ISBN: 978-93-5159-434-5 Solved Scannercompanion.sauda.com/pdf/ca/ipcc/Solution/may2017/Paper-3.pdfSolved Scanner Solution IPCC Gr.I Paper - 3 4 Process “YM” A/c Cost Profit Total

ISBN: 978-93-5159-434-5

Solved Scanner(Solution of May - 2017)

IPCC Gr. I

Paper - 3: Cost Accounting and Financial Management

Paper - 3A: Cost Accounting

[Chapter - 3] Employee Cost

1. (a) (5 marks)

1. Average Number of workers on roll during the year:Labour turnover rate under Replacement method =

10% =

Average Number of workers on roll = 5002. Number of workers left and discharged:

Labour turnover rate under Separation method =

5% =

Number of Separations = 253. Number of workers recruited and joined:

Labour turnover rate under Flux Method =

20% =

Number of the Accession = 75

1

Solved Scanner Solution IPCC Gr.I Paper - 3 2

[Chapter - 12 ] Standard Costing1. (b) (5 marks)

Calculation of Fixed Overheads Variances

Output AbsorbedOH (F1)

===

Actual Production × Budgeted Fixed O.H. p/unit22,000 × ` 1.50 p/unit33,000

Input AbsorbedOH (F2)

===

Actual hrs. × Budgeted Fixed O.H. p/hour31,500 hrs. × ` 131,500

Possible OH (F3) ===

Possible Production × Budgeted Fixed O.H. (per/unit)21,600 units × ` 1.50 p/unit` 32,400

Budgeted OH (F4) = ` 30,000Actual OH (F5) = ` 31,000

Budgeted FOH per unit = = = ` 1.50 per unit

Possible Production = Actual Days × Std. Production in 1 day= 27 Days ×

= 27 Days ×

= 21,600 units

Calculation of FOH Variances1. F.OH Efficiency Variance = F1 – F2 = 33000 – 31500 = 1500 (F)2. F.OH Capacity Variance = F2 – F3 = 31500 – 32400 = 900 (A)3. F.OH Calendar Variance = F3 – F4 = 32400 – 30000 = 2400 (F)4. F.OH Volume Variance = F1 – F4 = 33000 – 30000 = 3000 (F)5. F.OH Expenditure Variance = F4 – F5 = 30000 – 31000 = 1000

(A)


[Chapter - 10] Process Costing2. (a) (8 marks)

Process “XM” A/cCost Profit Total

(`)Cost Profit Total

(`)

To Opening StockTo MaterialTo Wages

30,0001,60,0002,50,000

---

30,0001,60,0002,50,000

By Process YM A/c

5,92,000 1,48,000 7,40,000

Prime Cost(-) Closing Stock

4,40,000(40,000)

--

4,40,000(40,000)

Net BalanceTo Mfd. OH

4,00,0001,92,000

--

4,00,0001,92,000

Total Cost 5,92,000 - 5,92,000

To Costing P&L A/c(20% on cost)

- 1,48,000 1,48,000

5,92,000 1,48,000 7,40,000 5,92,000 1,48,000 7,40,000Statement to calculate Profit % on Cost

Particulars Process XM Process YM Process ZMTransfer Price/Selling Price (`)(Assumed)

100 100 100

(–) Profit (`) 20 (20% ontransfer price)

20 (20% ontransfer price)

25 (25% ontransfer price)

Cost (`) 80 (Bal.) 80 (Bal.) 75 (Bal.)% of Profit on Cost

(A) = 25% = 25% = 33.33%

Cost for Process(B)

Total Column fig.

5,92,000 12,20,000 19,44,000

Profit (B × A) 1,48,000 3,05,000 6,48,000


Process “YM” A/cCost Profit Total


(`)To Opening StockTo Process “XM” A/cTo MaterialTo Wages

46,0005,92,0001,30,0002,16,000

8,0001,48,000

--

54,0007,40,0001,30,0002,16,000

By Process “ZM” A/c

10,72,758 4,52,242 15,25,000

Prime Cost(-) Closing StockCost =

9,84,000(55,242)

1,56,000(8,758)

11,40,000(64,000)


9,28,7581,44,000

1,47,242-

10,76,0001,44,000

Total CostTo Costing P&L A/c(25% on cost)

10,72,758 1,47,2423,05,000

12,20,0003,05,000

10,72,758 4,52,242 15,25,000 10,72,758 4,52,242 15,25,000

Process “ZM” A/cCost Profit Total


(`)To Opening StockTo Process “YM” A/cTo MaterialTo Wages

60,00010,72,7581,00,0001,84,000

20,0004,52,242

--

80,00015,25,0001,00,0001,84,000

ByFinishedGoods

14,91,258 11,00,742 25,92,000


14,16,758(58,500)

4,72,242(19,500)

18,89,000(78,000)


13,58,2581,33,000

4,52,742-

18,11,0001,33,000

Total CostTo Costing P&L A/c(33.33% on cost)

14,91,258-

4,52,7426,48,000

19,44,0006,48,000

14,91,258 11,00,742 25,92,000 14,91,258 11,00,742 25,92,000


Finished Stock A/cCost Profit Total


(`)To Opening StockTo Process “ZM” A/c

50,00014,91,258

40,00011,00,742

90,00025,92,000

By SalesA/c

14,83,790 13,16,210 28,00,000


15,41,258(57,468)

11,40,742(42,532)

26,82,000(1,00,000)

Net BalanceTo Costing P&L A/c

14,83,790-

10,98,2102,18,000

25,82,0002,18,000

14,83,790 13,16,210 28,00,000 14,83,790 13,16,210 28,00,000

[Chapter - 13] Marginal Costing3. (a) (8 marks)

Number of units selling which the company will neither loss or nor gainanything is

(i) Break Even Points (in units) =

=

= 48,000 unitsTotal Contribution = Total Sales - Total Variable Cost (Material +

Labour + Variable Overheads)= ` 20,00,000 – (8,00,000 + 4,00,000 + 2,00,000)= ` 6,00,000

Contribution per unit =

=

= ` 7.50 per unit(ii) Desired Sales (in units) = × units (Assumed)

=


On solving we get Desired Sales units (x) = 1,44,000 unitsDesired Sales (`) = Units × Selling price p.u.

= 1,44,000 units × ` 25= ` 36,00,000

(iii) When selling price is reduced by 20%New Selling Price = ` 25 × 80%

= ` 20New Contribution per unit = 20 – 17.50

= 2.50 p.u.Desired Sales Units =

=

= 2,40,000 unitsExtra units to sold to maintain present profit= 2,40,000 units – 80,000 units= 1,60,000 unitsWhen Selling Price is reduced by 25%New Selling Price = ` 25 × 75%

= ` 18.75New C.P.U. = 18.75 – 17.50

= 1.25 p.u.Desired Sales Units =

=

= 4,80,000 unitsExtra units to sold to maintain present profit= 4,80,000 units – 80,000 units= 4,00,000 units

(iv) Break Even Points (in units) =

10,000 units =

On solving we get, Selling Price = ` 53.50


[Chapter - 5] Integrated & Non-Integrated Accounts4. (a) (8 marks)

Stores Ledger Control A/c

Particulars (`) Particulars (`)To Balance b/d 90,000 By WIP Ledger Control A/c 4,80,000To GLA A/c 4,80,000 By Works OH Control A/c 60,000To WIP Ledger ControlA/c

2,40,000 By Costing P&L A/c 18,000

By Balance c/d 2,52,0008,10,000 8,10,000

Wages Control A/cParticulars (`) Particulars (`)

To GLA A/c 2,10,000 By WIP Ledger Control A/c 1,80,000By Works OH Control A/c 30,000

2,10,000 2,10,000Works OH Control A/c

Particulars (`) Particulars (`)ToStoresLedgerControlA/c 60,000 By WIP Ledger Control A/c 7,20,000To Wages Control A/c 30,000 By Costing P&L A/c 1,20,000To GLA A/c 7,50,000

8,40,000 8,40,000WIP Ledger Control A/c

Particulars (`) Particulars (`)To Balance b/d 1,80,000 By Stores Ledger Control A/c 2,40,000To Stores Ledger Control A/c 4,80,000 By FG Ledger Control A/c 12,00,000To Wages Control A/c 1,80,000 By Balance c/d 1,20,000To Works OH Control A/c 7,20,000

15,60,000 15,60,000


Fixed Goods (FG)Ledger Control A/c

Particulars (`) Particulars (`)To WIP Ledger ControlA/c

12,00,000 By Cost of Sales A/c 12,00,000

12,00,000 12,00,000Cost of Sales A/c

Particulars (`) Particulars (`)To FG Ledger Control A/c 12,00,000 By Costing P&L A/c 12,00,000

Costing P&L A/cParticulars (`) Particulars (`)

To Stores Ledger Control A/c 18,000 By GLA A/c 13,20,000To Cost of Sales A/c 12,00,000 (12,00,000 + 10%)To Works OH Control 1,20,000 By GLA A/c 18,000

13,38,000 13,38,000GLA A/c

Particulars (`) Particulars (`)To Costing P&L A/c 13,20,000 By Balance b/d 2,70,000To Costing P&L A/c 18,000 (opening store + opening WIP)To Balance c/d 3,72,000 By Store Ledger Control 4,80,000

By Wages Control A/c 2,10,000By Works OH Control 7,50,000

17,10,000 17,10,000

[Chapter - 1] Basic Concepts5. (a), (b) (4 marks each)

(a) Cost Unit:It is a unit of product, service or time (or combination of these) in

relation to which costs is ascertained or expressed. It is unit ofmeasurement. For example the cost of carrying a passenger in terms of


km, cost of hotel room expressed as cost per day etc.

Cost Centre:It is a location, person or an item of equipment (or group of these) for

which cost is ascertained and used for the purpose of cost control. Themain purpose of ascertaining cost centre is to control the cost and to fixresponsibility of the person in charge of a cost centre.Cost Centres are of two types:1. Personal Cost Centre.2. Impersonal Cost Centre.Cost centres in a manufacturing concern:1. Production Cost Centre2. Service Cost Centre.

(b) Essential Factors for installing a Cost Accounting System:1. Objective:

The objective of cost system should be considered beforeinstallation. Whether to fix selling prices or control costs or both.

2. Nature of Business:The costing system, which is suitable to the business

organisation, should be introduced.3. Organisational Hierarchy:

Costing system should fulfill the requirement of different level ofmanagement. Organisation structure should be studied to determinethe manner in which costing system should be introduced.

4. Knowing the Product:Nature of Product determines the type of costing system to be

implemented. The product which has by-products requires costingsystem which account for by-products as well.

5. Knowing the production process:A good costing system can never be established without the

complete knowledge of production process.6. Method of Maintenance of cost records:

The manner in which Cost and Financial accounts could be inter-locked into a single integral accounting system and in which resultsof separate sets of accounts, cost and financial, could be reconciledby means of control accounts.


[Chapter - 14] Budgets and Budgetary Control6. (a) (8 marks)

Flexible BudgetParticulars 75% (`) 100% (`)

Sales 2,40,00,000 3,20,00,000

Variable Expenses

Materials 72,00,000 96,00,000

Labour 76,80,000 1,02,40,000

Others 11,40,000 15,20,000

Total Variable Expense (A) 1,60,20,000 2,13,60,000

Semi-Variable Expenses

Maintenance & repairs 5,50,000 6,00,000

Indirect Labour 21,78,000 23,76,000

Sales Department Salaries 6,38,000 6,96,000

Sundry Administration expenses 5,72,000 6,24,000

Total Semi-Variable Expenses (B) 39,38,000 42,96,000

Wages and Salaries 16,80,000 16,80,000

Rent, Rates, Taxes 11,20,000 11,20,000

Depreciation 14,00,000 14,00,000

Sundry Administration Expenses 17,80,000 17,80,000

Total Fixed Expenses (C) 59,80,000 59,80,000

Profit (Sales – A – B – C) (19,38,000) 3,64,000


[Chapter - 8] Contract Costing7. (a) (4 marks)

Principles to be Followed While Taking Credit for Profit on IncompleteContract:There are no hard and fast rules as to how much portion of profit onincomplete contract should be credited to Profit & Loss Account.However, the following principles may be followed:1. The costs incurred upto date should be clearly identified.2. The stage of contract performance completed should be reasonably

estimated.3. The costs to complete the contract should be reasonably estimated.4. The total contract revenues to be received should be reliable estimated.5. The work certified should be valued in terms of contract price and its value

should be treated as contract revenue for the accounting period.6. The uncertified work should be valued at cost and should be treated like

closing inventory at the end of accounting period.7. The national profit on incomplete contract should be estimated as under:

National profit = Value of work certified+ cost of uncertified work– costs incurred to date.

8. The amount of profit to be credited to profit and loss account can becalculated as under:

Statement showing the amount of profit to be credited profit & lossaccount.Value of work certified... Amount of profit to be credited to Profit

and Loss Account(i) If less than 25% of the contract

priceNo profit is taken into account. The entireamount is treated as reserve.

(ii) If equal to or more than 25%but less than 50% of thecontract price.

× National Profit ×

(iii) If equal to or more than 50%but less than 90% of the

× National Profit ×


contract price(iv) If equal to or more than 90%

of the contract priceThe amount of profit to be credited toProfit & Loss A/c may be ascertained byadopting only of the following formula:(i) Estimated total profit ×

(ii) Estimated total profit ×

×

Notes:(i) Estimated Total Cost = cost of contract upto date + costs to be incurred(ii) Estimated Total Profit = Total contract price – Estimated Total Cost.

[Chapter - 1] Basic Concepts7. (b) (4 marks)

Basis Cost Accounting Management Accounting1. Nature I t r eco rds the

quantitative aspectonly.

It records both qualitative andquantitative aspect.

2. Objective It records the cost ofproducing a productand providing aservice.

It provides information tomanagement for planning and co-ordination.

3. Area It only deals with costAscertainment.

It is wider in scope as it includesF.A., budgeting, Tax, planning.

4. Recordingof Data

It uses both past andpresent figures.

It is focused with the projection offigures for future.

5. Developm-ent

It’s development isrelated to industrialrevolution.

It develops in accordance to theneed of modern business world.


6. Rules andRegulation

It follows certainp r i n c i p l e s a n dp r o c e d u r e s f o rrecording costs ofdifferent products.

It does not follow any specific rulesand regulations.

[Chapter - 2] Material Cost7. (d) (ii) (2 marks)

A.B.C. Analysis:It is a system of selection inventory control whereby the measure fo control

over an item of inventory varies with its usage value. It exercises discriminatorycontrol over different items of stores grouped on the basis of the investmentinvolved. Usually the items of material are grouped into three categories viz;A, B and C according to their use value during a period. In other words, thehigh use value items are controlled more closely than the items of low usevalue.


Paper - 3 B Financial Management

[Chapter - 5] Business Risk, Financial Risk and Leverage1. (c) (5 marks)

Nameof Firm

Change inRevenue

Change inOperating

Income

Changein EPS

OperatingLeverage

=

CombinedLeverage

=

M 28 26 32 0.93 1.14

N 27 34 26 1.26 0.96

P 25 38 23 1.52 0.92

Q 23 43 27 1.87 1.17

R 25 40 28 1.60 1.12

[Chapter - 10] Treasury & Cash Management1. (d) (5 marks)

Optimum Cash Balance =

Where,A = Annual Cash disbursementsT = Transaction Cost (fixed cost) per transactionH = Opportunity Cost one rupee per annum (Holding Cost)

Optimum Cash Balance =

Optimum Cash Balance = ` 23,717 Thus Optimum Cash Balance according to William J. Boumol Model is` 23,717.


[Chapter - 9] Meaning, Concept & Policies of Working Capital2. (b) (8 marks)

Statement Showing Working Capital RequirementsParticulars Calculations Amount AmountCurrent Assets: Debtors: Domestic Sales 7,50,000

Debtors: Exports 11,25,000

Stock of Raw Materials 3,75,000

Stock of Finished Goods 11,25,000

Cash and Bank [10,00,000 - 5,00,000] 5,00,000Total Current Assets 38,75,000Current Liabilities: Creditors for Material 7,50,000

Wages 1,50,000

Manufacturing Exp. o/s 4,50,000

Admin. Exp. o/s 1,00,000

Income Tax Payable 3,75,000

Total Current Liabilities 18,25,000


Net Current Assets 20,50,000+ 15% for Contingencies 3,07,500Working Capital Require-ment

23,57,500

Working Note:Cash cost of sales is calculated as under:

(`) (`)Domestic Sales(–) Gross Profit (1,20,00,000 × 25%)

1,20,00,000(30,00,000) 90,00,000

Export Sales(–) Gross Profit (54,00,000/0.90) × 15%

54,00,000(9,00,000) 45,00,000

1,35,00,000

[Chapter - 4] Financing Decisions-Cost of Capital and Capital Structure3. (b) (8 marks)

1. Calculation of Value of Firms PNR and PXR according to MMHypothesis:(a) Market value of Firm PNR (Unlevered)

Vu =

Vu =

Vu = 17,50,000(b) Market value of Firm PXR (Levered)

VE = Vu + DTVE = 17,50,000 + (20,00,000 × 0.30)VE = 23,50,000

2. Weighted Average Cost of Capital (According to M-M)(a) WACC for PNR

= 20% (Same as given in Que. Since only equity in capital)


(b) WACC for PXR

EBIT 5,00,000(-) Interest (12%) (2,40,000)

EBT 2,60,000(-) Tax @ 30% (78,000)

PAT 1,82,000Value of Firm 23,50,000(-) Value of Debt (20,00,000)Value of Equity 3,50,000

Ke = = = 52%

Kd = Int (1 - t) = 12 (1 - 0.3) = 8.4%

Weighted Average Cost of CapitalCapital Amount Weight Cost W × C

Equity 3,50,000 0.1489 52% 7.75%Debt 20,00,000 0.8511 8.40% 7.15%

23,50,000 WACC 15%

[Chapter - 3] Financial Analysis and Planning4. (b) (8 marks)

1. Sales and COGS:G.P. Ratio = × 100

25 = × 100

Sales =

Sales = 16,00,000


COGS = Sales - Gross Profit= 16,00,000 - 4,00,000

COGS = 12,00,0002. Sundry Debtors:

Debtors Velocity = × 100

3 = × 12

Debtors =

Debtors = 4,00,000

3. Closing StockStock Turnover Ratio =

1.5 =

Average Stock = 8,00,000Average Stock =

8,00,000 =

16,00,000 = 2 Opening Stock + 10,000 Opening Stock = 7,95,000

Closing Stock = Opening Stock + 10,000= 7,95,000 + 10,000

Closing Stock = 8,05,000

4. Sundry CreditorsCOGS = Opening Stock + Purchase - Closing Stock12,00,000 = 7,95,000 + Purchase - 8,05,000 Purchase = 12,10,000


Creditors Velocity = × 12

2 = × 12

Creditors =

Creditors = 2,01,667

5. Fixed AssetsFATR =

4 =

Fixed Assets = 4,00,000

5. (c) (4 marks)

S.No Basis Fund Flow Cash Flow

1. Meaning It ascertains the changes infinancial position betweentwo accounting period.

It ascertains the changes inbalance of cash in hand andbank.

2. Analysis It analyses the reasons forchange in Financial Positionbetween balance sheets attwo different dates.

It Analyses the reasons forchanges in balance of cash inhand and bank.

3. Reveals It reveals the sources andapplication of funds.

It shows inflows and outflows ofcash.

4. Tool for It helps to test whetherworking capital has beeneffectively used or not.

It is an important tool for shortterm Analysis.


[Chapter - 1] Scope and Objectives of Financial Management5. (d) (4 marks)

Aspects Profit Maximisation Wealth MaximisationShort/ Long term Gain Emphas izes on the

short term gainEmphasizes on the longterm gain

Risk or Uncertainty I g n o r e s r i s k o runcertainty

Recognizes risk oruncertainty

Timing of Returns Ignores the timing ofreturns

Recognizes the timing ofreturns

Link to The FinancialDecisions

Easy to determine thelink between financialdecisions and profits

O f f e r n o c l e a rrelationship betweenfinancial decisions andshare prices

Management Experience Easy to calculate Profits C a n l e a d t omanagement anxietyand frustration

[Chapter - 8] Capital Budgeting and Investment Decisions6. (b) (8 marks)

Year Cash Flow Cumulative0 80,00,000 —

1 14,00,000 14,00,000

2 14,00,000 28,00,000

3 14,00,000 42,00,000

4 14,00,000 56,00,000

5 14,00,000 70,00,000

6 16,00,000 86,00,000

7 20,00,000


8 30,00,000

9 20,00,000

10 8,00,0001. Payback Period

= 5 Year + = 5.625 Years

Year CashFlow

PVF @ 10% PV PVF @ 15% PV

1 14,00,000 0.909 12,72,600 0.870 12,18,0002 14,00,000 0.826 11,56,400 0.757 10,59,8003 14,00,000 0.751 10,51,400 0.658 9,21,2004 14,00,000 0.683 9,56,200 0.572 8,00,8005 14,00,000 0.621 8,69,400 0.497 6,95,8006 16,00,000 0.565 9,04,000 0.432 6,91,2007 20,00,000 0.514 10,28,000 0.376 7,52,0008 30,00,000 0.467 14,01,000 0.327 9,81,0009 20,00,000 0.425 8,50,000 0.284 5,68,000

10 8,00,000 0.386 3,08,800 0.247 1,97,600PV of CIFPV of COF

97,97,800(80,00,000)

78,85,400(80,00,000)

NPV 17,97,800 – 1,14,600

2. NPV @ 10% = ` 17,97,8003. PI @ 10% = = = 1.225

4. IRR

= 10 +

= 10 +


= 14.70% (Approx.) Final Answer:1 Payback Period 5.625 Years2 NPV 17,97,800

3 PI 1.225

4 IRR 14.70%

[Chapter - 13] Financing of Working Capital7. (c) (4 marks)Factoring: Factoring involves provisions of specialized services relating to credit

investigation, sales ledger management purchase and collection of debts,credit protection as well as provision of finance against receivables andrisk bearing.

In factoring, accounts receivables are generally sold to a financialinstitutions (a subsidiary of commercial bank - called “factor”), whocharges commission and bears the credit risks associated with theaccounts receivables purchased by it.

Advantages of Factoring:1. The Firm can converts accounts receivables into cash without bothering

about repayment.2. Factoring ensures a definite pattern of cash inflows.3. Continuous factoring virtually eliminates the need for the credit

department. Factoring is gaining popularity as useful source of financingshort-term fund requirements of business enterprises because of theinterant advantage of flexibility it affords to the borrowing firm. The sellerfirm may continue to finance its receivables on a more or less automaticbasis. If sales expand or contract it can vary the financing proportionally.

4. Unlike an unsecured loan, compensating balances are not required in thiscase. Another advantage consists of relieving the borrowing firm ofsubstantially credit and collection costs and from a considerable part ofcash management.


[Chapter - 2] Time Value of Money7. (d) (i) (2 marks)

Time Value of Money:Time Value of money means that worth of a rupee received today is

different from the worth of a rupee received in future. The preference of moneynow as compared to future money is known as time preference of money.

A Rupee today is more valuable than rupee after a year due to severalreasons:1. Risk.2. Preference for present consumption.3. Inflation.4. Investment opportunities.

[Chapter - 7] International Financing7. (e) (4 marks)American Depository Receipts (ADR): Shares of many non-US companies trade on us stock exchanges through

ADRs. ADRs are denominated and pay dividends in us dollars and may be traded

like regular shares of stock. This is an excellent way for the public in US to buy shares in a non US

company while realizing any dividends and capital gains in U.S. Dollars. One ADR may represents a portion of a foreign share, one share or a

bundle of shares of a foreign corporation. If the ADRs are “sponsored”, the corporation provides financial information

and other assistance to the bank and may subsidize the administration ofthe ADR.

“Unsponsored” ADRs do not receive such assistance. Fees associated with the creating or releasing of ADRs from ordinary

shares, charged by the commercial banks with correspondent banks in theinternational sites.

Global Depository Receipt: A bank certificate issued in more than one country for shares in a foreign

company. The shares are held by a foreign branch of an international bank.

Solved Scanner Solution IPCC Gr.I Paper - 3 24 The shares trade as domestic shares, but are offered for sale globally

through the various bank branches. Several international banks issue GDRs, such as JP Morgan Chase,

Citigroup, Deutsche Bank, the Bank of New York Mellon. GDRs are often listed in the Frankfurt Stock Exchange, Luxembourg Stock

Exchange and in the London Stock Exchange, where they are traded onthe International Order Book (IOB)

Shuchita Prakashan (P) Ltd.25/19, L.I.C. Colony, Tagore Town,

Allahabad - 211002Visit us : www.shuchita.com

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ISBN: 978-93-5159-434-5 Solved Scannercompanion.sauda.com/pdf/ca/ipcc/Solution/may2017/Paper-3.pdfSolved Scanner Solution IPCC Gr.I Paper - 3 4 Process “YM” A/c Cost Profit Total