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Chapter 24 Activity Based Costing ABC PDF
Chapter 24 Activity Based Costing ABC PDF
Meaning
Activity-Based Costing (ABC) is that costing in which costs begin with tracing of activities and then
to producing the product. In other words, it is the process of costing system which focuses on activities
performed to produce products. This system assumes that activities are responsible for the incurrence of
costs and products creates the demand for activities. Costs are charged to products based on individual
product's use of each activity.
ABC aims at identifying as many costs as possible to be subsequently accounted as direct cost of
production. Any cost that is traced to a particular product via its consumption of activity becomes direct of
the product. For instance, in conventional costing system, cost of setup and adjustment time is considered
as factory overhead and subsequently assigned to different products on the basis of direct labour hours.
But in Activity-Based Costing, setup and adjustment time is determined for each product and its costs are
directly charged to each product. Thus. by emphasing activities, ABC tries to ascertain the factors that
cause each major activity, cost of such activities and the relationship between activities and products
produced.
According to professor Vipul "Activity-Based Costing had it genesis in the increasing importance of
indirect costs in the manufacturing operations. The direct processing costs which are easier to handle are
being relegated to the b\l<;;kgrouild with each passing day due to automation. In this changing scenario
where indirect costs (ar outweigh the direct processing costs in many a situation, one cannot be content
with rough and ready methods of yester years in dealing with indirect costs."
Different Stages in Activity-Based Costing
There are different activities in ABC costing. The following are the important stages of Activity-
Based Costing :
(1) Identify the different activities within the organisation.
(2) Relate the overhead cost to the activities.
(3) Support activities are then spread across the primary activities.
Activity-Based Costing (ABC) 5/3
(4) Determine the activity cost drivers.
(5) Calculate the activity cost drivers rate, i.e., the quantity of cost driver used by each product.
ABC and Cost Drivers
In Activity-Based Costing, activities are identified and classified into different categories that have
relationship with the different stages or parts of the production process. The factors that influence the cost
of a particular activity are known as "Cost Drivers." A Cost Driver is literally the factors, forces or events
that determine the cost of activities. The process of activity-based costing is based on the assumption that
cost behaviour is influenced by cost drives. It should be understood that direct costs do not need cost
drivers because direct costs are themselves cost drivers. They can be traced by direct relationship with the
different parts of product.
However, all other factory, office and administrative overheads need cost drives.
Examples of Cost Drivers
In order to trace overhead costs to manufacturing a product, suitable Cost Drivers should be
identified. The following are the few examples of Cost Drivers in Activity-Based Costing:
Cost Drivers Activity
(1) Number of receiving order Ordering
(2) Number of deliveries Delivery
(3) Number of Purchase orders Order Taking
(4) Kilometres travelled per delivery Deliveries
(5) Number of customers' visits Customer Visit
(6) Number placing orders for purchase Placing Orders
(7) Number of returning or empty bottles Bottles Returns
(8) Number Material handling hours Product Handling
(9) Amount of labour cost incurred Labour Transactions
(to) Number of inspections Inspection
(11) Number of physical delivery and} Delivery
receipt of goods
Classification of Activities
In the first stage of the Activity-Based Costing activities are identified and classified into different
categories or segments of the production process. The grouping of activities is preferably done using the
different levels at which activities are performed. Broadly, activities are classified into:
(1) Unit Level Activities
(2) Batch Level Activities
(3) Product Level Activities
(4) Facility Level Activities
(1) Unit Level Activities: Unit Level Activities are those activities which are performed each time a
single product or unit is produced. These activities are repetitive in nature. For example, direct labour hours,
machine hours, powers etc. are the activities used for each time for producing a single unit. Direct materials
and direct labour activities are also unit level activities, although they do not overhead costs. Cost of unit
level activity vary with the number of units produced.
514 A Textbook of Financial Cost and Management Accounting
(2) Batch Level Activity: These activities which are performed each time a batch of products or group
of identical products are produced. All the units of a particular batch are uniform in nature and in size. The
cost of batch level activities vary with the number of batches are ascertained. Machine setups, inspections,
production scheduling, materials handling are examples of batch level activities which are related to batches.
(3) Product Level Activities: These activities which are performed to support the production of each
different type of product. Maintenance of equipment, engineering charges, testing routines, maintaining bills
of materials etc. are the few examples of product level activities.
(4) Facility Level Activities: Facility Level Activities are those which are needed to sustain a factory's
general manufacturing process. These activities are common to a variety of products and are most difficult to
link to product specific activities. Factory management, maintenance, security, plant depreciation are the few
examples of facility level activities.
Difference Between Activity-Based Costing and Conventional Costing
Solution:
(1) Total overhead is Rs. 10,00,000. The plant wide rate is Rs. 16 per machine hour (Rs. 10,00,000 '"'
6,25,000)
Overhead is assigned as follows :
Indian A = Rs. 16 x 50,000 =Rs. 8,00,000
Contemporary B = Rs. 16 x 12,500 = Rs. 2,00,000
The unit costs for the two products are as follows :
(2) In the activity-based approach, the consumption ratios are different for all three overhead activities, so
overhead pools are formed for each activity. The overhead rates for each of these pools are as follows :
Rs. 2,50,000
Maintenance = 62,500
:;: R3. 4 per hour
Rs. 3,00,000
Material handling = 8,00,000
=Rs. 0.375 per move
Rs. 4,50,000
Setup = =Rs. 3,000 per setup
150
Rs. 14,62,500
Unit Cost = 2,00,000
= Rs. 7.31 per unit
Contemporary B : Rs.
Prime Cost = 1,50,000
Add : Total Overhead Costs = 2,37,500
Total Costs = 3,87,500
Units Produced = 50,000 units
Rs. 3,87,500
Unit Cost = =Rs. 7.75 per unit
50,000
Illustration: 2
Family store wants information about the profitability of individual product lines: Soft drinks, Fresh
Produce and Packaged food. Family store provides the following data for the year 2002-03 for each
product line :
Particulars Soft Drinks Fresh Produce Packaged Food
Revenues Rs. 7,93,500 Rs.21,00,600 Rs. 12,09,900
Cost of goods sold Rs. 6,00,000 Rs. 15,00,000 Rs. 9,00,000
Cost of bottles returned
Number of purchase orders placed
Rs. 10,000
360
Rs.
840
° Rs.O
360
Number of deliveries Received 300 2,190 660
Hours of shelf-stocking Time 540 5,400 2,700
Items sold 1,26,000 11,04,000 3,06,000
518 A Textbook of Financial Cost and Management Accounting
Family store also provides the following information for the year 2002-2003
Activity Description of Activity Total Cost Cost - allocation Base
Bottles returns Returning of empty-bottles to store Rs.12,ooO . Direct tracing to
soft-drink line
Ordering Placing of orders for purchases Rs. 1.56,000 1,560 purchase orders
Delivery Physical delivery and
receipt of goods Rs. 2,52,000 3,150 deliveries
Shelf stocking Stocking of goods on store shelves } Rs. 1,72,800 8,640 hours of }
and On-going restocking shelf-stocking time
Customer support Assistance provided to }
customers including check-out Rs. 3,07,200 15,36,000 items sold
Required
(l)" Family store currently allocates support cost (all costs other than cost of goods sold) to product lines on
the basis of cost of goods sold of each product line. Calculate the operating income and operating income
as a % of revenues for each product line.
(2) If family store allocate support costs (all costs other than cost of goods sold) to product lines using an
Activity-Based Costing System, calculate the operating income as a % of revenues for each product line.
(3) Comment on your answers in requirement (1) and (2)
rCA, May, 2003 J
Solution:
(i) Calculation of Operating Income and Operating Income as a % of revenues for each
product line :
Particulars Soft Drinks Fresh Produce Packaged Foods Total
Rs. Rs. Rs. Rs.
Revenues 7,93,500 21,00,000 12,09,900 41,04,000
Cost of Goods Sold 6,00,000 15,00,000 9,00,000 30,00,000
Store Support Cost (30%) 1,80,000 4,50,000 2,70,000 9,00,000
Total Cost 7,80,000 19,50,000 11,70,000 39,00,000
Operating Income 13,500 1,50,600 39,900 2,04,000
Operating Income}
as % of revenue 1.70% 7.17% 3.30% 4.97%
(ii) The activity rates are as follows :
Activity Cost Hierarchy Total Cost Qty. of Cost Overhead
Rs. Allocation Base Allocation Rate
Ordering Batch Level 1,56,000 + 1,560 Purchase Orders =Rs. 100 per order
Delivery Batch Level 2,52,000 + 3,150 delivers =Rs. 80 per delivery
Shelf Stocking Output Unit Level 1,72,800 + 8,640 hours =Rs. 20 per hour
Customer Support Output Unit Level 3,07,200 + 15,36,000 items sold =Rs. 0.20 per items sold
Activity-Based Costing (ABC) 519
(iii) Managers believe the Activity-Based Cost (ABC) system is more credible than the previous
costing system. The ABC system distinguishes the different type of activities at Family store
more precisely. It also tracks more precisely how individual product lines use resources.
Soft drink consume less resources than either fresh produce or packaged food. Soft drinks have
fewer deliveries and require less Shelf-Stocking time.
Managers of Family Stores can use ABC information to guide their decisions, such as how to allocate
a planned increase in floor space. Pricing decisions can also be made in a more informed way with ABC
information.
Illustration: 3
Alpha Limited has decided to analyse the profitability of its few new customers. It buys bottled
water at Rs.90 per case and sells to retail customers at a list price of Rs.108 per case. The data pertaining
to five customers are :
Particulars A B C D E
Case Sold 4,680 19,688 1,36,800 71,550 8,775
List selling price Rs.108 Rs.108 Rs.108 Rs.108 Rs.108
Actual selling price Rs.108 Rs.106.20 Rs.99 Rs.I04.4O Rs.97.20
Number of purchase Orders 15 25 30 25 30
Number of customer Visits 2 3 6 2 3
Number of Deliveries 10 30 60 40 20
Kilometers traveled Per delivery 20 6 5 10 30
Number of expedited Deliveries 0 0 0 0 1
520 A Textbook of Financial Cost and Management Accounting
Solution:
Particulars A B C D E
Revenues at List Price 5,05,440 21,26,304 1,47,74,000 77,27,400 9,47,700
Less: Discount Nil 35,438 12,.31,200 2,57,580 94,770
Revenues at Actual Price 5,05,440 20,90,866 1,35,43,200 74,69,820 8,52,930
Less : Cost of Goods sold at 4,21,200 17,71,920 1,23,12,000 64,39,500 7,89,750
Rs. 90 per unit
Gross Margin (A) 84,240 3,18,946 12,31,200 10,30,320 63,180
Customer Level Operating Cost
Order taking 11,250 18,750 22,500 18,750 22,500
@ Rs. 750 (750 x 15) (750 x 25) (750 x 30) (750 x 25) (750 x 30)
Customer Visits
@ Rs. 600 1,200 1,800 3,600 1,200 1,800
Delivery Vehicles
(Rs. 5.75 per Km) 1,150 1,035 1,725 2,300 3,450
Product handling
Rs. 3.75 per case 17,550 73,830 5,l3,ooo 2,68,3l3 32,906
Expected runs
(Rs. 2250 per run) - - - - -
Total Costs (B) 31,150 95,415 5,40,825 2,90,563 62,906
Customer Level
Operating Income (A) - (B) 53,090 2,23,531 6,90,375 7,39,757 274
(i) Customer D is the most profitable customer, despite having only 52.30% of the unit volume of
customer C. A major exploitation is that customer C receives at Rs.9 discount per case while
customer D receives only at Rs.3.60 discount per case.
Customer E is less profitable, in comparison with the small customer A being profitable. Customer E received a
discount of Rs.1D.80 per case, make more frequent orders, requires more customer visits and requires more delivery
kms, in comparison with customer A.
(ii) Separate reporting of both the listed selling price and the actual selling price enables Alpha Ltd. to examine
which customer receives different discount documents and how sales people may differ in the discounts
they grant. There is a size pattern in the discount across the 5 customers, except for customer E.
Activity-Based Costing (ABC) 52!
Sales Volume Discount Per Case
C 0,36,800 Cases) 12,31,200 1,36,800 = Rs.9
D (71,550 Cases) 2,57,580 71,550 = Rs.3.60
B (19,688 Cases) 35,438 19,688 = Rs. 1.80
E (8,775 Cases) 94,770 8,775 = Rs.IO.80
A (4,680 Cases) 4,680 4,680 = Rs.O
The reasons for the Rs. 10.80 discount for customer E should be explored.
(iii) Dropping customers should be the last resort taken by Alpha Ltd. Factors to be considered include:
What is the expected future profitability of each customer? Are the currently unprofitable (E) or low profitable
(A) customers likely to be highly profitable in the future?
What costs are avoidable if one or more customers are dropped?
Can the relationship with "problem" customers be restructured so that there is a 'win win' situation?
QUESTIONS
DOD