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Variance : Variance Analysis For 2003

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Q1. Variance analysis for 2003, 2004 is in excel file.
In 2003 the actual sales revenue is less than the budgeted sales revenue by 3%. The reason for this is falling sales volume and not falling selling price. This is because quantity variance component of sales revenue flexible budget is higher than price variance component of sales revenue flexible budget. Moreover, cost of production variance is almost 7%. This is attributed to high variances of leather costs, finishing cost and manufacturing overheads. Both variable and fixed manufacturing overheads have a variance of 6%. In case of leather, output variance is higher than price variance. This indicates that BBC has not used leather properly and there was wastage and inefficiency. Furthermore, finishing cost variance is as high as 5%. In this case, price variance (wage-rate variance) is positive (i.e. actual input price more than forecast) and output variance (efficiency variance) is negative (i.e. actual input quantity used per unit of output is less than standard i.e. efficiency improves). That is, finishing costs are rising due to external factors i.e. rising input prices despite improved efficiency.
In 2004, the sales revenue variance has fallen, but still the quantity variance is higher than price variance. Leather cost’s variance has fallen. It is due to updating the forecast to account for increase in cost of leather by 15% (as is stated in the case). Thus, in future the company need to make forecasts based on

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