PT Sopanusa is a tissue and packaging company in Indonesia with three sister companies. It was founded in 1995 and now has five mills with 644 employees. The company exports 87% of its products to over 60 countries. PT Sopanusa produces various paper products including facial tissue, napkins, and paper towels. It uses a centralized management structure but could benefit from decentralization in the long run to allow for more localized decision making and evaluation of business segments. The company currently evaluates performance through budget analysis and segmented reporting of domestic vs export sales. Adopting a responsibility accounting system and measuring segments as cost, revenue, profit, or investment centers could provide more insights into improving performance.

1. ACCOUNTING MANAGEMENT
“Performance Evaluation”
“PT. Sopanusa”
By:
Eka Darmadi Lim 3094802
May Eka Saputri 3094814
Steven Auryn Hendro 3105812
Muhamad Restu Utomo 3104014
Julian Giovanni 3104812
Kevin Hanske 3104007
Class: Y
University of Surabaya
Faculty of Business and Economics
International Class IBN & PA
2012

2. I. General Description about PT Sopanusa Tissue and Packaging
The founder of PT Sopanusa is Mr. Dermawan Soeparsono. He built it on
May 1995 when he was 21 years old and under his rules, PT Sopanusa now has
three sister companies. Those sister companies are Star Paper Supply Co., Sun
Paper Source Co., and Superior Prima Sukses Co. Star paper supply is a business
in the major of papers, sun paper source is on the major of tissue, while superior
prima success is on the major of light brick. In the early period, PT Sopanusa run
with only one machine and a land of 20 hectares. It is located on Raya Ngoro 100
streets, Manduro Manggungajah village, Ngoro, Mojokerto district, which is
around 50 kilometres from Surabaya. Now, PT Sopanusa has five power mills.
The markets for PT Sopanusa is 87% export and 13% domestic. The products is
divided into two types, parent roll or work-in-process goods and finished goods.
The parent roll consists of facial tissue, toilet tissue, napkin or serviettes, paper
towel and MG paper. While the finished goods consist of cocktail, lunch, and
dinner napkins, bathroom roll (include coreless), facial tissue box and soft pack,
multifold hand towel, and kitchen towel. The sales proportions are 27% of jumbo
roll, 27% of napkins, 27% of towel, 11% of facial, 3% of finished goods, 3% of
MG paper, and 1% of toilet recycle. PT Sopanusa has acquired several
achievements, including that PT Sopanusa is set forth as a bonded area and get the
certificates of ISO 9001:2008, FSC Chain of Custody Certification, Proper Biru,
and so forth.
PT Sopanusa has 644 people working there, which consists of 181 staffs
and 463 non-staffs. The staffs’ minimum education is bachelor degree, while the
non-staffs do not any minimum requirement. The payroll systems are using bank-
transferred. If staffs, PT Sopanusa uses Bank Central Asia to transfer, while if
non-staffs, PT Sopanusa uses Mandiri Bank. The cultures of the company are
family and professionalism, the underlying reason is that the CEO wants to create
a comfort workplace without ignoring the importance of professionalism. Good
attitude, high integrity, smartness, loyalties, and passion are the values of the

3. company. With those values and cultures as the basis, PT Sopanusa continues to
grow its business. Three missions and a vision are therefore established. The
missions are PT Sopanusa commits their product quality and is willing to create
value for customers, continuously developing and upgrading every aspects and
divisions of the business, and developing stronger relationship to its
stakeholders.While the vision is to be recognized internationally as one of the
leading providers of quality tissue paper products. Today, 80%-90% of their
productions capacity serving customers in more than 60 countries across 5
continents.
2. Relevant Theoretical Framework
There are some activities in order to evaluate the performance, the
activities are named:
A. Responsibility center
B. Segmented Report
C. Transfer price
D. Performance investment
E. Budget Analysis
Let’s us discuss one by one from the whole activities in performance
evaluation.
A. Responsibility center
Meaning: Responsibility center is entity within an organization that gives
responsible to accountable manager to manage revenue, expenses, and
investment funds.
The four major types of responsibility centers are as follows:
 Cost center = the manager is responsible only for
costs

4.  Revenue center = the manager is responsible only
for sales
 Profit center = the manager is responsible for both
sales and costs
 Investment center = the manager is responsible for
sales, costs and capital investments.
This responsibility center is reflecting the actual situations and the
type of information available to the manager, in responsibility center the
key is information. The function of information is to appropriate the
managers responsible for outcomes.
B. Segmented report
Meaning: Segmented report is the report of the operating segments of a
company in divisions, departments, product lines, customer classes and so
on. However the fixed costs are defined into avoidable fixed expenses and
common fixed expenses. This condition is controllable and uncontrollable
costs that the responsibility for managers to evaluate and contribute each
segments to overall firm performance.
- Common fixed expense: Jointly caused by two or more segments
- Direct fixed expense: Fixed expense that directly traceable to a
segment.
C. Transfer price
Meaning: Transfer price is the price used for intra-company transfer, for
example between segments of a company, could be used in any situation
where the output of one segment becomes the input of another segment within
the same company ( department, operations, and process ) An example of

5. ABKY makes this point with an automobile dealership. A transfer price, or
value for a used car is needed when it is transferred from the new car
department (as a trade-in) to the used car department. The new car department
would like for the value to be high, while the used car department would
prefer a low value.
In transfer pricing policies, there are two definitions for each
division, as follow:
 Minimum transfer price: Transfer price that would leave the
selling division no worse off if the good were sold to an
internal division than if the good were sold to an external party.
This is sometimes referred as the “floor” of the bargaining
range.
 Maximum transfer price: Transfer price that would leave the
buying division no worse off if an input were purchased from
an internal division than if the same good were purchased
externally. This is sometimes referred to as the “ceiling” of the
bargaining range.
In transfer pricing there is also market price, cost based transfer prices, and
negotiated transfer prices.
 Market price: If there is a competitive outside market for
the transferred product, then the best transfer price is
market price. Before we used market price, there is some
question to answer it, like will the two divisions transfer at
the market price? Is it really does not matter, since the
divisions and the company as a whole will be as well of
whether or not the transfer take place internally?

6.  Cost based transfer prices: Is a method of setting prices
when goods are sold to divisions within in one company.
Several factors that affect the price like, production costs,
manager’s review, international taxation and competitors’
pricing. Before we used cost based transfer prices, there is a
question to answer it, if the policy is cost based transfer
pricing will the transfer take place?
 Negotiated transfer prices this negotiated transfer prices are
useful in cases with imperfections market, such as the
ability of an in-house division to avoid selling and
distribution costs.
D. Performance investment
To measuring the performance investment, we can use ROI, Margin and
turnover, Residual income and economic value added.
 Return on investment
Meaning: Return on investment (ROI) is profit or investment.
ROI = Operating income/average operating assets
Advantages using ROI:
 It encourages managers to focus on the relationship among
sales, expenses, and investment as should be the case for a
manager of an investment center.
 It encourages managers to focus on cost efficiency
 It encourages managers to focus on operating asset
efficiency

7. Disadvantages using ROI:
 It can be produced a narrow focus on divisional
profitability at the expense of profitability for the
overall firm
 It encourages managers to focus on the short run at the
expense of the long run.
 Margin and Turnover
Margin: the ratio of operating income to sales, it expresses
the portion of sales that is available for interest, taxes and
profit.
Turnover: different measure, it is found by dividing sales
by average operating assets.
 Residual income and Economic value added
 Residual Income : the difference between operating income
and the minimum money return required on a company’s
operating assets
Residual income: Operating income – (Minimum
rate of return * Average operating assets)
 Economic value added: net income (operating income
minus taxes) minus the total annual cost of capital.
Economic value added: EVA – After tax operating
income – (actual percentage cost of capital * total
capital employed).

8. E. Budget Analysis
A master budget is a company's plan setting anticipated sales,
production, and distribution and financing goals over a year.
Managers create the master budget by preparing separate budgets
in departments such as sales, production and labor. A well-planned
master budget will clearly describe what the company expects to
accomplish in the upcoming year and how it intends to finance its
business operations. Preparing a master budget requires a high
level of planning and preparation by managers.
3. Management Accounting Application on Company
Because PT. Sopanusa is adopting the centralized strategy, so there are
only two factors that we will discuss in this section that are budget
analysis and segmented report for comparing the performance of exporting
and domestic selling. Below are the steps that PT Sopanusa used for
making the master budgeting:
1. Prepare a sales budget. A sales budget shows how many products that
they expects to sell in the coming year and the unit selling price.
Multiply the unit selling price by the total number of units expected to
be sold to arrive at the project's sales budget.
2. Prepare a production budget. A production budget list the number of
units to be produced for sale during the budgeted time period plus the
number of units to be left available in company inventory. Add to the
sales number the desired year-ending inventory and subtract the
inventory available at the beginning of the period to arrive at their
production budget figure.

9. 3. Prepare a materials budget outlining the amount of raw materials
needed to achieve the total production figure as well as ending
inventory. The amount of raw materials needed for production plus the
desired ending balance of raw materials yields the total materials
required. Subtracting the inventory of raw materials available at the
beginning of the period yields the materials budget figure.
4. Prepare a labor budget. A labor budget describes the amount of money
required to pay for the number of labor hours necessary to achieve the
budgeted production level. Multiply the amount of labor required in
hours per unit produced by the total production figure to arrive at total
labor hours. Multiply the total labor hours by the hourly labor cost to
arrive at the labor budget figure.
5. Prepare the overhead budget, which describes all costs of production
other than materials and labor. Include in this figure management
salaries and money paid to the company's sales force and all other
employees not directly related to production of the finished product.
6. Prepare a cash budget. The cash budget describes how the company
will use its cash resources during the budget period. Identify all cash
receipts to be collected during the budget period except for any finance
funding. Identify all cash disbursements to be paid during the budget
period. Subtract total disbursements from cash receipts and add the
beginning cash balance to arrive at the excess or deficiency cash
position. If the company operates at a cash deficiency, it will probably
require some form of financing to support operations.
7. Prepare a budgeted income statement that describes the amount of
profit the company expects to make based on its level of production
and sales. The budgeted income statement is different from the income

10. statement and allows management to evaluate the company's progress
during the year.
SAMPLE MASTER BUDGET FOR PT.
SOPANUSA
SALES BUDGET
No of Units Sold xxx
Cost per unit xxx
Sales xxx
PRODUCTION BUDGET
Budgeted Sales xxx
Desired Closing Stock xxx
Total Units Needed xxx
Less Opening Stock xxx
Units to produce xxx
COST OF GOODS SOLD
Budgeted Unit Sales xxx
Direct Materials x per unit xxx
Direct Labor x per unit xxx
Manufacturing Overheads x per unit xxx
Total xxx
OPERATIONAL EXPENSES
BUDGET
Units to be produced xxx

11. Cost of Materials x per unit xxx
Cost of Direct Labor x per unit xxx
Cost of Overheads x per unit xxx
SELLING EXPENSE BUDGET
Commission x per unit xxx
Rent xxx
Transportation xxx
Advertising xxx
Depreciation of Machinery and
Office xxx
Others xxx
Less Depreciation xxx
Net Selling Expenses xxx
ADMINISTRATIVE EXPENSE
BUDGET
Salaries xxx
Insurance xxx
Telephone & Communications xxx
Supplies xxx
Bad Debts xxx
Others xxx
xxx
INCOME STATEMENT
Sales xxx
Cost of Goods Sold xxx
Operating Expenses

12. .- Selling xxx
.- Administrative xxx
Net Income from Operations xxx
Interest Expense xxx
Net Income Before Tax xxx
Federal Income Tax (25%) xxx
Net Income xxx
CASH BUDGET
Opening Balance xxx
Cash Recepits xxx
Total Cash xxx
Cash Payments
.- Direct Materials xxx
.- Direct Labor xxx
.- Manufacturing Overhead xxx
.- Selling Expense xxx
.- Administrative Expense xxx
.- Income Tax xxx
.- Interest Expenses xxx
Total Cash Payments xxx
Net Cash Avaliable xxx
BALANCE SHEET
ASSETS LIABILITIES
Current Assets
.- Cash xxx
Accounts
Payable xxx
.- Accounts Receivables xxx Total Liabilities xxx

13. .- Raw Materials xxx
.- Finished Goods xxx Net Income xxx
Total Current Assets xxx
Retained
Earnings xxx
Owner's Equity xxx
Fixed Assets
.- Land xxx
.- Building xxx
Less Deprecation xxx
Total Fixed Assets xxx
Total Assets xxx Total Liability xxx
After we take a look at how they make the budgeting, now we will take a closer
look at the segmented reporting to compare how the performance of the company
about domestic selling compared to export is.
4. Analysis Based on the Theory
PT. Sopanusa use centralized system in managing their operation. This
centralized operation system makes them difficult to develop their
business to a larger one. For the long run of the business of the company,
they should make segmented operation on doing business. In doing
business with segmented operation they should make new branch
operations which will that care of producing their own raw material for the
manufacture.
The purpose of making branch of PT. Sopanusa is for producing their own
raw material to support their manufacturing process to suppress the long
run cost from buying raw material, flexibility, and control. If they use
decentralized decision making they will have several benefit which are (1)
ease of gathering and using local information; (2) focusing of central

14. management; (3) training and motivating of segment managers; and (4)
enhanced competition. As for now PT. Sopanusa only has a subsidiary for
the package of the tissue and PT. Sopanusa pays the package based on the
market price.
Segmented Reporting
To evaluate the performance of each segment the company can use
several ways depends on which responsibility center the company want to
evaluate. There are four major types of responsibility centers:
 Cost center – the manager is responsible only for costs
 Revenue center – the manager is responsible only for sales
 Profit center – the manager is responsible for both sales and costs
 Investment center – the manager is responsible for sales, costs
and capital investment
If PT Sopanusa decides to use decentralize system they need to evaluate
each division correctly. For example if they decide to build their own
subsidiary to provide their raw material, this subsidiary will be evaluated
as cost center because they need to evaluate the costs of producing raw
material.
There are different ways to measure the performance of each
responsibility center. To measure profit center which is responsible for
both sales and costs, the company can use variable and absorption
income statements. Variable costing only calculate variable
manufacturing costs of the product while fixed overhead treated as a
period expense. Absorption costing assigns all manufacturing costs to the
product. Performance of investment center can be measured by using ROI
(Return of Investment) which the profit is earned per dollar/rupiah of
investment.

15. P.T Sopanusa, have many option and competitor in the market, our main
product in P.T Sopanusa the Jumbo Roll that give us net profit 40%, and
the final goods give us profit around 10 – 20%, but before we count one
by one the detail of cost, we can’t find which product that give us the
higher profit, and which product give us lower profit.
Responsibility Accounting System
Responsibility accounting system is a system that measures the result of
each responsibility center according to the information managers need to
operate their center.
Because PT. Sopanusa is involved in producing paper tissue, they operate
in an environment where change is fluctuated. This is happened because
the demand from the buyer is various, from the texture, size, color,
thickness, tissue flexibility, etc. Products and processes are constantly
being redesigned and improved also the competitor always present. This
means PT. Sopanusa must find cost efficient ways of producing high
variety, but in high volume products. This usually means PT. Sopanusa
must pay attention in improving cost, quality, and response times in value
chains. So, PT. Sopanusa should improve in performance by reducing
waste.
Budgeting and Budgetary Control
Because we suggest PT. Sopanusa to make subsidiaries companies, so PT.
Sopanusa should make short term and long term objectives. We suggest, in
short term objective PT. Sopanusa the budget is allocated for buying
property for the subsidiaries company. In long term, the budget is
allocated for waste reduction, and operational cost. In making budget
decision they should use the information given by the income statement
accompanied by sales budget, production budget, direct material purchases

16. budget, direct labor budget, overhead budget, selling and administrative
expenses budget, ending finished goods inventory budget, and cost goods
sold budget.
Transfer Pricing
Because one of the PT. Sopanusa raw material is imported from
Scandinavia, so our group suggest PT. Sopanusa to expand their company
to the Scandinavia to handle the selling division for the raw material.
The selling division in Scandinavia can pre-produce the raw material, for
example drying the raw material before imported to Indonesia. Because
the selling division operates in high tax country (Scandinavia) and the
buying division operates in low tax country (Indonesia), the transfer price
may be set low because the destination tax is quite low.
For now PT Supanusa already has subsidiary for the packaging of the
goods produced. The transfer pricing method with this subsidiary is a
market price system. Their decision of using market price method in their
transfer pricing is right because market price method is best used when
there are competitive outside market for the product. This decision will
optimize the profit of both division and the firm.
5. Conclusion
In conclusion, PT Sopanusa have already did a great job in managing its
Master budget.. PT Sopanusa well-planned their revenue budget,
expenditure budget, production budget and payroll budget. A well-planned
master budget will clearly describe what the company expects to
accomplish in the upcoming year and how it intends to finance its

17. business operations. This will help their company to keep growing and
also take some of our team recommendations by segmenting their
operation. That somehow will make a positive impact for PT Sopanusa in
the long run.
6. References
 Teaching material “ Managerial Accounting” 8th
edition by Don R Hansen
and Maryanne M. Mowen
 Teaching material “Cost Accounting” 13th
edition by Pearson
International Edition
 http://www.businessdictionary.com/definition/responsibility-center.html
 http://www.accountingtools.com/questions-and-answers/what-is-segment-
reporting.html
 http://www.ehow.com/about_6299442_definition-cost_based-transfer-
pricing.html
 http://www.ehow.com/how_7732914_complete-master-budget-managerial-
accounting.html
 http://sopanusa.co.id/eng/