finals part na nasa dulo Flashcards

1
Q

Use a variety of mathematical models that rely on historical data and/or causal variables to forecast demand

A

Quantitative Forecasts

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2
Q

Analysing a time series means breaking down past data into components and then projecting them forward.

A

Decomposition of a Time Series Forecast

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2
Q

assumes that the future is a function of the past. Thus, historical data are used to predict the future using sequences with equal periods.

A

Time series forecasting

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3
Q

the gradual upward or downward movement of the data over time.

A

Trend

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4
Q

data pattern that repeats itself after a period of days, weeks, months or quarters.

A

Seasonality

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5
Q

a pattern of data that occurs every several years; usually associated with the business cycle and is very important in short-term business analysis and planning

A

Cycle

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6
Q

blips” in the data by chance and unusual situations

A

Random variations

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7
Q

such as linear regression, incorporate the variables or factors that might influence the quantity being forecasted

A

Associative or causal models

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8
Q

assumes that demand in the next period will be equal to the demand in the most recent period

A

Naïve model

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9
Q

widely used where repeated forecasts require the application of methods like sum-of-the-digits and trend adjustment methods

A

Weighted moving average

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10
Q

uses the weighted moving average method where more weight is given to the recent data;

A

Exponential smoothing

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11
Q

supported by the belief that the future is more dependent on the recent past than the distant past;

A

Exponential smoothing

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12
Q

useful on random historical with no seasonal fluctuations

A

Exponential smoothing

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13
Q

fits a trend line to a series of historical data points and then projects into the future for medium-to-long range forecasts

A

Trend projections

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14
Q

shows the relationship between two variables: the dependent and independent;

A

Regression analysis

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15
Q

same mathematical model employed in the least squares method of trend projection can be used

A

Regression analysis

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16
Q

expresses the degree or strengths of the linear relationship; usually identified as r, and can be any number between +1 and -1

A

CORRELATION COEFFICIENTS FOR REGRESSION LINES

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17
Q

is looking ahead to see what actions should be taken to realize particular goals

A

planning

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18
Q

is looking backward determining what actually happened and comparing it with the previously planned outcomes

A

control

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19
Q

are financial plans for the future and are a key component of planning

A

budget

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20
Q

it identifies objective and the actions needed to achieve them

A

budget

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21
Q

plots a direction for an organizations future activities and operations

A

strategic plan

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22
Q

it generally covers at least five years prepared before budget

A

strategic plan

23
Q

dimensions of financial planning

A
  • short range plan
  • long range plan
24
approaches of financial planning
- zero base approach - incremental base approach
25
objectives of financial planning
- planning - coordination - control
26
budget’s baseline is zero
Zero-based Approach
27
previous year’s budget is irrelevant in allocating resources for the current year
Zero-based Approach
28
requires justification of required expenses
Zero-based Approach
29
requires a lot of documentation
Zero-based Approach
30
execution is usually time-consuming and costly
Zero-based Approach
31
traditional approach
Incremental-based Approach
32
starts with previous year’s budget
Incremental-based Approach
33
increments are subject to justification
Incremental-based Approach
34
the comprehensive financial plan for the organization as a whole
The Master Budget
35
typically for one-year period
The Master Budget
36
yearly budgets are broken down into quarterly and monthly budgets
The Master Budget
37
a moving 12-month budget
Continuous budget
38
as a month expires in the budget, an additional month in the future is added so that the company always has a 12-month plan on hand
Continuous budget
39
reviews the budget
Budget committee
40
resolves differences that arise as the budget is prepared
Budget committee
41
provides policy guidelines and budgetary goals
Budget committee
42
approves the final budge
Budget committee
43
monitors the actual performance of the organization as the year unfolds
Budget committee
44
usually the controller, is the person responsible for directing and coordinating the organization’s overall budgeting process
Budget director
45
approved by the budget committee and describes expected sales in units and pesos
sales budget
46
the basis for all of the other operating budgets and most of the financial budgets
sales budget
47
first step includes making the sales forecast
sales budget
48
tells how many units must be produced to meet sales needs and to satisfy ending inventory requirements
production budget
49
tells the amount and cost of raw materials to be purchased in each time period
direct materials purchases budget
50
shows the total direct labor hours and the direct labor cost needed for the number of units in the production budget
direct labour budget
51
as with direct materials, the budgeted hours of direct labor are determined by the relationship between labor and output
direct labour budget
52
shows the expected cost of all production costs other than direct materials and direct labor
Overhead budget
53
costs that vary with direct labor hours are pooled and called
variable overhead;
54
outlines planned expenditures for nonmanufacturing activities
Selling and administrative expenses budget
55
can be broken down into fixed and variable components
Selling and administrative expenses budget