Al-Ahmad Accounting Services

 

Q3. Al-Ahmad Accounting Services completed these transactions in July:
a. Purchased office supplies on account, SAR 450
b. Completed work for a client on credit, SAR 1,500
c. Paid cash for the office supplies purchased in (a)
d. Completed work for a client and received SAR 800 cash
e. Received SAR 1,500 cash for the work described in (b).
f. Received SAR 3,000 in advance from a client for accounting services to be performed in September.
Prepare journal entries to record the above transactions. Explanations are not necessary.

Q4. Explain the purpose and the importance of the income statement, and prepare the income statement for ABC company based on the following information taken from the trial balance in 2021 (4 Marks)
Consulting revenue SAR100,000
Rental revenue 40,000
Supplies expense 10,000
Rent expense 60,000
Wages expense 30,000

Q5. On October 1, Saad Co. sold merchandise in the amount of SAR 5,800 to Neom Co., with credit terms of 2/10, n/30. The cost of the items sold is SAR 4,000. Saad Co. uses the perpetual inventory system. On October 4, Neom Co. returns some of the merchandise. The selling price of the merchandise is SAR 1,500, and the cost of the merchandise returned is SAR 1,050.
Record the entry or entries that Saad Co. must make on October 4th.

 

Q6.
a. Explain in your own words four costing methods of inventory with a numerical example for each (4 Marks)
b. A company that uses a perpetual inventory system made the following cash purchases and sales. There was no beginning inventory.
January 1: Purchased 550 units at SAR 55 per unit
February 5: Purchased 350 units at SAR 65 per unit
March 16: Sold 250 Units for SAR 85 per unit

Prepare general journal entries to record the March 16 sale using the FIFO inventory valuation method and the LIFO inventory valuation method

 

Sample Solution

In an article by Ittner C and Larcker D (2000) they suggested both advantages and disadvantages of Non-financial measures. They offer four clear advantages over measurement systems based on financial data.

a. First of these is a closer link to long-term organisational strategies. For example, new product development or expanding organisational capabilities may be important strategic goals, but may hinder short-term accounting performance. By supplementing accounting measures with non-financial data about strategic performance and implementation of strategic plans, companies can communicate objectives and provide incentives for managers to address long-term strategy.

b. Second, critics of traditional measures argue that drivers of success in many industries are “intangible assets” such as intellectual capital and customer loyalty, rather than the “hard assets” allowed on to balance sheets. Although it is difficult to quantify intangible assets in financial terms, non-financial data can provide indirect, quantitative indicators of a firm’s intangible assets.

c. Third, non-financial measures can be better indicators of future financial performance. Even when the ultimate goal is maximising financial performance, current financial measures may not capture long-term benefits from decisions made now.

d. Finally, the choice of measures should be based on providing information about managerial actions and the level of “noise” in the measures. Noise refers to changes in the performance measure that are beyond the control of the manager or organization, ranging from changes in the economy to luck. Five primary limitations have been identified as disadvantages;

Firstly, Time and cost has been a problem for some companies. They have found the costs of a system that tracks a large number of financial and non-financial measures can be greater than its benefits. Secondly is that, unlike accounting measures, non-financial data are measured in many ways, there is no common denominator. Evaluating performance or making trade-offs between attributes is difficult when some are denominated in time, some in quantities or percentages and some in arbitrary ways. The third issue is a lack of causal links with the fourth being the lack of statistical reliability – whether a measure actually represents what it purports to represent, rather than random \”measurement error\”. And finally although financial measures are unlikely to capture fully the many dimensions of organizational performance, implementing an ev

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