Costing is used in the business strategies for determining the manufacturing cost of any product as compared to the revenues generated by the product. The system of costing determines the production overhead and allocates the overheads to the business products. If the traditional costing method is used it assigns the costs to the products on the basis of average rate of overhead. It pools all the indirect cost in the production process and applies the costs on equal basis through one appropriate cost driver like machine hours (Hilton and Platt 2013). However, though the traditional costing system is easy to use it has various limitations that encourage using any other suitable method for computing the cost of the product. Various limitations of traditional costing are as follows –
Therefore, it is time to move into a new costing system from the traditional one. The method that can be reliably used and that will overcome the issues faced with the traditional approach is activity based costing (ABC) approach (Myrelid and Olhager 2015). ABC approach determines all the activities related to the production and assigns the costs to the activities and thereby determines the product’s cost. It is considered as more accurate as it takes into consideration the important factors before allocating the cost to the product. Though it is time consuming and complicating it is more thorough and it considers non-manufacturing costs as well like managerial costs and administrative costs (Mahal and Hossain 2015). It has the following advantages over the traditional costing –
Example of Traditional costing vs ABC costing
Historically, the company allocates all overhead costs using total direct labour hours, but is now considering introducing activity-based costing (ABC). The accountant has produced the following analysis
Product |
Annual output |
Annual direct labour Hrs |
Selling price per unit ($) |
Raw material cost per unit |
X |
2000 |
50000 |
4000 |
400 |
Y |
1600 |
55000 |
6000 |
600 |
Z |
400 |
20000 |
8000 |
900 |
3 cost drivers that creates the overheads are –
Annual cost driver volume related to each of the activity is as follows
Product |
Number of deliveries to the retailer |
Number of set-ups |
number of purchase orders |
X |
100 |
35 |
400 |
Y |
80 |
40 |
300 |
Z |
70 |
25 |
100 |
Annual overhead costs related to the activities are as follows –
Particulars |
Amount ($) |
Deliveries to the retailers |
24,00,000 |
Set-up costs |
60,00,000 |
Purchase orders |
36,00,000 |
All direct labour is paid at $20 per hour. The company holds no stocks. At a board meeting there was some concern over the introduction of activity-based costing.
Computation as per traditional approach –
Particular |
X |
Y |
Z |
Annual output (units) |
2000 |
1600 |
400 |
Selling price per unit |
$ 4,000.00 |
$ 6,000.00 |
$ 8,000.00 |
Sales revenue |
$ 8,000,000.00 |
$ 9,600,000.00 |
$ 3,200,000.00 |
Less: Expenses |
|||
Raw material |
$ 800,000.00 |
$ 960,000.00 |
$ 360,000.00 |
Labour cost |
$ 1,000,000.00 |
$ 1,100,000.00 |
$ 400,000.00 |
Total direct cost |
$ 1,800,000.00 |
$ 2,060,000.00 |
$ 760,000.00 |
Indirect cost |
$ 4,800,000.00 |
$ 5,280,000.00 |
$ 1,920,000.00 |
Total cost |
$ 6,600,000.00 |
$ 7,340,000.00 |
$ 2,680,000.00 |
Profit |
$ 1,400,000.00 |
$ 2,260,000.00 |
$ 520,000.00 |
Computation as per ABC approach –
Particular |
X |
Y |
Z |
Annual output (units) |
2000 |
1600 |
400 |
Selling price per unit |
$ 4,000.00 |
$ 6,000.00 |
$ 8,000.00 |
Sales revenue |
$ 8,000,000.00 |
$ 9,600,000.00 |
$ 3,200,000.00 |
Less: Expenses |
|||
Raw material |
$ 800,000.00 |
$ 960,000.00 |
$ 360,000.00 |
Labour cost |
$ 1,000,000.00 |
$ 1,100,000.00 |
$ 400,000.00 |
Total direct cost |
$ 1,800,000.00 |
$ 2,060,000.00 |
$ 760,000.00 |
Indirect cost |
|||
Delivery cost |
$ 96,000.00 |
$ 76,800.00 |
$ 67,200.00 |
Set-up cost |
$ 2,100,000.00 |
$ 2,400,000.00 |
$ 1,500,000.00 |
Purchase order cost |
$ 1,800,000.00 |
$ 1,350,000.00 |
$ 450,000.00 |
Total indirect cost |
$ 3,996,000.00 |
$ 3,826,800.00 |
$ 2,017,200.00 |
Total cost |
$ 5,796,000.00 |
$ 5,886,800.00 |
$ 2,777,200.00 |
Profit |
$ 2,204,000.00 |
$ 3,713,200.00 |
$ 422,800.00 |
Computation of profit –
Product |
Profit as per traditional method |
Profit as per ABC |
X |
$ 14,00,000 |
$ 22,04,000 |
Y |
$ 22,60,000 |
$ 37,13,200 |
Z |
$ 520,000 |
$ 422,800 |
It can be identified that the profit has been changed for each product as allocation has been made more systematically.
The major judgement used in the ABC approach is availability of the source data. As it is not always available judgements and estimates are used for allocating the overhead to various cost drivers. Further, data production is based on the management’s judgement otherwise it will produce significant unfavourable outcome (Weygandt, Kimmel and Kieso 2015).
Various limitations of ABC costing approach are –
Yes, I would be happy using the above calculation for the decision making purpose. The reason behind this is ABC approach is considered as a tool for management’s decision making through association of costs to the activity which establish a clear relationship among related costs and source of the activity demand. Through ABC the management is able to find out the area where the costs are actually incurred, costs initiations and the areas where the efforts shall be applied for curbing the inflationary cost.
Reference
Hilton, R.W. and Platt, D.E., 2013. Managerial accounting: creating value in a dynamic business environment. McGraw-Hill Education.
Kapi?, J., 2014. Activity Based Costing-ABC. Business Consultant/Poslovni Konsultant, 6(32).
Kaplan, R.S. and Atkinson, A.A., 2015. Advanced management accounting. PHI Learning.
Mahal, I. and Hossain, A., 2015. Activity-Based Costing (ABC)–An Effective Tool for Better Management. Research Journal of Finance and Accounting, 6(4), pp.66-74.
Monroy, C.R., Nasiri, A. and Peláez, M.Á., 2014. Activity Based Costing, Time-Driven Activity Based Costing and Lean Accounting: Differences among three accounting systems’ approach to manufacturing. In Annals of Industrial Engineering 2012 (pp. 11-17). Springer, London.
Myrelid, A. and Olhager, J., 2015. Applying modern accounting techniques in complex manufacturing. Industrial Management & Data Systems, 115(3), pp.402-418.
Sigüenza Guzmán, L., Van den Abbeele, A. and Cattrysse, D., 2014. Time-driven activity-based costing systems for cataloguing processes: a case study.
Weygandt, J.J., Kimmel, P.D. and Kieso, D.E., 2015. Financial & managerial accounting. John Wiley & Sons.
Whitecotton, S., Libby, R. and Phillips, F., 2013. Managerial accounting. McGraw-Hill Higher Education.
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