成本wOpportunity Cost 機(jī)會(huì)成本機(jī)會(huì)成本wSunk Cost 沉沒成本沉沒成本損益表損益表: 主要原理主要原理 - Profit & Loss: Main Principle

50、s銷售收入銷售收入SALES邊際貢獻(xiàn)邊際貢獻(xiàn)Standard Contribution Margin標(biāo)準(zhǔn)銷售毛利標(biāo)準(zhǔn)銷售毛利Standard Gross Margin (SGM)銷售毛利銷售毛利Gross Margin材料成本材料成本MATERIAL直接人工成本直接人工成本DIR LABOR變動(dòng)制造費(fèi)用變動(dòng)制造費(fèi)用VOHD材料成本材料成本MATERIAL直接人工成本直接人工成本DIR LABOR變動(dòng)制造費(fèi)用變動(dòng)制造費(fèi)用VOHD固定制造費(fèi)用固定制造費(fèi)用FOHD材料成本材料成本MATERIAL直接人工成本直接人工成本DIR LABOR變動(dòng)制造費(fèi)用變動(dòng)制造費(fèi)用VOHDMUV材料用量差異材料用量差異材

51、料成本差異材料成本差異Material Var人工、制造費(fèi)人工、制造費(fèi)用差異用差異Labor & OHD Var固定制造費(fèi)用固定制造費(fèi)用FOHD變動(dòng)成本變動(dòng)成本固定成本固定成本Operating Income材料成本材料成本MATERIAL直接人工成本直接人工成本DIR LABOR變動(dòng)制造費(fèi)用變動(dòng)制造費(fèi)用VOHDMUV材料用量差異材料用量差異材料成本差異材料成本差異Material Var人工、制造費(fèi)人工、制造費(fèi)用差異用差異Labor & OHD Var固定制造費(fèi)用固定制造費(fèi)用FOHDSG&A管理費(fèi)用管理費(fèi)用損益表損益表: 主要原理主要原理 - Profit & Loss: Main Prin

52、ciples營業(yè)利潤營業(yè)利潤OPERATINGINCOME凈收益凈收益NET INCOME財(cái)務(wù)收入財(cái)務(wù)收入及費(fèi)用及費(fèi)用Finanial inc & exp所得稅及所得稅及遞延稅金遞延稅金Incomes &Deferred tax營業(yè)外項(xiàng)目營業(yè)外項(xiàng)目Expectional損益表損益表: 主要原理主要原理 - Profit & Loss: Main Principles銷售毛利銷售毛利Gross Margin材料成本材料成本MATERIAL直接人工成本直接人工成本DIR LABOR變動(dòng)制造費(fèi)用變動(dòng)制造費(fèi)用VOHD材料用量差異材料用量差異MUV材料成本差異材料成本差異Material Var人工及變

53、動(dòng)制造人工及變動(dòng)制造費(fèi)用差異費(fèi)用差異Labor & VOHD Var固定制造費(fèi)用及固定制造費(fèi)用及差異差異FOHD & Var注意注意 :關(guān)鍵業(yè)績指標(biāo)關(guān)鍵業(yè)績指標(biāo) KPIGross MarginGM%損益表損益表: 主要原理主要原理 - Profit & Loss: Main Principles營業(yè)收益營業(yè)收益 - OI材料成本材料成本MATERIAL直接人工成本直接人工成本DIR LABOR變動(dòng)制造費(fèi)用變動(dòng)制造費(fèi)用VOHD材料用量差異材料用量差異MUV材料成本差異材料成本差異Material Var人工及變動(dòng)制造人工及變動(dòng)制造費(fèi)用差異費(fèi)用差異Labor & VOHD Var固定制造費(fèi)用及固定

54、制造費(fèi)用及差異差異FOHD & Var管理費(fèi)用管理費(fèi)用SGA 損益表損益表: 主要原理主要原理 - Profit & Loss: Main Principlesw 工廠工廠的主要業(yè)績指標(biāo)之一的主要業(yè)績指標(biāo)之一wOne of the major KPI at plant level注意注意 :關(guān)鍵業(yè)績指標(biāo)關(guān)鍵業(yè)績指標(biāo)KPIOI營業(yè)收益營業(yè)收益 - OI材料成本材料成本MATERIAL直接人工成本直接人工成本DIR LABOR變動(dòng)制造費(fèi)用變動(dòng)制造費(fèi)用VOHD材料用量差異材料用量差異MUV材料成本差異材料成本差異Material Var人工及變動(dòng)制造人工及變動(dòng)制造費(fèi)用差異費(fèi)用差異Labor & VO

55、HD Var固定制造費(fèi)用及固定制造費(fèi)用及差異差異FOHD & Var管理費(fèi)用管理費(fèi)用SGA 損益表損益表: 主要原理主要原理 - Profit & Loss: Main Principles Operating Income + DepreciationwEarning Before Interest, Tax and Depreciation w工廠工廠的主要業(yè)績指標(biāo)之一的主要業(yè)績指標(biāo)之一wOne of the major KPI at plant level注意注意 :關(guān)鍵業(yè)績指標(biāo)關(guān)鍵業(yè)績指標(biāo)KPIEBITDAEBITDA營業(yè)收益營業(yè)收益 - OI材料成本材料成本MATERIAL直接人工成

56、本直接人工成本DIR LABOR變動(dòng)制造費(fèi)用變動(dòng)制造費(fèi)用VOHD材料用量差異材料用量差異MUV材料成本差異材料成本差異Material Var人工及變動(dòng)制造人工及變動(dòng)制造費(fèi)用差異費(fèi)用差異Labor & VOHD Var固定制造費(fèi)用及固定制造費(fèi)用及差異差異FOHD & Var管理費(fèi)用管理費(fèi)用SGA 損益表損益表: 主要原理主要原理 - Profit & Loss: Main Principles凈收益Net Income財(cái)務(wù)收入及財(cái)務(wù)收入及財(cái)務(wù)費(fèi)用財(cái)務(wù)費(fèi)用 Financial Inc & Exp所得稅及所得稅及遞延稅款遞延稅款I(lǐng)ncomes & deferred tax營業(yè)外項(xiàng)目營業(yè)外項(xiàng)目Exc

57、eptional包括與以下情況相關(guān)的所有成本及收包括與以下情況相關(guān)的所有成本及收入入 include all costs and revenues linked to :w 財(cái)務(wù)利息費(fèi)用及收入財(cái)務(wù)利息費(fèi)用及收入, financial interests and revenuesw 匯兌損益匯兌損益, exchange differencesw 收到的股息收到的股息, dividends receivedw 等等等等, etcw注意注意: 財(cái)務(wù)費(fèi)用應(yīng)該被包括在投標(biāo)中財(cái)務(wù)費(fèi)用應(yīng)該被包括在投標(biāo)中 Warning : financial costs should be included in tend

58、ers包括所有的稅負(fù)包括所有的稅負(fù), 當(dāng)期和遞延當(dāng)期和遞延include all taxes, current and deferred不是經(jīng)常發(fā)生的不是經(jīng)常發(fā)生的, 除了非常事件并在得到管理部除了非常事件并在得到管理部門批準(zhǔn)認(rèn)可之后的項(xiàng)目外門批準(zhǔn)認(rèn)可之后的項(xiàng)目外is not to be used, except for extraordinary events and after agreement of the Division損益表損益表: 主要原理主要原理 - Profit & Loss: Main Principles在損益表中的最后一行反映在損益表中的最后一行反映is the fi

59、nal line of the Profit & Lossw其金額為資產(chǎn)負(fù)債表的所有者權(quán)益部分其金額為資產(chǎn)負(fù)債表的所有者權(quán)益部分 This amount is reported in the Equity in the Balance sheet凈收益凈收益Net income財(cái)務(wù)收入及財(cái)務(wù)費(fèi)用Financial Incomes& Expenses所得稅及遞延稅金Incomes &Deferred tax 營業(yè)外項(xiàng)目Exceptional Items損益表損益表: 主要原理主要原理 - Profit & Loss: Main PrinciplesIncrementalIncremental i

60、s a calculation that determines the breakeven sales point for a given plant, as well as the corresponding fixed and variable cost components at that level. From there we can determine the amount of variable and fixed costs as a percentage of the total costs at that level. An incremental rate is then

61、 determined which can be used as a gauge of how well a plant controls their fixed costs at different sales levels. （增量/邊際）Incremental Rate: 盈虧平衡點(diǎn)之上每盈虧平衡點(diǎn)之上每增加一個(gè)銷售額，營業(yè)利潤所增加的增加一個(gè)銷售額，營業(yè)利潤所增加的數(shù)量數(shù)量 （也即盈虧平衡點(diǎn)固定成本占總（也即盈虧平衡點(diǎn)固定成本占總成本的比例）成本的比例）IncrementaluSets an expectation for operating profit compared to pr

62、ofit plan (prior year, prior forecast, etc.) based on changes in the sales plan / forecast. Plant is then held accountable to delivering this expectation.uIt takes out such business and economic factors as selling price changes and foreign exchange translation which are not controllable by the manag

63、ement of the operation. Why use incremental?Incremental Calculation Volume Change x Incremental Rate = additional contribution to operating profit that is expected. Add or subtract selling price changes and exchange translation to determine the total expected operating profit for the period. Compare

64、 the expected profit to the actual profit to determine if the operation is over or under incremental.Incremental - Example Plant X determines that their breakeven sales level is $50M in sales dollars per year. At that sales level fixed costs are 40% and variable are 60% of the total cost for the pla

65、nt. From this information we should then expect that for every additional sales dollar over the breakeven point, the plant should have $.40 in additional operating profit. Why? Because if the fixed costs are covered and variable costs are 60%, then the remainder or 40% should be shown in additional

66、profit. Incremental - Example Based on the previous information we know that Plant Xs Incremental rate is 40%.Plant X had selling price change decreases for the period of $50K and exchange translation effect was $30K favorable compared to forecast. Plant X had increased volume for the period for a total of $500K from the forecast.Actual Operating Profit for the period was up by $100K from the forecast.How much is Plant X over/under incremental?Incremental - Example Volume Change x Incremental Ra