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A Basic Introduction
Activity Based Costing: A Basic
Introduction
INTRODUCTION
In this way an organization can precisely estimate the cost of its individual products and
services for the purposes of identifying and eliminating those which are unprofitable and
lowering the prices of those which are overpriced.
LITERATURE REVIEW
Traditionally cost accountants had arbitrarily added a broad percentage of expenses into the
indirect cost
However as the percentages of indirect or overhead costs had risen, this technique became
increasingly inaccurate because the indirect costs were not caused equally by all the
products. For example, one product might take more time in one expensive machine than
another product, but since the amount of direct labor and materials might be the same, the
additional cost for the use of the machine would not be recognized when the same broad
'on-cost' percentage is added to all products. Consequently, when multiple products share
common costs, there is a danger of one product subsidizing another.
The concepts of ABC were developed in the manufacturing sector of the United States
during the 1970s and 1980s. During this time, the Consortium for Advanced Management-
International, now known simply as CAM-I provided a formative role for studying and
formalizing the principles that have become more formally known as Activity-Based Costing.
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Md. Abul Hasnat
M.H. School of Business
Presidency University, Bangladesh
Activity Based Costing: A Basic
Introduction
Robin Cooper and Robert S. Kaplan, proponents of the Balanced Scorecard, brought notice
to these concepts in a number of articles published in Harvard Business Review beginning in
1988. Cooper and Kaplan described ABC as an approach to solve the problems of traditional
cost management systems. These traditional costing systems are often unable to determine
accurately the actual costs of production and of the costs of related services. Consequently
managers were making decisions based on inaccurate data especially where there are
multiple products.
Instead of using broad arbitrary percentages to allocate costs, ABC seeks to identify cause
and affect relationships to objectively assign costs. Once costs of the activities have been
identified, the cost of each activity is attributed to each product to the extent that the
product uses the activity. In this way ABC often identifies areas of high overhead costs per
unit and so directs attention to finding ways to reduce the costs or to charge more for costly
products.
Activity-based costing was first clearly defined in 1987 by Robert S. Kaplan and W. Burns as a
chapter in their book Accounting and Management: A Field Study Perspective.[2] They
initially focused on manufacturing industry where increasing technology and productivity
improvements have reduced the relative proportion of the direct costs of labor and
materials, but have increased relative proportion of indirect costs. For example, increased
automation has reduced labor, which is a direct cost, but has increased depreciation, which
is an indirect cost.
Like manufacturing industries, financial institutions also have diverse products and
customers which can cause cross-product cross-customer subsidies. Since personnel
expenses represent the largest single component of non-interest expense in financial
institutions, these costs must also be attributed more accurately to products and customers.
Activity based costing, even though originally developed for manufacturing, may even be a
more useful tool for doing this.
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Md. Abul Hasnat
M.H. School of Business
Presidency University, Bangladesh
Activity Based Costing: A Basic
Introduction
METHODOLOGY
d. Cost driver: Cost Drivers are the structural causes of the cost of an activity
performed in the Value Chain. They determine the behavior of costs within an
activity.
A cost driver can be completely or partly or not at all under the control of a firm.
A firm's cost performance in all of its major discrete activities adds up to establish its
relative cost position.
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Md. Abul Hasnat
M.H. School of Business
Presidency University, Bangladesh
Activity Based Costing: A Basic
Introduction
According to Michael Porter, there are 10 major cost drivers:
2. Learning and Spillovers. The cost of a value activity often declines over time due to
learning or improvements that increase its efficiency. Or due to knowledge acquired
from suppliers, consultants, former employees or reverse engineering.
4. Linkages. The cost of many value activities is affected by how other activities are
performed within the firm's own value chain or with the value chain of a supplier or
a channel ("Vertical Linkages"). Through combining these activities and their
linkages, their total cost can be reduced.
8. Discretionary Policies. The strategic choices a firm make, for example being a self-
service internet bank or being the fastest courier company.
9. Location. Geographic location where an activity is conducted and the prevailing costs
of personnel, materials, energy, etc.
e. Cost driver rate: cost driver in a system of activity-based costing, any factor such as
number of units, number of transactions, or duration of transactions that drives the
costs arising from a particular activity. When such factors can be clearly identified
and measured.
Direct labor and materials are relatively easy to trace directly to products, but it is more
difficult to directly allocate indirect costs to products. Where products use common
resources differently, some sort of weighting is needed in the cost allocation process. The
measure of the use of a shared activity by each of the products is known as the cost driver.
For example, the cost of the activity of bank tellers can be ascribed to each product by
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Md. Abul Hasnat
M.H. School of Business
Presidency University, Bangladesh
Activity Based Costing: A Basic
Introduction
measuring how long each product's transactions takes at the counter and then by
measuring the number of each type of transaction.
So what is really the difference between ABC and traditional cost accounting methods?
Despite the enormous difference in performance, there are three major differences:
But first, the direction of the arrows are different because ABC brings detailed information
from the processes up to assess costs and manage capacity on many levels whereas
traditional cost accounting methods simply allocate costs, or capacity to be correct, down
onto the cost objects without considering any 'cause and effect' relations.
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Md. Abul Hasnat
M.H. School of Business
Presidency University, Bangladesh
Activity Based Costing: A Basic
Introduction
Figure: Difference between ABC & Traditional Costing
Hence, we see that the traditional usage of fixed and variable costs is totally meaningless. In
ABC, all costs are included. However, ABC employs a different usage and definition of fixed
and variable costs. A fixed activity cost is a cost that exists due to the very existence of the
activity whereas a variable activity cost changes as the output of the activity changes. This
distinction is very helpful in various improvement efforts.
ACTIVITY-BASED MANAGEMENT
Activity-based management and activity-based costing (ABM/ABC) have brought about
radical change in cost management systems. ABM has grown largely out of the work of the
Texas-based Consortium for Advanced Manufacturing-International (CAM-I). The principles
and philosophies of activity-based thinking apply equally to service companies, government
agencies and process industries. Activity-based costing and activity-based management
have been around for more than fifteen years.
It is a one-off exercise which measures the cost and performance of activities, resources and
the objects which consume them in order to generate more accurate and meaningful
information for decision-making. ABM draws on ABC to provide management reporting and
decision making. ABM supports business excellence by providing information to facilitate
long-term strategic decisions about such things as product mix and sourcing. It allows
product designers to understand the impact of different designs on cost and flexibility and
then to modify their designs accordingly.
ABM also supports the quest for continuous improvement by allowing management to gain
new insights into activity performance by focusing attention on the sources of demand for
activities and by permitting management to create behavioral incentives to improve one or
more aspects of the business.
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Md. Abul Hasnat
M.H. School of Business
Presidency University, Bangladesh
Activity Based Costing: A Basic
Introduction
ABM is a fundamental shift in emphasis from traditional costing and performance
measurement. People undertake activities which consume resources – so controlling
activities allows you to control costs at their source.
The real value and power of ABM comes from the knowledge and information that
leads to better decisions and the leverage it provides to measure improvement.
ABM enables management to make informed decisions about lines of business,
product mix, process and product design, what services should be offered, capital
investments, and pricing.
ABM is more than an accounting tool; it's a system for continuous improvements. It
is not a single answer but merely one of the many tools that can be used to enhance
organizational performance management.
ABM will not reduce costs, it will only help you understand costs better to know
what to correct.
The process of ABM does consume resources, and the manpower costs can be
significant.
_ Other priorities, top management commitment,
IT capabilities and integration with financial and budgeting systems should be
considered before implementation.
Organizations have begun to look at ABM for a variety of reasons. Among the most
commonly cited are:
o top-down pressure to reduce costs;
o Competitive pressure/market conditions;
o organization-wide programmed;
o The introduction of benchmarking;
o Regulatory issues;
o Seeking world-class status through process management.
ABC and ABM are a continuum of value. ABM is the application of ABC data to
manage product portfolios and business processes better.
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Md. Abul Hasnat
M.H. School of Business
Presidency University, Bangladesh
Activity Based Costing: A Basic
Introduction
Determine the true contributors to- and detractors from- financial performance.
Accurately predict costs, profits and resources requirements associated with changes
in production volumes, organizational structure and costs of resources.
With the costing now based on activities, the cost of serving a customer can be ascertained
individually. Deducting the product cost and the cost to serve each customer, one can arrive
at customer's profitability. This method of dealing separately with the customer costs and
the product costs enables the identification of the profitability of each customer and
Positioning the products and services accordingly.
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Md. Abul Hasnat
M.H. School of Business
Presidency University, Bangladesh
Activity Based Costing: A Basic
Introduction
Even in activity-based costing, some overhead costs are difficult to assign to products and
customers, such as the chief executive's salary. These costs are termed 'business sustaining'
and are not assigned to products and customers because there is no meaningful method.
This lump of unallocated overhead costs must nevertheless be met by contributions from
each of the products, but it is not as large as the overhead costs before ABC is employed.
Although some may argue that costs untraceable to activities should be "arbitrarily
allocated" to products, it is important to realize that the only purpose of ABC is to provide
information to management. Therefore, there is no reason to assign any cost in an arbitrary
manner.
To get a better understanding of how an ABC estimate is developed, assume that it has been
asked to prepare a cost estimate for a site evaluation. To verify that there is no
contamination at the site, subsurface soil samples will have to be collected. The area of the
site is known, and the guideline for the number of samples per unit area has also been
given.
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Md. Abul Hasnat
M.H. School of Business
Presidency University, Bangladesh
Activity Based Costing: A Basic
Introduction
Overhead % Total
Customer
80% $ 400000
Orders
Customer
5% 25000
Complaints
Credit Checks 15% 75000
Total $ 500000
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Md. Abul Hasnat
M.H. School of Business
Presidency University, Bangladesh
Activity Based Costing: A Basic
Introduction
Page 12 of 18
Md. Abul Hasnat
M.H. School of Business
Presidency University, Bangladesh
Activity Based Costing: A Basic
Introduction
The project team then uses the calculated activity cost driver rates to assign the expenses of
the three activities to individual customers based on the number of orders handled,
complaints processed, and credit checks performed for each customer.
MATHEMATICAL ILLUSTRATION
Returning to the numerical example, suppose that the analyst obtains estimates of the
following average unit times for the three customer-related activities:
We can now simply calculate the activity cost driver rate for the three activities:
$ 32
Handle customer order 40
$88
Process customer complaint 110
$120
Perform credit check 150
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Md. Abul Hasnat
M.H. School of Business
Presidency University, Bangladesh
Activity Based Costing: A Basic
Introduction
These rates are lower than those estimated before. The reason for this discrepancy
becomes obvious when we calculate the cost of performing these activities during the
recent quarter.
The report at the end of the period is both simple and informative:
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Md. Abul Hasnat
M.H. School of Business
Presidency University, Bangladesh
Activity Based Costing: A Basic
Introduction
The report reveals the estimated time spent on the three activities, as well as the
resource costs required to handle the activity demands. It also highlights the difference
between capacity supplied (both quantity and cost) and the capacity used. Managers can
review the $88,560cost of the 35700minutes (595 hours) of unused capacity and
contemplate actions to reduce the supply of resources and the associated expense.
Rather than reduce currently unused capacity, managers may choose to reserve that
capacity for future growth. As managers contemplate new product introductions, expansion
into new markets, or just increases in product and customer demand, they can forecast how
much of the increased business can be handled by existing capacity, and where capacity
shortages are likely to arise that will require additional spending to handle the increased
demands. For example, the vice president of operations at Lewis-Goetz, a hose and belt
fabricator based in Pittsburgh, saw that one of his plants was operating at only 27% of
capacity. Rather than attempt to downsize the plant, he decided to maintain the capacity for
a large contract he expected to win later that year.
CONTINUOUS IMPROVEMENT
The implementation of ABC can make the employees understand the various costs involved.
This will then enable them to analyze the cost, and to identify the activities that add value
and those that do not add value. Finally, based on this, improvements can be implemented
and the benefits can be realized. This is a continuous improvement process in terms of
analyzing the cost, to reduce or eliminate the non-value added activities and to achieve an
overall efficiency.
ABC has helped enterprises in answering the market need for better quality products at
competitive prices. Analyzing the product profitability and customer profitability, the ABC
method has contributed effectively for the top management's decision making process.
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Md. Abul Hasnat
M.H. School of Business
Presidency University, Bangladesh
Activity Based Costing: A Basic
Introduction
With ABC, enterprises are able to improve their efficiency and reduce the cost without
sacrificing the value for the customer. Many companies also use ABC as a basis for a
balanced scorecard.
This has also enabled enterprises to model the impact of cost reduction and subsequently
confirm the savings achieved. Overall, Activity Based Costing (ABC) is a dynamic method for
continuous improvement. With Activity Based Costing any enterprise can have a built-in
competitive cost advantage, so it can continuously add value to both its stakeholders and
customers.
The implementation of Activity Based Costing is not easy - not an ABC. Special activity based
costing software can be helpful.
CONCLUSION
Over the past 15 years, activity-based costing has enabled managers to see that not all
revenue is good revenue, and not all customers are profitable customers. Unfortunately, the
difficulties of implementing and maintaining traditional ABC systems have prevented
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Md. Abul Hasnat
M.H. School of Business
Presidency University, Bangladesh
Activity Based Costing: A Basic
Introduction
activity-based cost systems from being an effective, timely, and up-to-date management
tool. The time-driven ABC approach has overcome these difficulties. It offers managers a
methodology that has the following positive features:
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Md. Abul Hasnat
M.H. School of Business
Presidency University, Bangladesh
Activity Based Costing: A Basic
Introduction
BIBLIOGRAPHY
Kaplan, Robert S. and Bruns, W. Accounting and Management: A Field Study Perspective
Sapp, Richard, David Crawford and Steven Rebishcke, Journal of Bank Cost and Management
Accounting (Volume 3, Number 2), 1990, Journal of Bank Cost and Management
Accounting (Volume 4, Number 1), 1991.
Police Service National ABC Model Manual of Guidance Version 2.3 June 2007.
Sir Ronnie Flanagan, The Review of Policing Final Report, February 2008.
DR jake, mitchell; alan price (2003). Economics: Principles in action. Upper Saddle River,
New Jersey 07458: Pearson Prentice Hall.
Innes, J and Mitchell, F (1995), Activity-based costing in the UK's largest companies: a
survey, CIMA.
Innes J, and Norris, G (1997), The use of activity-based information: a managerial
perspective, CIMA.
‘Activity-based management’, Management Accounting Issues Paper 10, SMAC, 1995.
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Md. Abul Hasnat
M.H. School of Business
Presidency University, Bangladesh