Mac4861 Level 1 Tut 104

MAC4861/104/0/2021
Tutorial Letter 104/0/2021
ADVANCED MANAGEMENT ACCOUNTING
MAC4861
NMA4861
ZMA4861
Year module
Department of Financial Intelligence
This tutorial letter contains important
information about your module.
BARCODE
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MAC4861/104
ADVANCED MANAGEMENT ACCOUNTING (MAC4861)

TUTORIAL LETTER 104 / 2021
CONTENTS
Page
MODULE PURPOSE 3
INTRODUCTION AND OVERVIEW 3
PART 4 – COST ACCOUNTING BASES AND ALLOCATION 9

PART 4, LEARNING UNIT 13 – NATURE, CLASSIFICATION AND ALLOCATION OF 10
COST
LEARNING UNIT 13.1 Nature and classification of cost 11
LEARNING UNIT 13.2 Variable and absorption costing 16
LEARNING UNIT 13.3 Activity-based costing (ABC) 33
PART 4, LEARNING UNIT 14 – PRODUCT COSTING SYSTEMS 44
LEARNING UNIT 14.1 Job costing 45
LEARNING UNIT 14.2 Process costing 50
LEARNING UNIT 14.3 Joint and by-products 56
PART 5 – PLANNING AND CONTROL 63
PART 5, LEARNING UNIT 15 – PLANNING, BUDGETING AND CONTROL 64
LEARNING UNIT 15.1 Budgeting and management control systems 65
LEARNING UNIT 15.2 Other cost management techniques / principles 76
LEARNING UNIT 15.3 Cost-volume-profit analysis 81
PART 5, LEARNING UNIT 16 – STANDARD COSTING 93
LEARNING UNIT 16.1 Variance analysis 94
LEARNING UNIT 16.2 Reconciliation of budget to actual 112
LEARNING UNIT 16.3 Variance analysis for controlling purposes 116
LEARNING UNIT 16.4 Pro-rating of variances and accounting standard compliance 119
PART 5, LEARNING UNIT 17 – PERFORMANCE MEASUREMENT 121
LEARNING UNIT 17.1 Divisional financial performance measures 122
LEARNING UNIT 17.2 Transfer pricing in divisionalised companies 132
PART 6 – DECISION-MAKING 142

PART 6, LEARNING UNIT 18 – INFORMATION APPLICATION TO DECISIONS 143
LEARNING UNIT 18.1 Relevant costs and revenues for decision-making 144
LEARNING UNIT 18.2 Pricing decisions and profitability analysis 154
PART 6, LEARNING UNIT 19 – INFORMATION FOR DECISION-MAKING 162
LEARNING UNIT 19.1 Decision-making under conditions of risk and uncertainty 163
INTEGRATED SELF-ASSESSMENTS 168
TEST 3 (2019) 180
TEST 3 (2020) 189
TEST 4 (2019) 195
TEST 4 (2020) 204
MANAGEMENT ACCOUNTING GLOSSARY 214
METRIC UNITS OF MEASUREMENT 218
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MODULE PURPOSE
This module is intended for students who are studying towards a Postgraduate Diploma in
Accounting Sciences (CTA Level 1) and ultimately towards the Certificate in the Theory of
Accounting (CTA), a prerequisite for the professional qualification of Chartered Accountant (SA)
(registered with SAICA). This module will help you to develop the prerequisite competencies
relating to Management Decision Making and Control (MDC); as well as Strategy, Risk
Management (SRM), and Financial Management (FM).
INTRODUCTION AND OVERVIEW

The purpose of this tutorial letter is to provide students with tutorial matter relating to Management
Decision Making and Control topics (often referred to as Costing). This tutorial letter will build upon
your prior knowledge and introduce a few new concepts relating to decision-making and control.
PRE-REQUISITES
The parts and learning units in this tutorial letter build, to a large extent, upon prior knowledge
obtained in your undergraduate Management Accounting studies. It is therefore assumed that you have
achieved the necessary prior learning. Please refer to your undergraduate study material if necessary.
STRUCTURE OF THIS TUTORIAL LETTER
This tutorial letter is structured in three parts, each containing several learning units. Please refer to
the diagram following this section for a schematic presentation of the module. A learning unit is the
main study area within a part, and each learning unit is further divided into sub learning units. You will
find the outcomes, which you are required to achieve for each learning unit in this tutorial letter at the
beginning of each learning unit. Self-assessment activities are provided at the end of each learning
unit so that you can assess whether you have mastered the learning outcomes.
The finance topics have already been dealt with in the previous tutorial letters. The costing topics will
be dealt with in this tutorial letter and additional costing questions will follow in a subsequent tutorial
letter.
We suggest that you allocate your time spent on this tutorial letter, according to the following
approximate allocation.
Part 4 Cost accounting bases and allocation (30%)
Part 5 Planning and control (40%)
Part 6 Decision-making (20%)
Integrated self-assessment test (10%)

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CONTENT – THIS MODULE
The diagram below contains a schematic presentation of the content of this module.
MAC4861
Advanced Management Accounting
Strategy, Risk,
Planning and Management Prior exams,
Management,
general decision-making questions and
Financial
and control revision
Management
Tutorial Tutorial letter Tutorial letter 104 Tutorial letters

letter 101 102 (this tutorial letter) 103 & 105
Tutorial letters
in the
CASALL1-
series (30*)
PART 4 PART 6
Cost accounting PART 5
Decision-
bases and Planning and control
making
allocation
Learning units Learning unit Learning units Learning units

13. Nature, 15. Planning, 16. Standard 18. Information
classification budgeting and costing application to
and allocation control 17. Performance decisions
of cost measurement 19. Information for
14. Product costing decision-making
systems
Integrated
self-
assessment
TEST 3* TEST 4*
*Test dates will be communicated

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STUDY MATERIAL AND RESOURCES
Prescribed study material
The prescribed textbooks for this module are:
• Management and Cost Accounting (including Student’s Manual), 10th edition (Drury, C)
• Managerial Finance, 8th edition (Skae, FO.)
Important note:
This tutorial letter and the next, make principle reference to the textbook Management and Cost
Accounting (including Student’s Manual), 10th edition (Drury, C.) which is vital to your success of this
course.
The purpose of the content of this tutorial letter is to supplement the information in the textbook in areas
where it is considered necessary. It in no way replaces or can be considered to be a substitute for the
textbook. It therefore remains imperative that you work through the textbook in detail
The Management and Cost Accounting (Drury)10th edition textbook includes open-access to digital
support resources. Students can access it by going to www.cengagebrain.co.uk and searching for
MANAGEMENT AND COST ACCOUNTING 10th edition.
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myUnisa resources
Please make use of myUnisa (https://www.unisa.ac.za/sites/myunisa/default/) as it contains further

resources to help you master this module. The following resources are available on myUnisa (made
available at appropriate times during the year):
1. Additional Resources containing; Lessons,

Additional questions, Tests, Suggested solutions,
etc.
2. Announcements containing important
information/updates relating to this module.
3. Assessment for your formative and summative
results.
4. Calendar for important dates.
5. Discussions for discussion between fellow students.
6. FAQ for frequently asked questions.
7. Lessons containing on-line lectures or screencasts
(sometimes students find it difficult to download from
Lessons thus it is also available under 1. Additional
Resources).
8. Official study material containing your tutorial letters
for this module.
9. Overview for the Welcome Page.
10. Prescribed Material for your text books.
11. Questions and Answers for lecturers and students,
alternatively you can send an e-mail to
MAC4861@unisa.ac.za
12. For lecture attendance Sign-up.
Supplementary literature / additional reading
Refer to the Management Accounting Glossary and Bibliography at the end of this Tutorial letter. Also
refer to the recommended reading (including company websites) as indicated in the study material.
General information and CTA news
For general information and CTA news please refer to the CTA Support Page.
The CTA support page can be accessed from our CAS website landing page.
The URL for this page is: https://www.unisa.ac.za/sites/corporate/default/Colleges/Accounting-
Sciences/CTA-student-support
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STUDY SCHOOLS
Please refer to follow-up tutorial letters in the CASALL 300-series for more details. If these classes are
offered in your area, it is strongly recommended that you attend. These classes will support you with
your studies and help you gain a better understanding of the module.
TESTS
The learning units assessed by Test 3 will cover predominately (but not exclusively) the content of
learning units 13 – 15; and Test 4 will cover predominately (but not exclusively) the content of learning
units 16 – 19. Please note that the modules will be written on a rotational basis on the different
test dates – refer to CASALL1 Tutorial letter 301.
It is important to realise that the final examination (exam) papers of this module will integrate between
the various learning units and disciplines. In preparation for the exam, you can therefore also expect
some level of integration in the tests.
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STUDY PROGRAMME
A study programme has been published in Tutorial Letter CASALL301. Please utilise this to plan your
studies.
Note
If you struggle with any of the learning units, we strongly recommend that you allocate additional time
–beyond the time indicated in the study programme.
CONCLUSION
We trust that the preceding sections will assist you in approaching your studies (linked to this tutorial
letter) in a methodical manner and with a greater level of understanding.
We hope you enjoy this part of your studies!
Regards,
Your Advanced Management Accounting lecturers

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PART 4 – COST ACCOUNTING BASES AND ALLOCATION
PART 4 – PURPOSE
The purpose of part 4 is to equip students with a critical and informed understanding of
• Key costing terms and guidelines

• concepts and established principles
in order to classify, to record and to present costs for the valuation of inventories and to compile
Statements of Profit or Loss and Other Comprehensive Income on different bases.
PART 4 CONSISTS OF THE FOLLOWING LEARNING UNITS:
LEARNING UNIT TITLE
LEARNING UNIT 13 NATURE, CLASSIFICATION AND ALLOCATION OF COST
LEARNING UNIT 14 PRODUCT COSTING SYSTEMS
Introduction
Management accounting deals with accounting information within the organisation, focussing on critical
information so that operational and strategic planning can be undertaken, decisions can be made,
control can be exercised and problems addressed. There is no formal framework which regulates
management accounting. A logical mind and approach is, however, required to deal with the
aforementioned focus areas.
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PART 4, LEARNING UNIT 13 – NATURE, CLASSIFICATION AND

ALLOCATION OF COST
LEARNING UNIT 13 LEARNING OUTCOMES
After studying this topic, you should be able to do the following:
● Describe the definitions relevant to costing terms and systems.

● Classify costs and apply cost concepts and cost estimation techniques in various scenarios.
● Apply knowledge of variable and absorption costing systems in a case study scenario.
● Advise on an applicable method when analysing a scenario.
● Apply results of the total fixed overheads variance calculation to a practical case study and
correctly account for it in the Statement of Profit or Loss and other Comprehensive Income.
● Apply an activity-based costing approach to costing information in a scenario.
● Advise management on which type of costing system is appropriate and how the systems
differ.
THIS LEARNING UNIT CONSISTS OF THE FOLLOWING SUB LEARNING UNITS:
LEARNING UNIT TITLE
LEARNING UNIT 13.1 Nature and classification of cost
LEARNING UNIT 13.2 Variable and absorption costing
LEARNING UNIT 13.3 Activity-based costing (ABC)

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LEARNING UNIT 13.1 Nature and classification of cost
Prior learning
This course assumes that students have already mastered the work equivalent to that presented in
Unisa’s preceding undergraduate degree. Please ensure that you are up to date with the prior learning
for the nature, classification and allocation of costs. If not, please refer to your undergraduate study
material and revise the textbook (Drury) using the page numbers below:
Prior learning Drury 9th edition Drury 10th edition
Before studying this topic, you should Applicable references: Applicable references:
be able to:
• Define and illustrate a cost object. Drury Chapter 2: Drury Chapter 2:

• Understand the meaning of the An introduction to cost An introduction to cost
important cost definitions. terms and concepts. terms and concepts.
• Distinguish between variable and fixed Pages 25–41 Pages 22–39
costs. Drury Chapter 23: Drury Chapter 24:
• Apply and describe the different Cost estimation and cost Cost estimation and cost
methods of estimating costs. behaviour. behaviour.
• Calculate regression equations using Pages 628–639 Pages 646–657
the least-squares methods and Drury Chapter 8:
evaluate the goodness of fit, using the Separation of semi-variable
coefficient of correlation and coefficient costs.
of determination. Pages 188–189
• Apply the high-low method. Course Mate:
Glossary and flashcards:
Chapter 2, 23 & 8
(Note with the high-low
method, you will do CVP in
a later unit  focus only on
separation of semi-variable
costs for now.)
1. Introduction
Learning unit 13.1 covers important concepts, definitions and tools that are used throughout the costing
syllabus. It is important at this stage that students do not undermine the importance of studying for
understanding. A solid foundation will enable an enjoyable “Costing” journey.
The following are brief descriptions of the critical terms in this learning unit. Bear in mind that the
classification of costs will vary between organisations and within a particular organisation according to
a particular management function.
The purpose of the content below is to supplement the information in the textbook in areas where it is
considered necessary. It in no way replaces or can be considered to be a substitute for the textbook.
It therefore remains imperative that you work through the textbook in detail
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2. Critical terms
Cost
The cost of any item, whether production or service driven, is determined by a quantifiable
measurement and a value measurement.
Cost classification
Classification is linked to the intended use of the cost information: i.e. for inventory valuation,
planning, decision-making or control purposes.
Cost behaviour
Cost behaviour is driven by the different levels of activity and a variety of measures.
Cost estimation
Different methods are used for cost estimation, of which the high-low method is frequently found in
questions.
3. High-low method
Note that in practice you would probably not use this method as it is more crude than statistical or
software driven solutions (Drury 9th ed, pages 633-634 or 10th ed, pages 651 – 652). We will highlight
a few problem areas in the application of the high-low method as it is often one of the first steps in
answering a question, and is often misconstrued
This method takes the highest and lowest activity levels and associated costs from the available
information and calculates the change in volume and cost which has occurred between them. The
assumption is that the change in total costs between the two levels is attributable to the variable costs,
because fixed costs stay the same within a normal capacity range (0%–100%).
Total cost = (Variable cost x Units produced) + Fixed costs
Variable cost per unit
Cost at highest activity level – Cost at lowest activity level

= Units produced at highest activity level – units produced at lowest activity level
Focus notes
1. The costs should be from the same fiscal period, i.e. the effect of inflation should be negated.
When working with figures derived under different inflationery conditions, all figures should first
be INDEXED to the same year. Thereafter the high-low method can be applied.
2. The selection of high and low is based on the activity level, not on the cost or value level.
3. Always remember that a high-low scenario is only applicable where there are different costs for
two different levels of activity, during a specified time period. You CAN’T compare a budgeted
and actual activity and do a high-low method application based on that. The high-low method is
based on two levels of budgeted activity or two levels of actual activity.
4. If you notice an inconsistent (unusual) increase or reduction in total costs relative to a specific
activity, (non-linearity,) ignore that activity level in your consideration of the high and low points.
It is important that you review all the data points, before deciding on the high and low levels.
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Activity 13.1.1: Basic revision example
Attempt question: (Drury Textbook)

9th ed: Question 2.28 p 42 (Solution p 721)
This question is for revision of sunk and opportunity costs for decision making. Keep in mind that Mrs J
has 2 options: should Mrs J continue with the business or should Mrs J sublet the shop to her friend?
What will the cost/salary involve with the two options.
Activity 13.1.2: Basic revision example
Month Activity level Total

units overhead
cost
R
July 110 5 500

August 90 4 500
September 80 4 400
October 100 5 000
November 130 6 000
December 120 5 600
REQUIRED
Determine the fixed and variable costs based on the given activity levels.
Feedback 13.1.2
Step 1: Choose the highest and lowest level of activity
The highest level of activity occurred in November and the lowest in September. The amount of fixed
cost will be constant every month (fixed costs don’t change). Therefore the difference resulting from
the increased activity will be the variable cost.
Step 2: Calculate the variable cost using the difference between the highest and lowest level
of activity
Activity R
level units
November 130 6 000

September (80) (4 400)
Change 50 1 600
The extra variable cost is R1 600. We can use this information to calculate the variable cost per unit.
Variable cost per unit = 1 600/50

R32/unit
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Step 3: Determine the fixed cost
The fixed cost can be determined by substituting the information calculated above as follows:
OR
November (130 units) September (80 units)
R R
Total cost 6 000 Total cost 4 400
Variable cost (130 x R32) (4 160) Variable cost (80 x R32) (2 560)
Fixed cost 1 840 Fixed cost 1 840
Activity 13.1.3 - Extended example
Marthi Ltd presents the following budgeted information for one of their new production facilities:
Year 1 Year 2 Year 3 Year 4
Total overheads (R) 276 000 380 000 420 000 390 000
Total production (units) 12 000 25 000 30 000 35 000
REQUIRED
Determine the overhead rate.
Feedback 13.1.3
In total terms the overhead decreases with R30 000 (R390 000- R420 000) from the 30 000 to
35 000 unit level, thus high-low should be applied to 12 000 and 30 000 where constant change
takes place. One can conclude that between 30 000 and 35 000 either the fixed or variable costs
or both are expected to change (probably due to the experience curve effect).
We will use the abbreviations VOH for variable overhead and FOH for fixed overhead.
R(420 000 – 276 000)

VOH per unit = 30 000 – 12 000
R144 000
= 18 000
= R8 per unit
 Total FOH = 000 – (30 000 x R8)

R420
= 000
R180
In substituting the above on the 35 000 level, the total cost is: (35 000 x R8) + R180 000 = R460 000,
corroborating the decision to exclude this level from the process.
Activity 13.1.4

Feedback 13.1.4
Note the effect of a stepped increase in fixed costs.

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4. Summary
In this study unit, we revisited cost classification, behaviour and estimation with emphasis on applying
the high-low method.
5. Self-assessment activity
Before you move on to the next learning unit, please ensure that you have grasped the following
concepts:
Yes/No
1. What is a cost object? Explain how sales commission will be treated when
(i) the product is the cost object

(ii) the customer is the cost object
2. Maintaining a cost database.
3. Cost estimation: Regression analysis and high-low method. Explain under which
circumstances a particular method may be more applicable.
4. Provide an example of a fixed and a variable cost in a
• manufacturing environment
• retail environment
• service environment
without using the same example more than once.

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LEARNING UNIT 13.2 Variable and absorption costing

Prior learning
for variable and absorption costing. If not, please refer to your undergraduate study material and
revise the textbook (Drury) using the page numbers below:
Before studying this topic, you should Applicable references: Applicable references:
be able to do the following:
• Distinguish between different types of • Drury: Chapter 3: Cost • Drury: Chapter 3: Cost
cost systems. assignment. assignment.
• Describe the various denominator levels Pages 48–55. Pages 44–51.
that can be used with an absorption
costing system. • Drury: Chapter 3: • Drury: Chapter 3:
• Select an appropriate allocation base Budgeted overhead rates Budgeted overhead rates
and a suitable denominator or capacity and under- and over- and under- and over-
level. recovery of overheads. recovery of overheads.
• Distinguish between a blanket (plant- Pages 64–70. Pages 61–66.
wide) overhead rate and a departmental
overhead rate. ● Drury: Chapter 3: ● Drury: Chapter 3:
• Apply primary (first stage) and Appendix 3.1 Appendix 3.1
secondary (second stage) allocations of Inter-service department Inter-service department
overheads when determining reallocations. Pages 72– reallocations. Pages 68–
departmental overhead rates. 76. 72.
• Reallocate service departments’
overheads where service departments • Drury: Chapter 7: • Drury: Chapter 7:
render services to each other and to Income effects of Income effects of
production departments. alternative cost alternative cost
• Justify why budgeted overhead rates accumulation systems. accumulation systems.
should be used in preference to actual Pages 151–162. Pages 149–162.
overhead rates. Leave out the following Leave out the following
• Calculate and explain the accounting sections of Chapter 7: sections of Chapter 7:
treatment of the under-/over-recovery oof Appendix 7.1 o Appendix 7.1
overheads. Derivation of the profit Derivation of the profit
• Explain the differences between an function for an absorption function for an absorption
absorption costing and a variable costing system. Pages costing system. Pages
costing system. 163–164 163–164
• Prepare profit statements based on an
absorption and variable costing system • Now study IAS2 again. • Now study IAS2 again.
and reconcile and explain the difference
in profits.
• Explain the arguments for and against
variable and absorption costing.
• Provide advice on the allocation of non-
manufacturing overheads in
manufacturing and service
organisations for decision-making
purposes.
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1. Introduction
In the previous study unit, we used the nature of a cost to classify it as either fixed or variable, although
in practice many costs will have a dual nature or follow a step pattern. We will now use these
classifications to assign overhead cost to products.
In this learning unit, we revisit types of cost accumulation systems, namely absorption costing and
variable/direct costing systems, specifically those using traditional volume-based measures. In the
next topic we will look at another absorption costing system, namely activity-based costing (ABC).
The purpose of the content below is to supplement the information in the textbook in areas where it is
considered necessary. It in no way replaces or can be considered to be a substitute for the textbook.
It therefore remains imperative that you work through the textbook in detail
Under absorption costing ALL manufacturing costs, including fixed manufacturing overhead, are
included in the cost of the product.
Under variable costing only variable manufacturing costs (including variable manufacturing
overheads) are included in the cost of the product.
International Accounting Statement 2 (IAS 2) makes absorption costing compulsory for external
reporting.
For internal use, variable costing gives a clearer picture for the evaluation of the performance of
divisions and for certain short-term decision-making scenarios.
2. Critical topics:
Bases of assigning overheads to cost objects

• Absorption vs variable costing
• Traditional volume-based measures
• Selecting an appropriate denominator level for the allocation of fixed production overheads
• Accounting treatment of over/under recovery of fixed production overheads (volume and
expenditure) variances
Backflush
Cost accumulation accounting
systems
(Study Unit 14.1)
Extensive
costing Variable / Direct
systems for Absorption costing
costing
tracking costs (Study unit 13.2)
(Study unit 13.2)
Activity -Based-
Traditional volume- Costing (ABC)
based measures
(Study unit 13.3)
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3. Financial accounting perspective
According to IAS 2:10 Measurement of inventories, costs should include all of the following:
• Costs of purchase (including taxes, transport and handling), net of trade discounts received
• Costs of conversion (including fixed and variable overheads)
• Other costs incurred in bringing the inventory to its present location and condition
Inventory costs should not include: (IAS 2.16 and 2.18)
• Abnormal waste (Refer to learning unit 14.2: Process Costing)

• Storage costs
• Administration overheads unrelated to production
• Selling costs, etc.
From the above it is clear that for IAS accounting purposes the Statement of Profit or Loss and other
Comprehensive Income and Statement of Financial Position (SFP) is prepared on the absorption
costing basis, i.e. fixed production overhead is included in the cost of inventories.
This means that the cost of inventory includes the following production costs:
Material - included directly in production costs

Labour - included directly in production costs (Refer to further note on why labour can be a fixed cost)
Overhead - allocated to production using a selected basis
Absorption costing used for financial accounting

Variable costing used for management accounts and decision-making purposes
4. Illustration of the difference between absorption and variable/direct costing

Refer to the two different Statements of profit or loss and other Comprehensive Income below for an
illustration of how the profits are determined under each basis and how the presentation differs:
Absorption costing R
Turnover 4 800
Less: Cost of sales (including fixed manufacturing overhead) (3 840)
Opening inventory (fixed and variable manufacturing costs) 720
Production cost (fixed and variable manufacturing costs) 3 360
Less: Closing inventory (fixed and variable manufacturing costs) (240)
960
Total Fixed overhead variance (Under- or over-recovery of overheads) (72)
Volume variance (fixed manufacturing overheads / labour) (60)
Expenditure variance (12)
Gross profit 888

Less: All non-manufacturing costs (fixed and variable) (period cost) (375)
Profit 513
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Variable/Direct costing
Turnover 4 800
Less: Variable cost of sales (no fixed manufacturing overhead included) (2 880)
Opening inventory (variable manufacturing costs) 540
Production cost (variable manufacturing costs) 2 520
Less: Closing inventory (variable manufacturing costs) (180)
1 920
Less: Other variable costs (non-manufacturing) (75)

Contribution 1 845
Less: Fixed costs (manufacturing and non-manufacturing) (total actual amount) (1 212)
Profit 633
5. Additional information:
• Contribution = Turnover (Sales) – ALL variable costs
• When absorption costing is applied:

Total fixed production overheads variance = Volume variance + Expenditure variance.
• When variable costing is applied:

Total fixed production overheads variance = Expenditure variance only.
The volume variance is not applicable when variable costing is applied.
• An adverse volume variance means that actual production volume is less than the budgeted
production volume used. Favourable volume variance: actual production volume is more than
the budgeted production volume used.
• The total fixed production overheads variance for overhead/labour should be included ABOVE
the gross profit line, as part of the production cost for the period under review (due to different
teaching applications, volume variance below the line will still earn marks when clearly shown).
• The volume and expenditure variances are only calculated when doing a Statement of Profit or
Loss and Other Comprehensive Income on the absorption costing method.
The discussion which follows covers questions and answers that students generally experience
problems with:
Why is labour in most instances a fixed cost? Should I treat labour the same way that I treat
other fixed manufacturing production overhead?
“Labour costs have traditionally been regarded as variable on the assumption that management can
retrench workers in the event that production levels decline. In practice, downsizing and retrenching
workers is not a unilateral decision and negotiations are required with unions before wide-scale
retrenchments can be implemented. In any event, retrenchments are not an everyday occurrence. To
assume that labour costs are variable because of the potential to reduce these may be inappropriate.”
Machines or plant can also be taken out of production. That does not make costs relating to machines
or plant variable!
Furthermore, in many production facilities, employees oversee automated machines. Their labour
effort cannot be traced to individual units. This type of labour would then also be classified as overhead
and usually fixed due to the same reason as explained above.
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Therefore labour is often a fixed cost and should then be treated in the same manner as fixed
overheads. In scenarios presented to you, we will clearly indicate if some labour is variable, i.e. piece
work. In the absence of this you may assume that the manufacturing labour component is included in
fixed production overheads.
So why are you using the estimated/budgeted fixed overheads and calculating a rate? When do
you calculate the cost of your product? Do you need to know the cost price as you sell it
throughout the year or do you calculate it when you have all the information at the end of the
year?
You don’t know what your actual overhead is going to be until the end of the year, but you can’t delay
your cost calculations until the end of the year. How will you quote the selling price of your products if
you don’t know the cost price? We estimate the activity level to calculate a budgeted overhead rate
because we need to know, estimate, what the cost price of our production is and we need to know this
before the end of the year. Refer to page 64 in Drury 9th edition or page 61 in Drury 10th edition for a
full explanation of why budgeted overhead rates are used.
 SAICA 2008 QE 1: Amandla Engineering
6. How do we allocate manufacturing overheads to products?
Manufacturing overheads cannot be traced directly to products. They are assigned to products using
cost allocations. A cost allocation is the process of estimating the cost of resources consumed by
products that involves the use of surrogate rather than direct measures, as set out in learning unit 14
To calculate the budgeted overhead rate:
Budgeted manufacturing overhead

Budgeted overhead rate = Appropriate allocation base
Focus note:
Please study Drury (9th ed) pages 159–162 or Drury (10th ed) pages 158–160 in depth. The most
appropriate allocation base (denominator) is the AVERAGE long-run capacity utilisation (i.e. life of the
plant). If this is not given, you may use the next period’s budgeted activity.
Refer to IAS 2 par 13 on the dangers of over- or under costing products when using next period’s
budgeted activity level.
The following activities are popular for allocating overheads because they are simple to calculate:
• Direct labour hours

• Machine hours
Other traditional bases used may be:
• Labour cost rand

• Units produced
The above are normally referred to as traditional or volume-based bases.

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Activity 13.2.1 – Traditional bases applied
The budgeted fixed production overhead for 20x8 is R900 000. The average long-run utilisation and
related costs for this plant are:
• Direct labour hours – 36 000 hours

• Machine hours – 22 500 hours
• Units produced – 45 000 units
• Labour cost – R540 000
REQUIRED
Calculate a budgeted fixed overhead rate for each of the traditional measures above.
Feedback 13.2.1
FOH rate based on direct labour hours = R900 000 ÷ 36 000 hours
= R25 per Direct labour hour
FOH rate based on machine hours = R900 000 ÷ 22 500 hours
= R40 per Machine hours
FOH rate based on units produced = R900 000 ÷ 45 000 units
= R20 per unit
FOH rate based on direct labour Rate cost = R900 000 ÷ R540 000
= R1,667 per R1 direct labour
Or 166,67% of labour
7. Calculating fixed production overhead variances (Absorption costing)
TOTAL FIXED PRODUCTION

OVERHEAD VARIANCE
(Under-/over recovery)
Volume variance Expenditure variance
(difference between appropriate allocation Only applicable if there is a difference between

base used and actual production in terms of budgeted and actual cost in rand terms.
volume)
Focus note
Even though fixed production cost variance is reported on a total basis, for management accounting
purposes you should be able to distinguish between volume and expenditure variance as a cost control
measure.
You can calculate an expenditure variance even if you do not apply a full standard costing system and
for variable costing.
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Activity 13.2.2 – Basic example: Overhead recovery and variances
Budgeted activity = normal average long-run capital utilisation
Budgeted fixed production overheads R2 000 000

Budgeted annual activity 1 000 000 direct labour hours
Actual overheads R2 125 000
Actual activity 900 000 direct labour hours
REQUIRED
Use the above information to calculate the volume and expenditure variances.
Feedback 13.2.2
STEP 1: Calculation of budgeted rate = Budgeted OH appropriate allocation base

Budgeted rate = R2 000 000/1 000 000 hours
= R2/hour
STEP 2: Rate x actual production volume

Therefore, absorbed into production (R2 x 900 000 actual hours) R1 800 000
Budget (based on 1 000 000 hours) R2 000 000

Volume variance (difference between absorbed and budgeted hours) R 200 000
Is this an over- or under-recovery (favourable or unfavourable)?
If all goes according to plan, we would have allocated all fixed production overhead costs to the
production account. However, due to the volume variance this does not happen.
The T-accounts would look like this:

Dr Cr Dr Cr
Actual production overheads Production overheads control (= Budget)
R R R R
Production costs 2 000 000 From actual 2 000 000 To production 1 800 000
To expenditure
Bank/creditors 2 125 000 125 000 To volume var. 200 000
variances
Closing balance
2 125 000 2 125 000 2 000 000 2 000 000
Dr Cr Dr Cr
Production Volume variance
R R R R
All overheads 1 800 000 To inventory xxx Prod o/h 200 000 xxx
xxx xxx
If there is a debit balance left in the production overheads control account, it means the costs are not yet
recovered. A credit balance means more costs are recovered.
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Therefore, I have an adverse volume variance of R200 000 (unfavourable). This is treated as a period
cost, not a product cost, therefore the adverse volume variance should not be debited to production costs
(expense account).
Expenditure variance
This is a separate calculation and is NOT concerned with the recovery of fixed overheads.
Expenditure variance = Actual overhead expense – budgeted overhead expense

Expenditure variance = R2 125 000 – R2 000 000
= R125 000 Unfavourable
This is treated as a period cost and should not be debited to production costs (expense account).
You have to indicate variance as “Favourable” or “Unfavourable/Adverse” and indicate signs

“+ or –"
Activity 13.2.3 – Overhead recovery
Use the same information as in activity 13.2.2, but now assume that:
Actual annual activity 1 050 000 direct labour hours
REQUIRED
Calculate the volume and expenditure variances.
Feedback 13.2.3
Charged to production (R2 x 1 050 000 actual hours) R 2 100 000

Budgeted overheads (Based on 1 000 000 hours) R 2 000 000
Volume variance (Favourable) R 100 000
This is a favourable volume variance and would usually be a credit or negative period “cost”. Refer to
Activity 13.2.5 part d) for the accounting treatment where this variance is “unusually” high.
Activity 13.2.4 – Overhead and volumes
The Rubber Company’s Cape Town factory budgeted that their 20x8 overhead would be R4 800 000.
Their normal average long-run manufacturing level is 80 000 fan belts. The actual costs for 20x8 were
R4 890 000 and 75 000 fan belts were manufactured.
REQUIRED
Calculate the volume variance and explain how it will be treated.
Note:
Your budgeted production can equal actual and you would still have a volume variance if:
Budgeted activity greater than or less than average long-run activity is used in determining allocation
rate!
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Feedback 13.2.4
The fixed overhead rate is determined based on the normal average capacity level, in this case
80 000 units.
Budgeted overhead rate

= R4 800 000  80 000 fan belts
= R60/fan belt
Expenditure variance
Actual incurred R4 890 000

 Budget R4 800 000
Variance: Expenditure R90 000 Unfavourable
Volume variance
Manufactured units are less than the allocation base, there is thus an ‘under-recovery’ (less) of
cost as each unit manufactured will receive the budgeted rate.
 ‘Under-allocation’: volume variance R 300 000

[80 000 units – 75 000 units] =(5 000 units x R60)
OR
Detailed disclosure: Budgeted R4 800 000

Allocated to production 4 500 000
Alternative: R4 800 000 – R4 500 000 R300 000 Volume variance
It appears as if there is a favourable variance (in rand terms), but you should consider the units
manufactured, which are less than budget and therefore unfavourable. Under absorption costing the
volume variance is unfavourable and must be treated as a period cost.
Please note that the above activities use overhead cost. If a question states that labour cost is
FIXED, labour cost should be treated in exactly the same manner as fixed overhead cost.
For management accounting purposes you must show the expenditure variance and the volume
variance separately on the statement of profit or loss and other comprehensive income, above the
gross profit line. Don’t just include the actual overheads expense.
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Activity 13.2.5 – Advanced scenario
What topics does this activity cover?
* High-low method
* Absorption costing
* Allocation of overheads
* Variable costing
Question (C1) 22 Marks
You were involved in the preparation of the budget at the beginning of this year. The company
manufactures only one product. Estimates of annual sales, production and sales, distribution and
administration costs for a one-year period, on which your plans were based, are set out below:
C1: Note mark allocation and calculate how long it should take you to answer this question.
22 x1.5 = 33 minutes
Activity level 80% 100%

Sales and production (C2)(C2.1) 720 000 units 900 000 units
Sales R5 760 000,00 R7 200 000,00
Production costs R2 970 000,00 R3 420 000,00
Sales, distribution and administration costs R1 864 000,00 R2 080 000,00
C2.1 Sales = Production Therefore, no movement in inventory forecasted/ budgeted.
C2: There are two levels of production and 2 costs, therefore you should use the high-low
method to determine the fixed and variable components
The production costs and the sales, distribution and administration costs are total costs, therefore
include both variable and fixed costs (C3). Fixed costs are incurred evenly throughout the year.
C3: Production and sales and distribution have BOTH fixed and variable components. You have
to split these costs using the high-low method. Fixed costs incurred evenly throughout the year.
Make a note of this – refer to reporting period.
The normal average long-run level of activity used for allocating fixed production overheads is 900
000 units per annum. (C4)
C4: Make a note of this. You will need it to calculate fixed overheads absorbed in part (a).
C4.1: This is the actual figures.
The following information pertains to inventory for the first quarter which has just ended: (C4.1)
• Opening inventory of finished goods 5 000 units

• Units manufactured 240 000 units
• Units sold 228 000 units (C5)
C5: You can use this information to calculate closing inventory.
• The actual fixed costs incurred equal budgeted amounts. (C6)
C6: No expenditure variance. This applies to ALL fixed costs

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Required:
(a) Calculate the following for the first quarter if absorption costing (C7) is used:
C7: Fixed production overheads allocated to production. Budgeted overheads divided by
appropriate allocation base.
1. The total amount of fixed production overheads absorbed during the quarter (C8) that has just
ended. (5 ½)
C8: What was produced for the quarter, not sold.
2. The volume variance (C9) for fixed production costs for the quarter, and (2 ½)
C9: Compare budget to actual production.
Read the required: Per Quarter not per annum.
3. The profit for the quarter, as shown in the Statement of profit or loss and other comprehensive
income (C10) (8)
C10: Prepare detailed Statement of profit or loss
(b) Prepare the journal entry to record the volume variance calculated above. The narration may
be omitted. (1)
(c) Calculate the net profit or loss for the quarter if variable costing (C11)
(direct costing) is used. (You are advised to simply adjust the absorption costing profit figure already
calculated, (C12) rather than drawing up an income statement on a contribution basis.) (3)
C11: What is variable costing? Note the different terms in brackets for variable costing.
C12: Time saving. Don’t waste time drawing up a new income statement. Read the required
(d) What should the value of inventories be in terms of IAS 2 (International Accounting
Standards), given that the high level of production is considered to be materially different (C13) from
the budget? Assume that year-end considerations must be taken into account now already. (2)
C13: Value of closing inventory per the Statement of Financial Position. Please note the high level
of production comment. Will one have to adjust closing inventory?
(e)
You may assume that sales revenue and variable costs per unit equal budgeted amounts. (C14)
C14: No variances from budget – can value inventory at budgeted cost per unit, except for
adjustment may be required as result of production volume.
Ignore all forms of taxation.

(Source: AGA – adapted)
Feedback 13.2.5
(a) High-low method for production costs and sales distribution and admin costs:
Calculations:
Production costs R
Total production costs @ 900 000 units 3 420 000

Total production costs @ 720 000 units 2 970 000
450 000
Variable production cost per unit = 450 000/(900 000 – 720 000)
= R2,50
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Total production costs 3 420 000

Variable production costs 2 250 000 (900 000 x R2,50)
Fixed production costs 1 170 000
Sales, distribution and admin costs (S,D&A)
Total S,D&A costs @ 900 000 units 2 080 000,00

Total S,D&A cost @ 720 000 units 1 864 000,00
216 000,00
Variable S,D&A cost per unit = 216 000/(900 000 – 720 000)
= R1,20
Total S,D&A costs 2 080 000

Variable S,D&A costs 1 080 000 (900 000 x R1,20) High-low method
Fixed S,D&A costs 1 000 000 used to separate
fixed and variable
costs.
Opening inventory 5 000 units
Units produced 240 000 units
Unit sold (228 000) units Normal average long-
Closing inventory 17 000 units run level of activity
used for rate.
Budgeted fixed production overhead rate = R1 170 000/900 000 units

= R1,30 per unit
Cost per unit = R2,50 (VC) + R1,30 (FC) = R3,80

(a) 1. Fixed production overhead amount absorbed = 240 000 units x R1,30
= R312 000
Units manufactured
2. Fixed production overhead incurred drive absorption of
cost.
(= budget therefore : R1 170 000 x ¼) R 292 500*
Overhead absorbed R 312 000**
Use fixed overheads
Volume variance (over recovery) R 19 500
for the quarter
only!!!
3. Profit using absorption costingR *900 000 X 1/4
=225 000 X R1.30
Sales (228 000 x R8) 1 824 000 **240 000 X R1.30
Cost of sales: (866 400)
Opening inventory (5 000 x R3,80) Production 19 000
(240 000 x R3,80) 912 000
Closing inventory (17 000 x R3,80) (64 600) As per part 2
Sales less Cost of sales 957 600
Total Fixed overhead variance 19 500
Favourable volume variance 19 500
Expenditure variance 0
Variable cost now
linked to number of
Gross profit 977 100 units sold.
Selling, distribution and admin costs:
Variable (228 000 x R1,20) (273 600)
Fixed (1/4 x R1 000 000)
Used fixed
(250 000) overheads for the
Net profit 453 500 quarter only!!! X1/4
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(b) Dr Production overhead control R19 500

N1: Start with
Cr Profit and loss/Cost of sales R19 500 absorption costing
profit per above.
(c) Absorption costing profit (N1) 453 500 N2: This is calculated as follows:
Fixed overhead deferred in Inventory (N2) 5 000 x 1.30 = 6 500
(12 000 x R1,30), now expensed (15 600) (opening inventory)
Less
Variable costing profit R437 900 17 000 x1.3 = (22 100)
(closing inventory)
The difference between absorption and variable profits will always be the fixed production
overheads component per unit multiplied by the inventory movement in units:
Opening inventory units x fixed production overheads

per unit (5 000 X R1.3) R 6 500
Less closing inventory units x fixed production
overheads per unit (17 000 X R1,3) (R 22 100)
Difference in profits R 15 600
Note:
Remember that where you are working with annual profits, the fixed production overheads
component per unit of the opening inventory will be different to that of the closing period as it is
derived from different production periods. You may need to do some calculations to compute the
operational inventory values.
The volume as well as the expenditure variances are “exposed” under both systems and will not
make a difference.
(d) Additional explanation: Abnormally higher levels of production
IAS 2 par 13, states that the allocation of fixed production overheads to the costs of conversion is
based on the normal average capacity of the production facilities. However, in periods of
abnormally high production, the amount of fixed overhead allocated to each unit of production is
decreased so that inventories are not measured above cost. (This is normally only applied at year-
end.)
The scenario states that the normal level of activity used for budgeting purposes is 900 000 units per
annum and this is what was used to determine the overhead rate of R1,30 per unit.
The Required states that “the high level of production is considered to be materially different from
the budget” and that year-end considerations must be taken into account. The production level for
the specific quarter should then be compared to the normal level of activity of 900 000 per annum.
The production for the quarter is converted to an annual figure:
240 000 (quarter) x 4 = 960 000 units per annum.
This is abnormally high (+6,67%) compared to 900 000 and therefore the overhead rate should be
decreased by using 960 000 units instead of 900 000. Using 900 000 has resulted in a higher rate
and therefore overstated the inventory value.
The rate is recalculated: R 1 170 000 / 960 000 = R1,21875 per unit.
Difference between new rate and previous rate: R1,30 - R1,21875 = R0,08125
Closing inventory (17 000 units) already includes R1,30 per unit which must be written down:
= 17 000 units x R0,08125 per unit = R1 381,25
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Note: The fixed production overheads component of units sold has already been expensed. It is
only the value of inventory carried in the SFP that is affected, as it is overstated.
Inventory value (17 000 x R3,80) 64 600
Less: Deferred volume variance (1 381)
63 219
Workings:
Closing inventory (17 000 units) to be written down as follows:
17 000 x (R1,30 – R1 170 000 / 960 000) = R1 381,25
Dr Income R1 381,25
Cr Inventory R1 381,25
Activity 13.2.6
Attempt questions:
Miozip Company Question 7.9 (Drury Student Manual 9th ed) page 41
Miozip Company Question 7.10 (Drury Student Manual 10th ed) pages 42-43
Mahler Products Question 7.10 (Drury Student Manual 9th ed) page 42
R Ltd Question 7.7 (a and b only) (Drury Student Manual 10th ed) page 40
Bittern Ltd Question 7.17 (Drury Textbook 9th ed) pages 166–167, solution page 730
Bittern Ltd Question 7.18 (Drury Textbook 10th ed) page 165, solution page 750
Feedback 13.2.6
Question 7.9 (Drury 9th edition Student Manual) or Question 7.10 (Drury 10th edition Student
Manual) – Miozip Company
Note: Error in 9th ed. solution: Page 237, part (b): Opening finished goods stock at marginal cost = £70 000
(not £700 000)
Ensure that you have revised the examples in Chapter 7 that explain why there are differences between
the profits of a variable and absorption costing system.
Variable costing: As sales INCREASE, Profits INCREASE– it is straightforward.
Absorption costing: It depends on production and sales. If you produce an excess in one year (sales <
production) then the “leftover” inventory is carried in the current year closing inventory and carried forward
to next year’s opening inventory, therefore affecting the cost of sales value which has an effect on the
profit.
Question 7.10 (Drury 9th edition student manual) – Mahler Products

Part A
The question asks you to "explain the situation in the last paragraph”. The last paragraph basically
tells you that the sales revenue has increased in the second half of the year, so it was assumed that the
profits would increase. However, the profits have decreased in the second half. Explain why this has
happened.
What information has been given in the scenario?
• 2 departments: A and B
• Each department makes one product
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• Cost per unit is given? What costs are included in the cost of each product? Material, Labour,
Variable overheads and fixed overheads, therefore the Statement of profit or loss and other
comprehensive income has been prepared on an absorption costing basis.
• 6-monthly Profit and loss accounts for Departments A and B- 1 July 20XX to 30 June 20XX.
From the information given above it is clear what the problem is. The Statement of Profit or Loss and
other Comprehensive is prepared on an absorption costing basis and therefore the fixed overhead
expenses carried in opening and closing inventory is distorting the actual cost of sales which affects the
final profit figure.
The question also asks you to illustrate the answer with appropriate supporting calculations.
What calculations should I show to prove that the absorption costing system distorts the profits? What is
an ideal costing system? Variable costing. This is because profit varies directly with sales. As sales
increase, profit increases.
Time management: Don’t prepare an entire Statement of Profit or Loss and other Comprehensive income.
What is the difference between a variable costing system and absorption costing system? Fixed
overheads are included in opening and closing inventory in the cost of sales of the absorption costing
system. Calculate how much fixed overheads have been included in opening and closing inventory and
recalculate what your profit would have been if the effect of fixed overheads was excluded.
Tip: You are given the total opening and closing inventory (in pounds). You know what the cost per unit
is (given in the scenario), therefore you will be able to calculate the units for opening and closing inventory.
Reflection
What should I learn from the questions above?
In a variable costing system, fixed manufacturing overheads and other fixed costs are treated as
period costs and are thus charged directly against profits
In an absorption costing system, fixed manufacturing overheads are a product cost and are
therefore included in the valuation of inventory (part of cost of sales).
This means that cost of sales and thus profits will be affected by the changes in inventory. Therefore
the inventory movements can have an un/favourable effect on profits even though sales/revenue
increases.
Question 7.17 Drury 9th ed. or Question 7.18 Drury 10th ed – Preparation of variable and
absorption costing statements and an explanation of the differences in profits – Bittern Ltd
What information has been given in the scenario?

• Variable costs
• Semi-variable costs (high-low?)
• Fixed overheads (What do they want me to do with this?)
The company uses a variable/marginal costing system? Management wants to compare this to an
absorption costing system. How is a Statement of Profit or Loss and Other Comprehensive Income
prepared on a variable costing basis?
What does it mean to prepare a Statement of Profit or Loss and Other Comprehensive Income on an
absorption costing basis? What should I keep in mind?
• The fixed overheads are included in the cost of the product
• To assign overheads I have to calculate and overhead rate: Overhead rate = Budgeted overheads (rand)
/ Allocation basis (labour hours, machine hours, units)
• Expenditure variance? Is there an expenditure variance? There will be an expenditure variance if there is
a difference between budgeted and actual overheads.
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Required
A: The following information was obtained from the required section:
• Calculate profit for a 3 year period

• Normal production level –1 000 units – will I use this to allocate my overheads?
• 3 different scenarios :
1. Stable Production, Sales and Inventory
2. Fluctuating Production and Inventory
3. Fluctuating Sales and Inventory
• The scenarios given above provide guidance on how your answer should be structured.
How will your calculations look in each of the 3 scenarios?
Where do I start?
• Sort out your costs per unit. What is my product cost? What is the variable product cost?
What is the fixed product cost? (Remember that you will have to allocate the fixed
overhead cost to each product using an overhead rate.)
• What are my units?
• Note: there is no additional or lower allocation of fixed costs in the absorption costing
Statement of Profit or Loss and Other Comprehensive Income in part i) of the solution.
• Guidance for the absorption costing Statement of Profit or Loss and Other
Comprehensive Income in part ii) of the solution:
T1:
Cost per unit = £10 (materials) + £2 (labour) + £10 (fixed overhead) = £22
The variable distribution cost of £1 is excluded because it is not a product cost. It is a selling cost.
Calculations:
Opening inventory = 100 units x £22 = £2 200

Production = 1 500 units x £22 = £33 000
Closing inventory = 600 units x £22 = £13 200
Over recovery = (1 500 units – 1 000 units ) x £10 (£10 000/ 1 000units)
= 500 units x £10 = £5 000 (favourable volume variance)
T2:
Under recovery = (800 units – 1 000 units ) x £ 10 = £ 2 000 (adverse volume variance)
Note: there is no expenditure variance so the over or under recovery consists of only the volume variance.
Compare your answers to the solutions on the pages as indicated above. Where you have gone wrong,
reflect upon why it has happened, as that will improve the learning process. Is there anything
specific/strange/unusual in the solutions that you want to point out?
8. Summary
In this learning unit we covered the calculation of an appropriate fixed overhead rate and the preparation
of the Statement of Profit or Loss and Other Comprehensive Income using the absorption and variable
costing methods.
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Before you move on to the next learning unit please ensure that you understand and can apply the
following concepts:
Topic Yes/No
1. Difference between variable and absorption costing
2. Definition of manufacturing overheads
3. Treatment of fixed labour costs
4. Calculation of appropriate fixed production overhead allocation rate
5. Proper accounting treatment of volume and expenditure variances
6. Present Statement of Profit or Loss and Other Comprehensive Income on the
variable and absorption costing basis
7. Reconcile profits derived from different costing bases
8. Explain why profits differ on variable and absorption costing basis.
9. Calculation of overheads/labour allocated and volume variances
10. Calculation of the expenditure variance.
Enrichment activity
Follow the link and watch the “How it’s made” episode about the production of microprocessors:
https://www.youtube.com/watch?v=jpVVSYpJEY4&list=PLQvvxnU2-ItevzGo-
QVJOdFXxksBm9cE3&index=4
Note that a highly mechanised and computerised production process will result in a high proportion of
overhead costs and therefore need an absorption costing system to determine the cost of each
microprocessor.
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LEARNING UNIT 13.3 Activity-based costing (ABC)
Prior learning
for the topic of activity-based costing. If not, please refer to your undergraduate study material and
revise the textbook (Drury) using the page numbers below:
Before studying this topic, you should be able Applicable references: Applicable references:
to:
• Describe the differences between activity-
based and traditional costing systems. • Drury: Chapter 11: • Drury: Chapter 11:
• Identify environments that are favourable for Activity-based costing. Activity-based costing.
the implementation of an ABC system. Pages 257–277 Pages 255–267 and 270-
• Explain why traditional costing systems can• Drury: Chapter 3: 277
provide misleading information for decision- Illustration of the two • Drury: Chapter 3:
making. stage process for an Illustration of the two
• Identify and explain each of the four stages ABC system. Pages 56– stage process for an
involved in designing ABC systems. 64 ABC system. Pages 51–
• Apply an activity-based costing approach to • Drury: Chapter 15: 60
costing information. Activity-based budgeting.• Drury: Chapter 15:
• Determine cost hierarchies in an activity-based Pages 388–390 Activity-based budgeting.
costing system. • Drury: Chapter 21: Pages 386–388
• Apply product profitability analysis using Activity-based • Drury: Chapter 22:
activity-based costing hierarchies. management. Activity-based
• Discuss the use of activity-based costing in Pages 567–571 management.
service organisations and its other Pages 598–602
management applications.
• Describe activity-based budgeting (ABB).
• Describe activity-based management (ABM).
1. Introduction
Even though activity-based costing (ABC) is presented as a separate topic in management accounting,
it is in reality an extension of the previous topic: ‘absorption costing’. The reason is that ABC is quite
simply a different absorption costing method for the allocation of fixed manufacturing overheads to
products. The only difference between ABC and the traditional methods is that ABC makes use of
different activities as its allocation base, whereas the traditional methods make use of volume-related
bases, such as machine or labour hours, for the allocation of overheads to products.
Do not confuse ABC and Absorption costing, even though ABC is an extension from Absorption
costing it is not the same term.
2. Critical topics:
• Activity-based costing and cost drivers

• ABC profitability analysis
• Activity-based budgeting and activity-based management (resource consumption models)
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3. Activity-based costing (ABC)
a) Why do we use ABC?
ABC is used as it may lead to more accurate pricing of products, which will therefore influence all
decision-making with regard to those products, e.g. whether or not to withdraw a product, or what price
to charge for it.
Traditionally, overhead costs were small in comparison to directly measurable and traceable costs,
such as material costs. The method of allocation of overhead costs to products was therefore
historically largely unimportant. However, in the advanced manufacturing environment that companies
are currently trading in, fixed overhead costs have escalated dramatically, and now make up a
substantial portion of the cost of a product. It is therefore becoming increasingly important to allocate
the cost of the overheads correctly to the products involved, to ensure the continued success and
competitiveness of a firm.
ABC is also useful in the costing of cost objects separate from products. When ABC is applied to
support activity hierarchies, costs for diverse cost objects such as a whole product line, a production
plant, a customer, customer groups (geographic area) etc. can be computed. This is important for
analyses of profitability of the diverse cost objects in support of management’s decisions regarding
allocation (or withdrawing) of resources. ABC and its related concepts are therefore a very handy
arrangement tool in optimising the fixed production and other support activity infrastructure of an entity.
b) How to attempt an ABC question

What information should you be looking for?
• STEP 1: Existing method – the company could, for example, be using a traditional absorption
costing method or direct/variable costing. You have to ascertain what the existing method of
costing is as this will be the first calculation. Every question is different because every company
is different.
• STEP 2: ABC calculation questions often requires a student to compare an ABC system with an
existing method of costing products method. You should thus separate the information for the
existing method of costing and the ABC method.
• STEP 3: ABC – Identify the activities and their relevant cost drivers and decide which cost
driver matches a specific overhead cost. Calculate the cost per activity using the cost drivers
and then allocate costs to products/cost objects based on their usage of the activity.
• Always remember that the difference between all the costing methods i.e. variable costing,
absorption costing and ABC costing lies in the treatment of the fixed manufacturing overheads.
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FIXED OVERHEADS ONLY
Existing method ABC method
# Variable costing? # Activities

# Absorption costing? # Cost drivers?
# Consume support activities equally # Large variation in consumption of
# Support activity costs are small when support activities
compared to total overhead costs # Support activity costs are a substantial
part of total overhead costs
Activity 13.3.1 – Comparative overhead rates

Company A manufactures 100 000 reams of paper, consisting of 70 000 reams of white paper,
20 000 reams of blue paper and 10 000 reams of green paper. Manufacturing is arranged in such
a way that it only requires one set-up per type of ream (i.e. white, blue and green) regardless of the
volume produced. Each set-up activity costs R50 000. Overhead cost is allocated on a per unit
basis.
Use the above information to calculate and compare the set-up cost per ream per type of paper
using traditional absorption costing and ABC analysis.
Feedback 13.3.1
Traditional absorption costing
In a traditional costing system, the total cost of the set-up activities, i.e. R150 000 (R50 000 x 3 set-
ups) will be allocated on a volume-based measure (units) to the different products.
The calculation will be:
R150 000 set-up cost / 100 000 reams manufactured = R1,50 per ream (irrespective of type)
ABC analysis
ABC realises that each type of paper leads to a set-up activity being incurred, and allocates the
cost of that activity to the product that caused the cost.
The allocation will therefore be done as follows:
White paper: Set-up cost R50 000 / 70 000 reams manufactured = R0,71 per ream
Blue paper: Set-up cost R50 000 / 20 000 reams manufactured = R2,50 per ream
Green paper: Set-up cost R50 000 / 10 000 reams manufactured = R5,00 per ream
Comment
Traditional absorption costing methods over-cost fixed overhead cost of high-volume products. The
manufacturing of the white paper gives rise to the same cost as the manufacturing of the green
paper, but many more reams of white paper are produced for the activity (and cost) than is incurred
in comparison to the green paper. In order for the company to remain competitively priced, it is
important to ensure that the high-volume products are not subsidising the costs of the lower-volume
products.
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Activity 13.3.2
FHM has recently introduced an ABC system. It manufactures 3 products, details of which are set out
below:
Product F H M
Budgeted annual production (units) 300 000 300 000 150 000
Batch size (units) 300 150 75
Machine set-ups per batch 9 12 18
Input units per order placed 1 200 750 600
Processing time per unit (minutes) 6 9 9
Three costs pools have been identified, with budgeted costs for the year ending 28 February 20x8 as
follows:
Machine set-up costs R450 000

Purchasing of materials R210 000
Processing R 80 000
REQUIRED
What is the total budgeted overhead cost per unit for each product?
Feedback 13.3.2
STEP 1: The batch size and annual production are given.
F H M
Budgeted annual production 300 000 300 000 150 000

Batch size 300 150 75
Number of batches 1 000 2 000 2 000
STEP 2: Use the number of batches to calculate number of machine set-ups and orders
Machine set-ups per batch x number of batches 9 x 1 000 12 x 2 000 18 x 2 000

= 9 000 24 000 36 000
Number of purchase orders for annual
production 300 000 ÷ 1 200 300 000 ÷ 750 150 000 ÷ 600
= 250 given 400 given 250 given
STEP 3: Calculate the total minutes per unit.
Number of units x minutes per unit 6 x 300 000 9 x 300 000 9 x 150 000
= 1 800 000 2 700 000 1 350 000
STEP 4: Allocate to costs.
Purchase orders = 250 + 400 + 250 = 900
R
F = 250 / 900 x R210 000 = 58 333 This is a shortcut method. The theoretically pure
H = 400 / 900 x R210 000 = 93 334 Approach is to calculate the cost/activity and then multiply
M = 250 / 900 x R210 000 = 58 333 with activity usage of each product – See note 1.
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Total set ups = 9 000 + 24 000 + 36 000 = 69 000
R
F = 9 000/69 000 x R450 000 = 58 696
H = 24 000/69 000 x R450 000 = 156 522
M = 36 000/69 000 x R450 000 = 234 783
Total processing time = 1 800 000 + 2 700 000 + 1 350 000 = 5 850 000 minutes
R
F = 1 800/5 850 x R80 000 = 24 615
H = 2 700/5 850 x R80 000 = 36 923
M = 1 350/5 850 x R80 000 = 18 462
Note 1: The cost can be expressed per activity eg for purchase orders this will be R210 000 ÷ 900
= R233,33.
Note 2: The full (100%) of overhead cost should be addressed. Where the given activities
recover less than 100%, the missing portion or percentage should be allocated using the traditional
basis.
Note 3: The total costs remain unchanged, but the allocation to the three products is now
different.
Total costs: F H M
Purchases 58 333 93 334 58 333

Set ups 58 696 156 522 234 783
Processing 24 615 36 923 18 462
TOTAL 141 644 286 779 311 578
Number of units 300 000 300 000 150 000

Overhead cost per unit 0,4721 0,9559 2,0772
Note:
Do you see that the low volume product M consumes disproportionally more of the support activities
and therefore carry a higher overhead per unit cost?
Under the traditional allocation method, all 3 products would have carried the same overhead cost per
unit (if number of units were used as the allocation base).
4. Activity-based budgeting (ABB)
Study the following sections in Management and Cost Accounting (Drury):
Chapter 9th ed. 10th ed. Section

pages pages
15 388–390 386–388 Activity-based budgeting
Activity-based budgeting is a logical progression from activity-based costing and management. The
following are the approaches to, or benefits gained by using activity-based budgeting compared to
conventional budgeting:
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1. ABB focuses on the appropriate value chain necessary for the organisation to meet its strategic
needs.
2. The forecast workload is specifically determined from a customer’s perspective rather than from
an organisational constraint perspective.
3. Conventional budgeting normally follows the convention of budgeting for cost elements (expense
items) within cost centres or departments and “rolling” these up (or consolidating them) into
organisational budgets. ABB questions the existence of each process and each activity in
requiring it to be classified as value-adding or not. The ABB may be the trigger to start business
process redesign.
4. Conventional budgets classify costs primarily between fixed and variable costs. The classification
of cost into the activity levels of unit, batch, product, process or facility variable costs provides a
new insight into cost behaviour.
5. ABB requires the same detailed level of understanding of the process and product structures that
a proper ABC & Management system would require. Conventional budgets usually do not require
this type of detailed analysis.
6. ABB specifically focuses on the customer, marketing and distribution channels as cost objects.
7. ABB focuses on those elements of a business that may give it a competitive advantage.
Benchmarking is normally an integral part of ABB.
8. ABB specifically focuses on support costs and their relationships to primary activities.
9. One of the strongest advantages of a conventional ABC system is its preoccupation with non-
financial information whereas ABB focuses primarily on the requisite activities to operate an
effective organisation.
10. When an ABB system is linked to a quality management system, a specific focus on wastage
can be incorporated into the budgeting process.
5. Activity-based management (ABM)

pages pages
21 567–571 598–602 Activity-based management
Activity 13.3.3 – Comparative methods and product profitability
Benco Limited manufactures two types of Twizzles; standard and deluxe. Details of the two products
are given below.
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Standard Deluxe
Annual sales – units 12 000 12 000

Selling price per unit R65 R87
Batch size – units 1 000 50
Labour time per unit – hours 2 2,5
Labour rate per hour R8 R8
Material costs per unit R22 R32
Special parts per unit 1 4
Set-ups per batch 1 3
Number of sales invoices issued per year 50 240
In recent months Benco Limited has been trying to persuade customers who buy the standard type
to purchase the deluxe version instead. An analysis of overhead costs for Benco Limited has provided
the following information.
Overhead analysis R Cost driver
Set-up costs 73 200 number of set-ups

Special part handling costs 60 000 number of special parts
Customer invoicing costs 29 000 number of invoices
Material handling costs 63 000 number of batches
Other overheads 108 000 labour hours
REQUIRED Marks
(a) Calculate the profit per unit and the return on sales for standard and deluxe Twizzles
using:
(i) traditional labour-based absorption of overheads

(ii) activity-based costing methods 10
(b) Write a brief report to the management of Benco that
(i) recommend managerial action in the light of the information calculated in (a)
above, secondly briefly advise on two possible strategies to make Deluxe as profitable
as Standard. 10
(ii) explain how activity-based techniques can be used to improve performance
Note:
Both manufacturing overhead and sales overhead are incorporated into this activity.
Feedback 13.3.3
(a) (i) Labour based rate – used as given in required section
Overhead cost R333 200

Number of hours 54 000 (12 000 x 2 + 12 000 x 2,5) as above
Overhead rate R333 200 / 54 000
R6,17 per labour hour [Remember: combined overhead] (2)
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Profit calculation
Standard Deluxe
Materials 22,00 32,00

Labour 16,00 20,00
Overheads at R6,17 12,34 15,43 (1)
Total cost 50,34 67,43 (1)
Selling price 65,00 87,00
Profit per unit 14,66 19,57 (1)
Return on sales 22,55% 22,50%
Contribution 27 35
(ii) Calculation of labour-based costs and activity-based costs
Overheads R Drivers Total Driver Std Deluxe R for R for

Driver Rate volume volume Std Deluxe
Volume R
Set-up 73 200 Set-ups 732 100 12 720 1 200 72 000

Special part Special
handling 60 000 parts 60 000 1 12 000 48 000 12 000 48 000
Customer invoices 29 000 Invoices 290 100 50 240 5 000 24 000
Material handling 63 000 Batches 252 250 12 240 3 000 60 000
Other overheads 108 000 Hours 54 000 2 24 000 30 000 48 000 60 000
Total cost 333 200 69 200 264 000
Unit cost
5,77 22,00
(÷ 12 000 units)
The driver volume is obtained by taking the annual sales units and dividing or multiplying that by the
activity. Eg. for Delux set-ups: (12 000 ÷ 50) x 3 = 720; STD set-up (2 000  1 000) x 1 = 12. Total
volume then 720 + 12 = 732.
The driver rate is obtained by taking the total cost and dividing that by the total driver volume. Eg.
for set-ups: R73 200 ÷ 732 = 100. This value is then multiplied by the usage for the particular product:
720 times for the Delux, thus R72 000.
(ii) Activity-based costing rate

Standard Deluxe
These are calculated from the
Materials 22,00 32,00 costs and individual costs, in
Labour 16,00 20,00 the table in (a), divided by
Set-up 0,10 6,00 12 000 units (the volume) or it
Special part handling 1,00 4,00 can be done per total.
Customer invoices 0,42 R5,77 2,00
Material handling 0,25 5,00
Other overheads 4,00 5,00 (3)
Total cost 43,77 74,00 (1)
Sale price 65,00 87,00
Profit per unit 21,23 13,00 (1)
Return on sales 33% 15%
Where a discussion is required, it will often be more time-

efficient to show the overhead cost per activity and use
that information in the discussion.
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(b) Report to management
A formal report (not produced here) is required and marks will be allocated for the
report header. (1)
(i) Recommendations in light of calculations made in (a) above
In the report to the management of Benco the following points can be made:
Using the traditional basis, the return on sales is the same for both versions.
With a higher absolute (per unit) margin for Deluxe, it is sensible to attempt to
sell Deluxe at the expense of Standard. This decision should be based on the
contribution (as fixed costs are already committed), subject to market constraints,
and production capacity! (1)
ABC indicates that the return per unit on Standard is higher and the return on
sales is double that of Deluxe. It Appears that the wrong marketing strategy is
being advanced because the contribution on Standard is still higher! (1)
Managerial action to make Deluxe as profitable as Standard, one or combination of

two strategies are required:
Increase price - success will depend on market and price elasticity. However, for
a return on sales similar to Standard a price of around R112 (R74/0.66) will be
needed for Deluxe. This is unlikely to allow increased sales, unless marketing can (1)
persuade customers that price indicates quality, etc.
Improve cost management/ cost efficiencies - the activity analysis indicates where
overhead cost is being expended. Thus cost-cutting will require changes in
production efficiencies. Set-ups are expensive for Deluxe, as are the special part (1)
handling costs, and general handling costs. Could the production process be
improved to reduce set-ups?
• ABC unit costs imply long-run variability only (fixed in short-term) and thus costs may
not change quickly or without positive management decisions. (1)
(ii) How activity-based techniques can be used to improve performance
Activity-based techniques can be used to improve performance in the following ways:
Comparing prices with the cost of resources used to produce goods and services,
management will usually wish to earn a profit in excess of the activity-based costs, but
there are exceptional circumstances where this will not apply. (1)
Firms usually benefit from ABC when they have a range of products with varying degrees
of complexity, particularly in their consumption of differing firm resources as ABC costs
often reveal the degree of cross-subsidy that occurs. Refer to labour hours vs the
difference in driver volumes. (1)
Products with very different production volumes produce different costs under ABC. (1)
Benefit only arises if the ABC information can be used to change practices, either by
changing prices and/or cutting costs. Resources should only be supplied to the extent (1)
that it is required.
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Activity-based analysis can be used to identify where excessive costs are being incurred,
and lead to changes that will reduce these costs. (1)
ABM can be used to examine the overhead cost base and identify areas for cost
reduction, by eliminating activities that are not needed (non-value adding). (1)
Problems arise from: availability of data, particularly cost driver data, cost of
implementation and whether it exceeds the benefit. (1)
Implementation problems may result in none or less of the potential benefit being
achieved. (1)
Maximum 10
Activity 13.3.4
Attempt questions: (Drury Student Manual)
9th ed: Question 11.5 pages 74–75

10th ed: Question 11.1 page 73
10th ed: Question 11.7 page 78-79
Feedback 13.3.4
Question 11.5 (9th ed) or Question 11.3 (10th ed)
What type of a business is this?
This is a healthcare company specializing in surgical procedures (hip, knee and shoulder replacement
operations).
What has been given in the scenario?
Current method and ABC method
You are required to calculate the profit per procedure on the current method and then on ABC method.
Tip: use 2 different colours pens or highlighters to underline which part of the given information relates
to the current information and which relates to the additional information given for ABC. If you sort this
out during the reading time it will limit confusion when you are writing out your solution.
Note the way in which the total number of cost drivers has been calculated for each activity.
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6. Summary
In this learning unit we focussed on the application of activity-based costing and related concepts in
terms of fixed overhead allocation, reduction and product pricing.
Before you move on to the next learning unit please ensure that you have grasped the Yes/No
following concepts:
Topic
1. An activity
2. Cost driver
3. Cost driver rate
4. Activity (resource) demand
5. Activity hierarchies
6. Profitability analyses using ABC
7. Activity-based budgeting (ABB) and activity-based management (ABM)
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PART 4, LEARNING UNIT 14 – PRODUCT COSTING SYSTEMS
After studying this topic, you should be able to do the following in a case study/scenario:
• Record and account for material, labour and overhead costs in the general ledger.
• Value purchased and manufactured inventory using the FIFO or weighted average cost methods.
• Cost specific jobs (manufacturing or service).
• Value work-in-process in a process costing system involving more than one process.
• Determine whether separate products should be processed further after split-off point.
• Apply backflush accounting in a JIT environment.
• Correctly account for the treatment of normal and abnormal losses.
• Consider the allocation of joint costs and treatment of by-products and their proceeds.
LEARNING UNIT TITLE
LEARNING UNIT 14.1 Job costing
LEARNING UNIT 14.2 Process costing
LEARNING UNIT 14.3 Joint and by-products
Introduction
This topic deals with the recording and allocation of costs using job, process and joint costing systems
to value products manufactured or services rendered. It will largely follow a revision route with closer
focus on areas where students’ past assessments indicated shortcomings in knowledge.
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LEARNING UNIT 14.1 Job costing
Prior learning
for job costing. If not, please refer to your undergraduate study material and revise the textbook
(Drury) using the page numbers below:
Before studying this topic, you should be able to do Applicable Applicable

the following: references: references:
• Identify when a job costing system is appropriate.

• Account for the acquisition of material, labour and Drury: Chapter 4: Drury: Chapter 4:
overheads (manufacturing and non-manufacturing) Accounting entries Accounting entries
• Appropriately allocate these costs to cost objects. for a job costing for a job costing
• Value inventory on the first-in-first-out (FIFO) basis system: Pages 85– system: Pages 82–
and the weighted average method. 98 94
• Distinguish between the different types of
remuneration.
• Calculate gross and net pay.
• Describe accounting procedures for jobs completed
and products sold.
• Calculate the profit or loss per job.
1. Introduction
The bulk of this chapter in Drury focuses on the accounting entries for the acquisition of materials,
labour and various overhead expenditures in the general ledger. These initial accounting entries are
common to most entities regardless of their costing system. The valuation of raw materials and other
inventory items is also common to all. The next step is the allocation of these costs to cost objects and
at this point the costing system used by an entity will make a difference. In this learning unit we look
at job costing which is used when an entity produces products or services where each unit or batch
of output is unique or customised and the cost of each unit needs to be calculated separately, e.g.
building contracts, book publishing and an audit engagement. Another practical example of job costing
will be the servicing of a car where the required parts and the time spent is booked to the car’s job card
and then invoiced.
Process costing is used when entities continuously produce large quantities of homogeneous or similar
products or services and it is unnecessary to assign costs to each unit produced. Process costing is
discussed in the next learning unit.
Costs are classified as direct or indirect costs. Indirect costs are recorded in an overhead account.
The indirect costs will include the costs of service departments, which may be apportioned to different
cost centres or products. Production overhead is then absorbed into production, based on the
allocation rate.
The most common way of absorbing overhead into products in a traditional costing system was covered
in learning unit 13.1. In learning unit 13.2 the overhead was absorbed on the basis of a cost per activity
based on an activity-based costing system.
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2. Job costing
Continuing with our example of a car service, the basic recording process in the costing system:
Direct parts  Goes directly to WIP (work-in-progress – Job 123 GP (from inventory
– parts section)
Direct labour  Goes directly to WIP (work-in-progress from time spent/clocked)
Overheads  Absorbed into WIP (using absorption basis where traditional
absorption costing or activity-based costing)
On completion  Job cost for 123 GP transferred to Completed Jobs and invoiced. In a
manufacturing set-up the cost would be transferred to finished goods,
ready for sale/delivery.
Note:
The invoice that the customer sees contains only parts and labour AFTER the appropriate mark-up
has been applied to each to cover the overheads and profit margin!

pages pages
4 100 – 101 96 – 98 Summary
Activity 14.1.1 – Revision

9th ed: Question 4.18, page 104
10th ed: Question 4.18, pages 100-101
This question will revise what you have already learnt about integrated accounting in undergraduate.
This exercise is done to revise the flow of accounting entries in an integrated accounting system.
What is an integrated accounting system? Refer to page 101 (9th ed.) or page 97 (10th ed.).
Study figure 4.1 and refer to it whilst doing the question so that you have a better illustration of the
flow of accounting entries.
Activity 14.1.2
Attempt question: (Drury Student Manual)

9th ed: Question 4.7 (Errata: The scenario on page 19 should read “1.2 hours per unit of Product B”
(not 1.5 hours).
10th ed: Question 4.8
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Feedback 14.1.2
Question 4.7 (9th ed) or Question 4.8 (10th ed)
What is given?
• 2 products – A and B
• Selling price per unit
• Opening inventory of raw materials and finished goods
• Information on raw materials, labour and overheads for the year
• Non-production overheads
What is required?
• To prepare raw material inventory account, production overheads and finished goods inventory
account.
• Tip: Draw up the 3 T-accounts and fill in the opening balances and purchases/amount charged
for the year for each account. Then start doing your calculations.
• Prepare a profit and loss account.
• Tip: You need to show the profit, therefore you will put in sales, cost of sales (this should be
calculated in part A), expenses – it’s like an Statement of Profit or Loss and Other
Comprehensive Income.
• Calculate and explain the difference between profit and loss if marginal costing method is
employed.
• What is marginal/direct costing? How would your Statement of Profit or Loss and Other
Comprehensive Income be prepared if it was done on this basis? Please also note that the
question asks for a calculation AND an explanation. Many students lose marks unnecessarily
because they don’t do both. Read the required carefully and underline “and” if it occurs.
Where do I start?
Part A
Note the following:
Labour is charged at £8 per hour. Overtime is 1.25 times. Therefore Labour = £8 x 1,25 = £10.
The question states that the overtime premiums are treated as an indirect production cost. Therefore
this must be included in the overhead control account. So this means that the premium portion must
be included in the overhead account. The overtime rate (£10) – normal rate (£8) = £2 per hour.
What should be debited to overhead control account?
Debit: Overhead premium 3 250 hours £2 = £ 6 500
Other indirect labour costs – given £186 470 £192 970
Production overhead costs – given £549 630
This question states that overheads are absorbed at a rate of £10 per hour. This was calculated for
you.
How many hours does it take to produce Product A? 1 hour

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How many hours does it take to produce Product B? 1.2 hours
Therefore £10 x 1 hr = £10 per unit A – 41 000 units of A were produced, 41 000 x 10 = £410 000.
£10 x 1.2 hours = £12 per unit B – 27 000 units of B were produced, 27 000 x 12 = £324 000.
Units:
Product A Product B
Opening inventory 3 200 3 100

+ Production 41 000 27 000
- Sales (38 000) (28 000)
Closing inventory 6 200 2 100
Part B
Calculations
Sales:
Product A: 38 000 units x £35 = £1 330 000
Product B: 28 000 units x £39 = £1 092 000
Cost of sales:
This was calculated as follows in part A:
Product A: 38 000 units x (£7.20 materials + £8 labour + £10 overheads)
= 38 000 x £25.20
= £957 600
Product B: 28 000 units x (£11.60 materials + £9.60 labour + £12 overheads)
= 28 000 x £33.20
= £929 600
Part B
Calculation
Product B fixed overhead per unit = £6,80 per hour x 1,2 hour per unit = £8.16
Specifically note the valuation of the closing inventory and the treatment of the over/under absorbed
overhead. This variance forms part of the production costs. This is a good integration question,
combining accounting entries and different costing bases.
3. Backflush accounting
Tracing costs to inventory
Large inventories JIT (no or very low inventories)

 
Elaborate costing systems Backflush accounting
tracing costs to products
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pages pages
4 98–100 94–96 Accounting entries for a JIT manufacturing system
Note the following from the studied information:

• Backflush costing is used in a JIT manufacturing system.
• Aims to eliminate detailed accounting transactions.
• Accounting for completed units is triggered by
○ the manufacture of finished goods – the most simple method

○ the purchase of raw materials and components
4. Summary
In this learning unit we reviewed the recording process in general and how it would apply in a job
costing system. The circumstances for applying Backflush Accounting were also described.
concepts:
Topic Yes/No
1. How to record materials, labour and overheads

2. The treatment of inventory for FIFO and weighted average cost methods
3. The accounting treatment for jobs completed and products sold
4. Backflush accounting situations.
Enrichment activity
Follow the link and watch the “How it’s made” episode about the production of carved wood sculptures:
https://www.youtube.com/watch?v=E_cZrBhVOrY&list=PLQvvxnU2-
Itd0d7Ple4owP7It2tZDDLhk&index=40
Note the many manual and specialised steps in the process to manufacture each unique batch of wood
sculptures. Reflect on the varying amounts of variable and overhead costs that will result and the need
to accumulate the costs of each batch separately in a job costing system.
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LEARNING UNIT 14.2 Process costing
Prior learning
for process costing. If not, please refer to your undergraduate study material and revise the textbook
(Drury) using the page numbers below:

• Explain when process costing systems are

appropriate. Drury: Chapter 5: Drury: Chapter 5:
• Calculate unit costs in a system with a single Process Costing. Process Costing.
manufacturing process and in a system with two or Pages 107–128 Pages 104–125
more consecutive manufacturing processes (all units
completed).
• Calculate completed units and the equivalent units for
WIP.
• Explain the accounting treatment of normal and
abnormal losses.
• Prepare a quantity statement, production cost
statement and cost allocation statement (all of which
include losses) based on the weighted average
method and on the first-in-first-out (FIFO) method of
inventory valuation.
• Prepare process, normal loss, abnormal loss and
abnormal gain accounts.
• Allocate the proceeds from the sales of normal and
abnormal scrap to the correct accounts.
• Discuss the suitability of process costing in a service
organisation.
• Describe the principles of batch (operation) costing.
1. Introduction
In the previous learning unit we looked at job costing, which is a costing system used when the cost of
each unique unit produced needs to be calculated separately. On the other end of the scale are entities
that continuously produce large quantities of homogeneous or similar products or services, making it
unnecessary to assign costs to each unit produced. Process costing systems are therefore used to
calculate the average cost per unit by dividing the total costs for a specific process for a period by the
number of units passing through the process for that period, e.g. oil refineries, breweries and paper
manufacturers.
Measurement in a process costing system takes place by way of equivalent and completed units. To
do this, work-in-progress must be converted to the ‘equivalent’ of fully completed units. The learning
unit will be dealt with by way of revision.
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2. Process costing
Treatment of Losses in Process Costing
Unavoidable and part Product cost absorbed in

Normal of the production cost of inventory
process (included in the standard
Total cost of inventory, thus no
loss variance to report on)
Abnormal* Avoidable and not part Period cost/ Expense

of the normal (not included in the
production process standard cost of
inventory, thus reported
Total loss portion in terms of variances)
greater than expected
* In real life manufacturing, there is no abnormal gain. If in a particular period more units are
produced than anticipated, the difference is treated and explained as a positive variance in
respect of the normal loss anticipated.
The following activities will be annotated with comments/notes highlighting critical information and
issues.
Activity 14.2.1 – Basic revision
Edible Oils Ltd manufactures sunflower cake, a product used as live inventory feed. The sunflower
cake is manufactured in two different consecutive processes.
The output of process 1 is used in process 2 and the output from process
C1: 2 processes.
2, which is the final product, (C1) is sent to the packaging department.
Completed output of
process 1 goes into process
The following information related to the week ended 5 October 20x7 with 2. Completed output of
regard to process 1 (C2): process 2 is packaged and
sold.
Input:
C 2: Make a note that this
Sunflower seed 60 000 kg at R8 per kg information is for 1 week.
Ingredient X 20 000 kg at R3 per kg
Labour 1 840 hours at R25 per hour C 3: No equivalent units.
Normal loss 5% of input, considered to be scrap
C 4: Total labour hours
Selling price of scrap R2,80 per kg required.
Output 77 500kg
C5: This income must be
recorded.
During this week there was neither opening nor closing work-in-progress
in process 1 (C3).
Total overheads charged to process 1 and 2 amounts to R280 000 for the
week and were absorbed on the basis of labour hours. The labour hours
worked in process 2 were 1 660 hours (C4).
All scrap was sold for cash on the last day of the week (C5).
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REQUIRED
(a) Prepare, using only the information provided above, the following accounts for the week
ended 5 October 20x7.
1. Process 1 account
2. Abnormal loss/gain account
3. Scrap proceeds account (14)
(b) Briefly explain how to distinguish a by-product from a joint product (learning unit 14.3). (4)
(Source: AGA)
Feedback 14.2.1
(a)
1. Process 1 Account
Kg R Kg R
Seed 60 000 480 000

Ingredient X 20 000 60 000 Proceeds (scrap) 4 000 11 200
Labour 46 000 Process 2 77 500 736 250
Overheads 147 200
Abnormal gain 1 500 14 250
81 500 747 450 81 500 747 450
2. Abnormal gain account

Kg R Kg R
Scrap proceeds Process 1

(@2,80)# 1 500 4 200 (@R9,50) 1 500 14 250
Income 10 050 (when cleared)
1 500 14 250 1 500 14 250
3. Scrap proceeds account

Kg R Kg R
Process 1 Abnormal gain# 1 500 4 200

(@R2,80) 4 000 11 200
Bank (2 500 x 2,80) 2 500 7 000
4 000 11 200 4 000 11 200
# Note: We adjust the proceeds for the “notional” units that do not physically exist (the abnormal gain
units) as you can’t sell something that does not exist. This “loss” of income is debited to the Abnormal
gain account.
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Workings and notes
1. Normal loss = 5% x (60 000 + 20 000) kg = 4 000 kg. As there was no opening or closing
inventory, ALL units put into the system in this period passed the wastage point.
2. The abnormal loss or gain is the balancing figure between the input (80 000 kg) and the output
(77 500 + 4 000).
 4 000 + 77 500 – 80 000 = 1 500 (positive = gain). An abnormal gain means we did not in
fact lose/scrap as many PHYSICAL kg as expected. In this case we anticipated scrapping 4 000
kg (the normal loss), but it was only 2 500 (4 000 – 1 500) kg. It is this physical quantity of 2 500
kg that can be sold.
3. Because ALL production passed the wastage point in this period, we can apply the “short”
method for spreading the normal loss to all other output. No separate allocation is required.
4. Expected scrap proceeds
4 000 kg x R2,80 = R11 200
Note the word “expected”. This is based on the anticipated normal loss. As there was an
abnormal gain of 1 500 kg, only 2 500 scrapped kg were in fact sold.
5. In the absence of further information you may assume that the proceeds on the sale of scrapped
units are off-set against material costs.
6. Remember that proceeds from sale of abnormal LOSS units are NEVER credited to production
costs, but only offset against the value of the abnormal loss.
7. Overhead calculation: Labour hours process 1 plus labour hours process 2

= 1 840 + 1 660 = 3 500 total labour hours
Total overheads of R280 000/ 3 500 labour hours
= R80 per labour hour
Thus overheads calculated to process 1 = R80 x 1 840
= R147 200.
Even though this question does not require the calculation of equivalent units it is provided below
for explanatory purposes (C3)
QUANTITY STATEMENT TEMPLATE – First-in-first-out (FIFO) & Weighted average method

(WAM)
Quantity Statement for 5 October 20x7 (weighted average method) – Process 1
Physical units Equivalent units
Input Output Raw material Conversion cost

kg Detail kg kg % kg %
Opening work-in-process
80 000 Put into production
Completed and transferred 77 500 77 500 100% 77 500 100%
Normal loss 4 000 - -
Abnormal gain (1 500) (1 500) 100% (1 500) 100%
80 000 80 000 76 000 76 000
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Production Cost Statement for 5 October 20x7 – WAM – Process 1

Total Material Conversion cost
R
Sunflower seed 480 000
Ingredient 60 000
Labour 46 000
Overheads 147 200
Proceeds Net loss (11 200)
Total 722 000 528 800 193 200
Cost per unit (Total ÷ 76 000 kg) 9,50 = 6,958 + 2,542
Cost allocation statement – Process 1
Completed goods 736 250 (77 500 x R9,50)

Abnormal gain (14 250) (1 500 x R9,50)
722 000
(b) Where more than one product is the output from a production process there may be either joint
or by-products or both produced. The distinction between a joint and a by-product is usually
made by a comparison of their respective sales values. A joint product would be one with a
relatively high sales value. A by-product on the other hand would have a relatively low sales
value in comparison to the main product or products. Joint products are essential to the
commercial viability of the process whereas by-products are incidental. [Learning note: apply
to learning unit 14.3]
Activity 14.2.2

9th ed: Question 5.19 page 130 (Solution p 727)
Feedback 14.2.2
There is no abnormal loss. The scrap sales proceeds from the normal loss are set off against the
materials cost, as that was the link provided.
Activity 14.2.3

Activity 14.2.4

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Feedback 14.2.4
Note the following:
• Difference in layout of Quantity Statement and Production Cost Statement.

• Output is dependent on the initial input.
• Output includes reworked units.
• Reworked units are not subject to the normal 10% loss, being reworked.
• Completed and equivalent units are required.
• Possible integration with standard costing system.
3. Summary
In this learning unit we revisited the determination of cost per completed and equivalent unit in a
process costing system.
concepts:
Topic Yes/No
1. The difference between a job costing system and a process costing system
2. Equivalent units
3. Normal loss
4. Abnormal loss or gain
5. The FIFO and weighted average methods of inventory valuation
6. Allocation of normal loss – when to use “short” or absorption costing method and when to
use the “long” or allocation method
7. Value output from the process
8. Treatment of proceeds from the sale of normal and abnormal units scrapped or “off-cuts”
or by-products
Enrichment activity
Follow the link and watch the “How it’s made” episode about the production of cupcakes:
https://www.youtube.com/watch?v=CqPgF-5GFIA
Note the large volume of similar cupcakes continuously being produced. Reflect on the identical
amount of direct costs and overheads that are needed to produce each cupcake. This makes it
unnecessary to assign production costs to each cupcake. Process costing is appropriate.
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LEARNING UNIT 14.3 Joint and by-products
Prior learning
for joint and by-products. If not, please refer to your undergraduate study material and revise the
textbook (Drury) using the page numbers below:
Before studying this topic, you should be able Applicable Applicable

to do the following: references: references:
• Distinguish between joint and by-products.

Drury: Chapter 6: Drury: Chapter 6:
• Explain and apply the alternative methods of
Joint and by-product Joint and by-product
allocating joint costs to products.
costing. costing.
• Describe and apply the accounting treatment of
Pages 134–145 Pages 132–142
by-products.
• Calculate the value of joint and by-product
inventory.
• Calculate profits from the sale of joint products.
• Decide whether to process a joint or by-product
further, or whether to sell it at the split-off point.
1. Introduction
Joint and by-product costing is applied to products that initially share costs in a joint process and
are only separated at a later stage. There are therefore three important stages that need to be
considered:
• firstly, the initial inseparable stage which results in joint costs;
• secondly, the split-off point which requires that the joint costs of the first stage are allocated to
each joint product; and
• thirdly, further processing costs (after split-off point) are allocated to the respective joint products
and by-products.
In some production processes, e.g. ore refinery, there is an unavoidable result that certain additional
products are produced unintentionally called by-products. In the platinum refining process, palladium
and gold may for example be recovered as by-products.
Sales values play a defining role in deciding on joint and by-products. The two main measures of
allocating cost to joint products are by physical measure and by relative sales value. This learning unit
will again follow the revision and amplification route.
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2. Joint and by-product costing
Stage 1 Stage 2 Stage 3

(Joint cost (Split-off
accumulation) point) • Significant sales value
Joint product • Joint costs allocated to joint
products
• Further costs after split-off point
Joint production costs allocated to joint products
• Minor sales value

• Joint costs not allocated to by-
By-product product
• Further costs after split-off point
allocated to by-product
• Revenues from by-product
deducted from joint product costs
Activity 14.3.1 – Joint and by-product costing C 1: This paragraph

explains:
Bundu Lodge is amongst others a game farming and hunting concern. The What types of service the
lodge offers iro hunting:
farm also hosts nature lovers, bird watchers and offers conference facilities
throughout the year. Game like kudu and eland are made available to 1. Accommodation and
trophy hunters who pay a trophy fee to hunt the specific game. Taxidermy meals
2. Conference facilities
(Taxidermy is the act of mounting or reproducing dead animals or parts of 3. Hunting game
animals for display – Wikipedia) and slaughtering facilities are available on 4. Taxidermy and
the farm and the trophy is processed and mounted for the hunter. Curios slaughtering
5. Curios
in the form of coasters are made out of the skins and sold to the general 6. Biltong and game steaks
public. The meat is not utilised by the hunter but is processed on the farm sold to butchers.
and sold in the form of biltong and game steaks to retail butchers. (C1 and C2: Distinguish which costs
C2) relate to accommodation,
trophies, meat and curios
The following information in respect of the two months June and July 20x1 and which costs are joint
costs.
(the main hunting season) was recorded:
Income (C3) R C3: Can be used to identify

Daily fees and accommodation income from trophy hunters and joint and by-products: sales
values and required. (a)
other visitors 130 000 assist where specific
Trophy fees received 200 000 information not given.
Curio sales 20 000
Processed meat sales (R82,50 per kg) 82 500
C4: Distinguish between

Costs (C4) fixed and variable costs.
Food – dependent on number of lodge visitors and support staff 25 000

Wages – permanent cleaning personnel of the lodge 15 000
Lodge repairs and maintenance (ongoing) 10 000
Additional fodder and lick allocated to game hunted 10 000

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Salaries and wages 113 000

Trackers and drivers – permanent employees used for all activities 10 000
Hunting guides – paid per hunt 10 000
Slaughtering personnel – local butcher staff paid per animal 15 000
Trophy mounting personnel – paid per animal requisitioned by
hunters 55 000
Curio manufacturing personnel – paid for period – (fixed amount) 8 000
Meat processing and packing personnel – as for slaughtering 15 000
Fuel for hunting vehicles 7 500

Salt, spices, and vinegar for the meat processing 3 500
Formalin, artificial eyes and clay for trophy mountings 9 000
Curio manufacturing costs – other ad hoc costs 7 000
Maintenance of game fence – annual expenditure 50 000

Salary of farm manager – proportionate to the hunting period for
this permanent employee 50 000
Only one type of curio, namely coasters, is manufactured and sold.
Details for curios are as follows: C5: Closing inventory requires a

value. Production quantity the
missing number.
Inventory on hand was as follows:
C6: Use to calculate sales
• Inventory - 31 May 20x1 5 000 units @ 50c per unit quantity.
• Inventory - 31 July 20x1 (C5) 9 000 units What is the accounting treatment
for by-products?
C7: Basis of valuation.

Sales price per unit: R1 (C6)
Management gave you the following additional information:
• Inventory is valued on the first-in-first-out basis. (C7)

• Apart from coasters, no other inventory was on hand at the beginning or end of the period.
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REQUIRED
C8: Sales – variable cost is
(a) Calculate the contribution (C8)(C8.1) for the following sources (C9) of required.
income:
C8.1 Allocation of variable
costs depend on
• Daily fees and accommodation classification as a separate
• Trophy income or joint process.
• Processed meat
C9: Keep the 3 types
separate. A combined
(b) An offer has been received to supply a local hotel with all the income statement is not
processed meat at R100 per kg (C10). This would, however, require required.
the trimming of meat fat which is estimated to be 10% of the current
slaughtered yield (C11) and with an additional cost per kilogram C10: The higher price and
additional cost indicate an
required for the trimming process, as follows:
incremental approach. The
fixed cost is not dealt with as
Total Fixed Cost R5 250 the required deals with the
Variable R7,50 marginal cost.
C11: This is important. The

Should this offer be accepted?
kg of meat will decrease by
10% if the fat is extracted.
(c) Discuss the process when both curio manufacturing and meat How many kg currently?
processing are considered to be by-products.
Feedback 14.3.1
The joint process comprises:
• hunting and slaughtering the animal

• mounting the trophy – joint product
• making of a curio – by-product
• and processing of meat – joint product
Based on the relative sales values and when sections (a) and (c) of the required are read together.
Workings:
1. Cost allocation
Joint cost Separate cost

Trophies Processed Curios
meat
Additional fodder and licks 10 000
Hunting guides 10 000
Slaughtering personnel 15 000
Trophy mounting 55 000
Curio manufacturing 8 000
Meat processing 15 000
Petrol – Hunting vehicles 7 500
Salt, spices for meat processing 3 500
Trophy mountings 9 000
Curio manufacturing 7 000
42 500 64 000 18 500 15 000
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2. Relative sales value

Trophies Processed
meat
Sales 200 000 82 500

Less: Separate costs (64 000) (18 500)
Net realisable value 136 000 64 000
Total net realisable value (136 000 + 64 000)
= 200 000
Then, relative values: 136 000/200 000 64 000/200 000

68% 32%
Refer to Drury pages 136–141 (9th ed) or pages 134–138 (10th ed) for additional examples of
methods of allocating joint costs.
3. Number of curios produced
Units
Opening inventory (5 000)

Closing inventory 9 000
Sales (R20 000/1) 20 000
Production 24 000
NB:
The normal expression of the above is 5 000 + 24 000 – 9 000 = sales of 20 000. Ensure that you
do not use the numbers in the incorrect sequence, as this will have an impact right through.
4. Cost per curio item = R15 000 ÷ 24 000 = R0,625 per item [depending on decision re R8 000
being fixed or not]
5. Income from the by-product

R
Sales 20 000 x 1 20 000
Less: Cost of sales (11 875)
Opening inventory (5 000 x 0,50) 2 500

Separate cost (Calculated per 1) 15 000
Closing inventory (9 000 x 0,625) (5 625)
Net income 8 125
6. Joint cost allocated to trophies and meat
R42 500 – R8 125 = R34 375

The net income from the by-product is set off against the joint cost before the allocation to the
products is made.
Trophy: R34 375 x 68% = R23 375
Meat: R34 375 x 32% = R11 000
Apply the percentages per calc 2.
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7. Direct (variable) accommodation costs
Food 25 000
Repairs – fixed - Does not change with number of visitors
Wages – fixed - Does not change with number of visitors
25 000
SOLUTION Accommo- Trophy Meat

dation
(a) Contribution income per income source
Sales/Income 130 000 200 000 82 500

Less: Variable cost 25 000 87 375 29 500
Separate 25 000 64 000 18 500
Joint - 23 375 11 000
Net income 105 000 112 625 53 000
Note: The question required calculation of contribution. Therefore all fixed costs are ignored.
(b) New offer R
Sales value after further processing (900 kg x R100)(see calc.) 90 000

Less: Current sales of processed meat (82 500)
Incremental sales offered 7 500
Less: Additional Fixed cost R5 250 and Variable cost 1 000 X 7,50 (12 750)
Net loss (5 250)
Calculation:
Current kg sold = R82 500 ÷ R82,50 = 1 000 kg

10% is lost through trimming of fat  900 kg lean meat sold
The offer should thus not be accepted because no additional income would be earned.
Note – the additional cost is based on the input quantity, whilst sales are the output quantity:
normal loss in process costing.
(c) Two by-products
The net income from the two by-products will be set off against the ‘joint’ cost, which becomes a
cost only for the trophy mounting process.
Activity 14.3.2

Feedback 14.3.2
Joint costs, similar to fixed cost, must be judged from an overall perspective and not in isolation. The
process often does not allow a decrease in cost when one of the joint products is discontinued.
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Activity 14.3.3

9th ed: Question 6.12 p 35
Feedback 14.3.3
Note the following:
• The processes, mixing and distilling, yields the same output.

• Carefully work through the profit and cost calculation.
• The mixing process yields a saleable residue.
• Distilling causes an evaporating loss.
• Parts of the distillation used for further processing.
3. Summary
In this learning unit we focused on the determination of joint and by-products, the allocation of joint
costs, and the accounting treatment of by-products.
concepts:
Topic Yes/No
1. Conversion costs
2. Identifying joint products
3. Allocating joint product costs
4. Further processing costs
5. Measures for allocating joint costs
6. Treatment of by-products and their sales value and further processing costs
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PART 5 – PLANNING AND CONTROL
PART 5 – PURPOSE
The purpose of part 5 is to enable students to have a critical and informed understanding of the key
terms, concepts and established principles of planning and control techniques and application of
the following:
• appropriate planning and control measures within an enterprise

• appropriate performance measures within an enterprise
• various transfer-pricing methods between divisions
LEARNING UNIT TITLE
LEARNING UNIT 15 PLANNING, BUDGETING AND CONTROL
LEARNING UNIT 16 STANDARD COSTING
LEARNING UNIT 17 PERFORMANCE MEASUREMENT

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PART 5, LEARNING UNIT 15 – PLANNING, BUDGETING AND CONTROL
• Design and compile fixed and flexible budgets.

• Explain how costs are controlled using various management tools.
• Calculate and interpret the break-even point and margin of safety of a business under different
scenarios and advise management based on your calculations.
LEARNING UNIT TITLE
LEARNING UNIT 15.1 Budgeting and management control systems
LEARNING UNIT 15.2 Other cost management techniques / principles
LEARNING UNIT 15.3 Cost-volume-profit analysis

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LEARNING UNIT 15.1 Budgeting and management control systems
Prior learning
for the topic of budgeting and management control systems. If not, please refer to your undergraduate
study material and revise the textbook (Drury) using the page numbers below:
Before studying this topic, you should be Applicable Applicable

able to do the following: references: references:
• Discuss the multiple, and sometimes

conflicting, functions of a budget and the Drury: Chapter 15: Drury: Chapter 15:
administration thereof. The budgeting process. The budgeting process.
• Compile different sub-budgets and master Pages 368-397. Pages 368-395.
budgets derived from strategic organisational
targets. Drury: Chapter 16: Drury: Chapter 16:
• Define the different types of responsibility Management Management
centres. accounting control accounting control
• Differentiate between controllable and systems. systems.
uncontrollable costs. Pages 411-420. Pages 408-417.
• Define and compile a flexible budget.
• List the advantages and disadvantages of Drury: Chapter 15: Drury: Chapter 15:
budgeting. Criticisms of budgeting. Criticisms of budgeting.
• Appreciate the role of computerised Pages 393-395. Pages 391-393.
budgeting and use spreadsheet software to
compile sub-budgets.
• Discuss the behavioural implications of the
budgeted targets.
1. Introduction
In your prior learning you looked at the long-term planning aspect of the planning and control process.
In this learning unit we will study budgeting (short-term planning). A basic revision activity dealing with
flexible budgeting will be followed with sections to be studied, highlighted core issues and further
activities. We will then look at criticisms against budgeting and alternative ways to determine budgeted
figures. Lastly, we will cover other management control systems (apart from the budget). Budgets
are driven by the organisation’s long-term planning. A budget is defined as a formal plan to co-ordinate
the use of different resources to achieve a pre-set and desired goal whilst taking company strategy into
account.
In using budgets as a controlling mechanism, management should always be aware of the impact of
the controllability principle. We will now first investigate that concept.
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2. The controllability principle
An important aspect of responsibility accounting is the principle of holding the manager of the
responsibility centre accountable only for the items that are significantly influenced (controllable) by the
respective manager. There are various methods for dealing with the distorting effects of uncontrollable
factors including amongst others, the use of flexible budgets and ex post budget adjustments.
Flexible budgeting helps to obtain meaningful results by removing the uncontrollable impact of volume
changes on expenses. The originally budgeted variable and semi-variable costs must be flexed to the
actual level of activity achieved during the period under review. Fixed expenses are not flexed. Flexible
budgets are also a very important aspect of standard costing which is discussed in the next topic.
Forecasting errors may arise due to the environmental and economic conditions not realising as
anticipated. Ex post budget adjustments can be made to remove the effect of forecasting errors
(uncontrollable factors) from the manager’s performance reports. Ex post variance analysis will also
be discussed further in the next topic, i.e. standard costing.

pages pages
16 414–417 413–416 The controllability principle
• the meaning of the controllability principle

• dealing with the effects of uncontrollable factors before and after the measurement period
• guidelines for applying the controllability principle
You will notice that flexing the budget is one way of acknowledging factors that influence volume which
are outside the control of the manager or entity. We will now do a revision activity for compiling a
flexed budget.
Activity 15.1.1 – Basic revision example
Siyahlala Lodges is a grouping of guest houses in Khayelitsha and Langa townships that are very popular
with overseas tourists. Mama Khuzwayo is the owner of the guest houses. The facilities offer clean and
highly competitive budget accommodation. There is a standard charge per room per night with each room
accommodating up to two guests. For each guest house there is a restaurant facility that specialises in
indigenous South African foods, which is supported by all guests. You have been assigned to assist Mama
Khuzwayo with the introduction of a budgetary control system.
You establish that sometime in early 20x2, Mama Khuzwayo’s niece had attempted to assist with the
implementation of a budgetary control system but did not complete the exercise as she had to return to her
university studies in Canada. You establish the following from her notes:
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Operating Statement of Siyahlala Guest Houses for week 4 of 20x2:
Budget Budget Actual

Room occupancy 75% 100% 90%
R R R
Sales:
Accommodation sales 22 500 30 000 27 500
Restaurant sales 7 200 9 600 5 800
Total sales 29 700 39 600 33 300
Accommodation costs:
Laundry 1 125 1 500 1 375

Cleaning 2 400 3 100 3 400
Wages 2 600 2 600 2 500
Total accommodation costs 6 125 7 200 7 275
Restaurant costs:
Food and beverages 3 600 4 800 4 700

Wages 1 900 1 900 1 975
Total restaurant costs 5 500 6 700 6 675
Common costs:
Building maintenance 1 700 1 700 1 650

Management salaries 1 300 1 300 1 300
Total common costs 3 000 3 000 2 950
Operating profit 15 075 22 700 16 400
Additional operating information:
1. Together the guest houses have 100 rooms in total, all charged the same rate per night.
Occupancy is expressed as a percentage of full capacity.
2. The guest houses and restaurants open for 7 nights a week and for 52 weeks per year.
3. Budgeted restaurant sales are assumed to be a fixed percentage of accommodation sales.
4. All staff are permanent employees.

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REQUIRED Marks
(a) Calculate the number of room nights sold per week for 100%, 90% and 75% occupancy
levels. (3)
(b) Using the budgeted figures prepared by Mama Khuzwayo’s niece as a basis, calculate:
(i) the variable cost per room-night for cleaning

(ii) the fixed cost per week for cleaning (3)
(1)
(c) Prepare a flexed budgeted operating statement for the guest houses for week 4 at an
occupancy level of 90% showing the following:
● the budgeted contribution for each profit centre

● the budgeted attributable profit for each profit centre
● the budgeted profit for the guest houses in total (16)
(d) Based on your flexed budget in (c) above and any other information you deem
necessary, calculate the budgeted break-even sales value for the accommodation profit
centre. (2)
(e) Calculate, for the restaurants only, the total variances between the actual results for
week 4 and the flexed budget figures you have calculated in part (c). Comment on the
performance of the restaurants. (9)
Feedback 15.1.1 – Basic flexed budget revision example
(a) Calculate the number of room nights sold per week for 100%, 90% and 75%
occupancy levels.
Room occupancy 75% 100% 90%

100 rooms x 7 100 rooms x 7 100 rooms x 7
Room nights
nights x 75% nights x 100% nights x 90%
= 525 room nights = 700 room nights = 630 room nights (3)
per week per week per week
The hospitality industry, amongst others, uses occupancy levels to indicate their capacity usage.
Full capacity is expressed as room nights, 700 as calculated above. This level is seldom reached
as (some) rooms may require maintenance or refurbishment. Refer to Tsogo Sun or Sun
International financial statements for more detail.
(b) Using the budgeted figures prepared by Mama Khuzwayo’s niece as a basis,
calculate:
(i) the variable cost per room-night for cleaning
R3 100 – 2 400 (3)

Variable cost per unit = R4 per room night
700 – 525
Number of the same grouping: in this case the specified budgeted figures, should be used for
the high-low exercise.
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(ii) the fixed cost per week for cleaning
Total cost = Fixed cost + variable cost

Fixed cost = Total cost - variable cost
Fixed cost = R3 100 - (700 x R4 per room night)
Fixed cost = R300 (1)
(c) Prepare a flexed budgeted operating statement for the guest houses for week
4 at an occupancy level of 90% showing the following:
• - the budgeted contribution for each profit centre

• - the budgeted attributable profit for each profit centre
• - the budgeted profit for the guest houses in total
The level of 90% impacts on the variable cost, therefore is the flexing exercise. 90% is implied
by the actual results being 90% of the budget. Fixed costs remain unchanged.
Accommo- Restaurant Total

dation
R R R
Sales (Notes 1 and 2) 27 000 8 640 35 640 (3)
Variable costs:
Laundry (Note 3) 1 350 1 350 (2)

Cleaning (Note 4) 2 520 2 520 (2)
Food and beverages (Note 5) 4 320 4 320 (2)
Contribution 23 130 4 320 27 450 (3)
Attributable fixed costs:
Cleaning 300 300

Staff wages 2 600 1 900 4 500
Attributable profit 20 230 2 420 22 650 (3)
Common costs:
Building maintenance 1 700

Management salaries 1 300
Operating profit 19 650 (1)
Note 1 Accommodation sales

Sales at 100% 30 000
Sales at 90% (90% of R30 000) 27 000
Note 2 Restaurant sales

Sales at 100% 9 600
Sales at 90% (90% of R9 600) 8 640
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Note 3 Laundry variable costs

Costs at 100% 1 500
Costs at 90% (90% of R1 500) 1 350
Note 4 Cleaning variable costs

Costs at 90% (630 room nights x R4) 2 520
Note 5 Food and beverages variable costs

Costs at 100% 4 800
Costs at 90% (90% of R4 800) 4 320
(d) Based on your flexed budget in (c) above and any other information you deem
necessary, calculate the budgeted break-even sales value for the
accommodation profit centre:
Alt. R
Sales 27 000
Contribution 23 130
Contribution ratio 0,86 (1)
Fixed costs 2 900
Break-even sales value (2900/0,86) R3 385 3 372 (1)
(e) Calculate, for the restaurants only, the variances between the actual results for
week 4 and the flexed budget figures you have calculated in part (c). Comment
on the performance of the restaurants.
Variances based on a flexed budget are the first step towards the analysis of standard cost
variances. The orientation must be clearly indicated.
Budget Actual Variance Orientation

Occupancy level 90% 90%
R R R
Restaurant sales 8 640 5 800 2 840 Adverse (1)
Restaurant costs:
Food and beverages 4 320 4 700 380 Adverse (1)
Wages 1 900 1 975 75 Adverse (1)
Operating profit 2 420 (875) 3 295 Adverse (1)
Comment:
• There is a significant adverse variance in restaurant sales. Either the budgeted quantity of
meals is not being achieved (volume) or actual prices of meals are below that budgeted. With
regard to volume, overseas tourists may not be fully acquainted with the meals and hence
opting to eat out. With regard to prices there could be competition from nearby food outlets. In
either case there may be a need to review menus or to offer breakfast only and let the residents
have lunch and supper elsewhere. (3)
• There is a small variance in food and beverages. This could be a result of inefficiencies in
preparing dishes – excessive spoilage, poor management of recipes, etc. This finding (1)
contradicts the volume or mix argument as we would have expected large savings here.
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• An insignificant variance was recorded in wages. If this is a once-off occurrence due to under-
budgeting for payroll on costs such as UIF, etc a correction will be needed the next time around.
If this, however, is a result of over payment of wage costs in say overtime entitlements –
corrective action is needed. (1)
Activity 15.1.2 – Advanced

Feedback 15.1.2
The controllable variable costs are all flexed to the actual output, rendering different variances to
those initially presented. The comments deal with circumstances common to this activity.
Note: When commenting on variances, pay special attention to the scenario sketched in the question
to determine what part of the variance was controllable and by which manager. There are usually 3
aspects to every variance:
- quantity
- quality (may include mix)
- price
Refer again to the guidelines on page 417 of Drury 9th ed or page 415 of Drury 10th ed.
Activity 15.1.3 - Advanced

Feedback 15.1.3
Question 16.15 (9th ed.) or Question 16.16 (10th ed.) – Rivermede Ltd
Section A
Remember that if you are asked for a variable cost and the question is not clear whether it is in total
or per unit then give the variable cost per unit.
Original Budget Revised Difference
24 000 units [A] 20 000 units [C] 4 000 units
Material £216 000 [B] £180 000 [D] £36 000
Per unit = [B]/[A] OR = [C]/[D]

= 216 000/24 000 = 180 000/20 000
= £9/unit = £9/unit
Labour £288 000 [E] £240 000 [F] £48 000
Per unit = [E]/[A] OR = [F]/[A]

= 288 000/24 000 = 240 000/20 000
= £12/unit = £12/unit
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Semi-variable costs - “High-low method”
Pounds: 31 000 – 27 000 = 4 000 [G]

Units: 24 000 – 20 000 = 4 000 [H]
Variable cost per unit = [G] / [H] = 4 000/ 4 000 = £1 per unit
Total variable costs =1 x 24 000 units = 24 000
Fixed cost = £31 000 – £24 000 = £7 000
3. The budgeting process in non-profit-making organisations
The budgeting process in a non-profit-making organisation normally focuses on determining the costs
of maintaining current activities and adding the costs of any planned expansions.

pages pages
15 390–391 388–389 The budgeting process in non-profit-making organisations
• the difference between budgeting in non-profit organisations and profit organisations

• the use of line-item budgets in non-profit organisations
4. Zero-based budgeting (ZBB)
Zero-based budgeting is a process where budgets are drawn up from scratch each year. The process
is time-consuming and costly to implement, and is therefore frequently carried out on a three- to five-
year interval, rather than annually.

pages pages
15 391–393 389–391 Zero-based budgeting

• the difference between zero-based budgeting and incremental budgeting
• the implementation of zero-based budgeting
• the advantages and disadvantages of zero-based budgeting
Activity 15.1.4

10th ed: Question 15.27 p 400 (Solution p 781-782)
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Feedback 15.1.4
Take particular note of the benefits from and problems with the implementation of ZBB.
5. Criticisms of budgeting
Critics have in recent years called for the abandonment of traditional budgeting and suggested that
organisations should move “beyond budgeting”.

pages pages
15 393–395 391–393 Criticisms of budgeting

• the main criticisms of the traditional annual budgeting process
• the use of rolling forecasts as the main alternative to annual budgeting
Activity 15.1.5

6. Summary
In this learning unit we focussed on further aspects related to budgeting other than those covered at
the undergraduate level. We studied the controllability principle, budgeting in non-profit organisations,
zero-based budgeting and criticisms of budgeting.
Attempt question:
Drury Textbook 9th ed: Question 16.20 page 427 (Solution pages 762–763)
Drury Student Manual 10th ed. Question 16.13 page 115
Feedback
Question 16.20 (9th ed textbook) or Question 16.13 (10th ed Student Manual)
What information have you been given?
A variance has been calculated between budgeted and actual figures.
What is the problem with this calculation? The budget is based on 6 400 units and the actual is based
on 7 140 units. You are not comparing apples with apples. To make a proper comparison with the
actual figures you must convert your budget into a budget that is based on 7 140 units (since the actual
units are 7 140). In other words “flex” your budget. The fixed costs will remain the same in the flexed
budget but the variable costs will have to be restated. You have to determine the fixed and variable
costs.
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Assembly labour hours 5 000 7 500 10 000

Overhead costs $54 500 $76 500 $90 000
The change contains $9 000 of fixed overheads
Stepped fixed overheads change after 7 000 units. Therefore, the stepped fixed cost included in the
overhead cost for 5 000 hours is different from that included in the overhead cost for 7 500 and 10 000
hours. The stepped fixed cost included for 7 500 and 10 000 hours is the same and therefore they can
be used for the high-low method to split the variable and fixed costs.
High low
$ units
90 000 10 000
76 500 7 500
13 500 2 500
Variable cost per unit = $13 500/2 500 units

= $5,40 per unit
Fixed costs = 76 500 – (5.40 x 7 500)
= $76 500 – $40 500
= $36 000
Less: ( $9 000) (included in the $36 000 is this fixed cost amount)
$27 000 Stepped fixed cost
Variable overheads flexed budget = 7 140 x 5,40 = $38 556
Original budget – 6 400 units
Assembly labour = $51 970 (given) – $2 050 (manager)
= $ 49 920 variable cost
Per unit = $49 920/6400 units = $7,80 per unit
Total overheads given in scenario $62 060
Variable overheads ($5,40 x 6 400 units) ($34 560)
Fixed costs (central headquarters) ($9 000)
Stepped fixed cost $18 500
Flexed budget – 7 140 units
Assembly labour = $49 920/6 400
= $7,80 per unit x 7 140
= $55 692
Furniture packs = $224 000/ 6 400
= $35 per unit x 7 140 units
= $249 900
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Other materials = $23 040/6 400
= $3,60 per unit x 7 140
= $25 704
Variable overheads = $5,40 x 7 140
= $38 556
Budgeted stepped fixed cost = $27 000 = actual stepped fixed cost, because the question states that
the actual fixed costs for April = budgeted fixed costs.
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LEARNING UNIT 15.2 Other cost management techniques / principles
1. Introduction
In the previous learning unit, we covered the budgeting process (including reporting on variances to
the budget) and other management controls as tools to ensure that objectives are achieved. However,
these controls will not necessarily lead to improvements in sales and reduction in costs on their own.
In this learning unit we will study some of the changes in the operating environment of companies and
some of the developments in cost management necessitated by these changes.
2. Changes and developments in the business environment
The modern business environment exposes organisations to increased competition, shorter product
life cycles, greater customer demands and the increased use of information technology. As part of
these developments, management accounting practices are converging internationally.

pages pages
1 9–10 10 Global competition
1 10–11 13 Growth in the service industry / Deregulation and privatisation
1 11–12 10–11 Changing product life cycles
1 13–15 14–15 Focus on customer satisfaction and new management
approaches
1 15 12–13 Ethical behaviour / Pressure to adopt higher standards of ethical
behaviour
23 633–634 Focus on ethical behaviour
1 12 11 The impact of information technology
23 634–636
1 16 International convergence of management accounting practices
23 636–637 / Globalization and management accounting practices

• The changes experienced by manufacturing companies due to international competition and
imports competing with their products in terms of innovation, variety, quality, cost and customer
service.
• The increased competition experienced by service organisations due to privatisation and
deregulation leading to more focus on cost management and information needs.
• The dramatic decrease in product life cycles due to global competition, technological innovation
and increased customer demands and requirements.
• The key success factors that affect customer satisfaction, namely, cost efficiency, quality, time
and innovation.
• New management approaches to achieve customer satisfaction, namely, continuous
improvement, employee empowerment, social responsibility and corporate ethics.
• The impact of information technology on customers and on the way that companies produce and
sell products and services and record business information.
• Differences in international convergence of management accounting practices at the macro and
micro levels.
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3. Management control systems
Control is a process aimed at ensuring that an organisation follows its planned activities and meets its
objectives. Management accounting control systems (which includes the budget) are only one of the
various control mechanisms that companies use in the overall control process. We shall first look at
different types of controls used by companies in the overall control process.

pages pages
16 405–407 404–406 Different types of controls
16 407–408 406 Feedback and feed-forward controls
16 408–409 407–408 Harmful side-effects of controls
16 421–422 418–419 Side-effects arising from using accounting information for
performance evaluation / Different approaches that managers
use to evaluate budgetees’ performance
16 422–423 422–423 Alternative uses of management accounting information
• the three categories of controls included in the management control process, namely, action
controls, personnel and cultural controls and results (output) controls
• the difference between feedback and feed-forward controls
• the harmful side-effects of controls
• the advantages and disadvantages of the different categories of control
Note that performance evaluation is studied further in Learning Unit 17.1 – Divisional financial
performance measures.
Activity 15.2.1

10th ed: Question 16.28 p 427 (Solution p 785-786)
Feedback 15.2.1
The focus is on negative behavioural consequences as employees should be ‘incentivised’ to counter

these. Link the issues to the budgeting process in your organisation.
4. Cost management techniques
Cost management is synonymous with cost reduction and focuses on continuous improvement and
change. Cost management tends to be used on an ad hoc basis when the opportunity for cost reduction
arises and often does not involve the use of accounting techniques. In contrast, traditional cost control
systems are applied on a continuous basis and rely heavily on accounting techniques. The emphasis
is on cost containment and tends to preserve the status quo without questioning the way existing
activities are performed. A typical example is the comparison of actual results against the budget.
Ideally cost management should reduce costs but not at the expense of customer satisfaction.
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9th ed. 10th ed.

Chapter Pages Chapter Pages Section
21 561–562 22 591–592 Life-cycle costing
21 562–567 22 592–597 Target costing
21 567 22 597-598 Kaizen costing
21 567–571 22 598–602 Activity-based management (see also learning unit
13.3)
21 572 22 603 Business process re-engineering
21 572–576 22 603–608 Just-in-time systems
21 576–581 22 608–612 Quality cost management
21 581–583 23 628–632 Environmental cost management
21 584–585 22 613–615 Cost management and the value chain

• Life-cycle costing determines the costs and revenues over a product’s entire life-cycle including
the pre-manufacturing stage (i.e. research and development and design) and the post-
manufacturing stage (i.e. post sales service, abandonment and disposal costs).
• The use of target costing as a cost management tool in addition to a mechanism for determining
selling prices.
• The difference between target costing and kaizen costing.
• The use of activity-based management to manage activities and thus manage costs in the long
term.
• The goals and main features of just-in-time (JIT) production methods.
• The use of backflush costing to do the accounting entries for a JIT manufacturing system.
• The use of a cost of quality report as well as an environmental cost report. Notice the similarities
in the type of costs as well as layout.
• The use of value chain analysis to increase customer satisfaction and manage costs more
effectively.
Activity 15.2.2

Attempt question: (Drury)

Textbook 9th ed: Question 21.26 p 595 (Solution p 791)
Student Manual 10th ed: Question 22.3 p 159
Enrichment activity
Google ‘JIT’ and ‘Toyota’ and read about the real life impact of this policy on the company, before and
after the 2011 quakes that hit Japan.
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5. Benchmarking
External and internal benchmarking can be used to compare key activities or processes in order to
improve them.
9th ed. 10th ed.

21 571–572 22 602 Benchmarking

• the advantages and disadvantages of benchmarking
Activity 15.2.3

9th ed: Question 21.3 p151
10th ed: Question 22.2 p158
6. Strategic management accounting (SMA)
CIMA defines strategic management accounting as “a form of management accounting in which

emphasis is placed on information which relates to factors external to the entity, as well as non-financial
information and internally generated information.”
9th ed. 10th ed.

The performance management framework
22 598–601 21 560–563
Strategy and strategic positioning
Performance management and performance
measurement systems
Alternative performance management frameworks
Also refer to the learning unit in Finance Tutorial Letter 102 regarding strategy.
7. Summary
In this learning unit we looked at changes in the business environment and developments in cost
management techniques and philosophies. We also investigated other management control systems
and their influence on employee behaviour. The use of benchmarking was also explained.
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Ensure that you can describe the following concepts briefly in a paragraph:
1 Action or behavioural controls

2 Personnel, cultural and social controls
3 Results or output controls
4 Feedback and feed-forward controls
5 Life-cycle costing
6 Target costing
7 Kaizen costing
8 Activity-based management
9 Benchmarking
10 Business process re-engineering
11 Just-in-time systems
12 Quality cost management
13 Environmental cost management
14 Cost management and the value chain
15 Strategic management accounting
Enrichment activity
Google the following concepts and read about a company that employs them:
• Life-cycle costing
• Kaizen costing
• Just-in-time systems
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LEARNING UNIT 15.3 Cost-volume-profit analysis
Prior learning
for cost-volume-profit analysis. If not, please refer to your undergraduate study material and revise
the textbook (Drury) using the page numbers below:
Before studying this topic, you should be able to Applicable Applicable

do the following: references: references:
• Calculate a break-even point and margin of safety. Drury: Chapter 8: Drury: Chapter 8:
• Apply CVP analysis in a multi-product setting. Cost-Volume-Profit Cost-Volume-Profit
• Identify and explain the assumptions on which CVP analysis. analysis.
analysis is based. Pages 172–190 Pages 172–190
• Calculate sensitivities for changes in any variables
in the CVP model.
• Use CVP analysis to determine the expected effect
of decisions and events on profit or the variables
that influence profitability.
• Make suitable recommendations based on the
above calculations.
• Determine what actions or decisions are required to
achieve a predetermined outcome in different
scenarios by using appropriate techniques.
• Explain the meaning and describe the role of
operating leverage in measuring risk and the way in
which it influences profits.
• Evaluate the operating leverage of different
organisations.
1. Introduction
In previous learning units, we looked at cost accumulation for inventory valuation and profit
measurement using different bases. In this learning unit, we will consider the use of the same basic
financial information for decision-making by means of cost-volume-profit (CVP) analysis. CVP is
especially valuable during planning and budgeting as it gives a broad indication of expected outcomes
at different levels for different variables in the CVP model. The breakeven analysis and margin of
safety are also very useful tools in measuring the riskiness of various plans or scenarios in the budget.
2. Cost-volume-profit (CVP) analysis – single product
a) Why does a business have to calculate a break-even point?
• When you start a business, you want to determine what sales level is required for it to survive.
• For a typical start-up business, it is critical to ensure that ongoing operating costs are covered by
sales revenue in the short to medium term.
• In the long term, the business can focus on making a profit. Once again the breakeven point
and margin of safety will indicate the riskiness or sensitivities of various plans or strategies.
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b) Application of CVP
• Please note that ALL variable costs and ALL fixed costs (manufacturing AND non-manufacturing
costs) are included in the break-even calculation.
• Contribution per unit equals the sales price per unit less ALL variable costs per unit. The
contribution margin ratio is the contribution expressed as a percentage of sales.
• The net profit figure in a break-even calculation is ALWAYS BEFORE TAX. Therefore if you are
told in a question that you are trying to achieve a net profit AFTER tax of, for example R50 000,
you must first convert the R50 000 to a BEFORE tax amount before you use it in the break-
even calculation.
• Remember that a break-even point (in units) should always be ROUNDED UP as one less unit
sold will lead to a loss.
• Unit information usually indicates a break-even in units and value/monetary information (eg Rand
or a ratio based on Rand) a break-even in rand.
• The net profit is derived from the units sold in excess of the break-even point, i.e. the contribution
from the margin of safety sales.
• The margin of safety % indicates by how much percent sales volume can decline before the
entity makes NIL profit.
• Sensitivity % for other variables in the model indicates how big a change can be absorbed before
the entity makes no profit.
- ∆ in selling price/unit
- ∆ in variable cost/unit
- ∆ in total fixed costs
c) Impact of factors
All other factors remaining the same:
• An increase in selling price per unit will increase the contribution per unit and decrease the break-
even sales required.
• An increase in variable cost per unit will decrease the contribution per unit and increase the
break-even sales required.
• An increase in total fixed cost will increase the sales required to break even.
Generally, you will first have to determine the nature of the costs before proceeding with the break-
even calculation.
Activity 15.3.1 – Basic revision principles
Work through example 8.1 in Drury textbook (9th ed and 10th ed).
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Feedback 15.3.1
The contribution is: per unit £20 - £10 = £10 or on a value basis £10/£20 = 50%
60 000
The break-even: (units) then 10 = 6 000 tickets
60 000
The break-even: (revenue) then 0,5 = £ 120 000
Or 6 000 tickets at £20 each
To make a profit of £30 000, the profit is treated as a ‘given’ and becomes equivalent to a fixed cost
for that event (or period).
60 000 + 30 000
The equation now becomes (in 10 = 9 000 tickets
units)
A sale of 8 000 tickets will tickets will yield a profit of: 8 000 x 10 (contribution pu) – 60 000 =
£20 000. The required selling price for 8 000 tickets with a required profit of £30 000 becomes:
8 000x = 170 000 with
x = 170 000 ÷ 8 000

= £21,25
NB: Note that in this example you were presented with the variable and fixed costs. Generally, you
will first have to determine the nature of the costs before proceeding with the break-even calculation.
Activity 15.3.2 – Basic application
The founder and majority stakeholder of Tekkie Town explained in a 2011 press interview that he
started the business by buying 12 000 pairs of tekkies and boots at R100 per pair. He sold 80% of this
inventory at double the cost price from selected venues and special events to keep the fixed cost as
low as possible. Assume the fixed cost to be R240 000 for these events. The balance of the inventory
could not be sold and was donated to various charities.
REQUIRED
Calculate the break-even in rand and the margin of safety for this event.
Feedback 15.3.2
1. Calculate the contribution %.
Per unit Or Total

R R
Selling price (R100 x 2) 200 (80% x 12 000 x 1 920 000 (9 600 units)
R200)
Cost price (R100 ÷ 0,8) 125 (12 000 x R100) 1 200 000
Contribution R75 720 000
• Contribution MR (%) 37,5%

(75/200 or 720/1 920)
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NB: You should note that in cost accounting and especially so where decision-making is concerned,
more than one approach is feasible. It is important that you follow those approaches which are more
logical to yourself and which you will be comfortable with in identifying in a more complex scenario.
2. Calculate the break-even – rand,
240 000
BEP = 0,375 = R640 000
3. Calculate the margin of safety (MoS)
1 920 000 – 640 000

MoS = 1 920 000 = 66,7%
In units, this represents: 9 600 – 3 200 = 6 400 pairs.
Note that for any organisation with relatively low fixed costs, there will be less concern about
the margin of safety, or in other words, it will be easier to get to their break-even.
Activity 15.3.3
C1: Note mark
Question 22 marks (C1) allocation and calculate
how long it should take
you to answer this
ABC Ltd manufactures product A which is sold directly to retailers. The
question.
company is experiencing strong competition and the management report for 100 marks = 150
the last trading year indicated that the company produced the lowest profit in minutes
five years. The forecast for the next year indicates that the present
deterioration in profits is likely to continue. The company considers that a
profit of R90 000 should be achieved to provide an adequate return on capital C2: Target profit to be
(C2). added to FC.
C3: Different proposals.

The financial director is of the opinion that a change in the present pricing and Calculate the effect of
marketing policies will have the necessary effect. He has two proposals (C3) both.
for improving the profit situation.
Proposal 1
C4: Make a note of
this. You will have to
Market research indicates that a 10% reduction in selling price would adjust selling price per
increase demand by 40% (C4). unit and units sold.
Proposal 2 C5: Quantity and own

transport, some
saving.
Sell 55 000 units of product A annually to XYZ for resale in Namibia. XYZ
will transport these products from ABC Ltd to their own warehouse (C5).
While ABC Ltd would not pay any sales commission, the company will
C8: Use given quantity and
provide special packaging at a cost of 40c per unit. (C6) ABC Ltd would also price and consider the
contribute R66 000 per annum towards the marketing campaign (C7) of the constraint.
product in Namibia.
The marketing director is of the opinion that in 20x2 the sales from existing C6: Do commission
and then additional
business would remain unchanged at 120 000 units, based on a selling price variable cost.
of R10 if this special order is undertaken. C7: Consider the
impact of this on the
fixed cost.
ABC Ltd has a maximum production capacity of 180 000 units (C8).
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ABC LTD
MANAGEMENT STATEMENT OF PROFIT OR LOSS AND OTHER COMPREHENSIVE INCOME
31 DECEMBER 20x1
R R
Sales revenue: (120 000 units) 1 200 000

Factory cost of goods sold (878 000)
Direct materials 144 000
Direct labour 420 000
Variable factory overheads 64 000 C9: Read
Fixed factory overheads 250 000 through the
Gross profit 322 000 information in
Administration overheads (168 000) the income
statement
Selling and distribution overheads (132 000) carefully.
Sales commission (2% of sales) 24 000 Separate fixed
Delivery cost (variable per unit sold) 60 000 and variable
Fixed costs 48 000 costs.
Net profit (C9) 22 000
C10: Value in RAND – do not

stop at units. See IS given.
REQUIRED Marks
(a) Calculate the break-even sales value (C10) based on the
C11: Make note of the
statement of profit or loss and other comprehensive (4) following: Proposal 1 and the
income for 20x1. answer has to be in units.
(b) Do a financial evaluation of proposal 1 and calculate the Time saving. Note
target profit of R90 000. You
number of units that ABC has to sell at the new price to are not calculating break
achieve the target profit of R90 000 (C11). (10) even sales units where profit
= R0
(c) Assuming that proposal 2 is implemented, C12: A minimum of fixed and

calculate the minimum price (C12) that XYZ Ltd has to pay variable costs must be
for the product - (4) covered.
(i) To ensure that ABC Ltd would break even (C13) on
the special contract; and (4) C13: Profit = R0.
(ii) If the target profit (C14) for ABC Ltd must be achieved. (4)
(iii) How would your answer in (c)(i) differ if the special C14: Target profit, therefore
order was for 65 000 units. (4) profit = R90 000.
Round figures off to two decimals.

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Feedback 15.3.3
(a) Break-even sales value

Fixed costs
= Contribution margin ratio
= R 466 000/0,4067
= R 1 145 808
(4)
The mark allocation is
Calculations as follows: 2 marks for
fixed costs (numerator)
and 2 marks for
Fixed costs contribution ratio
R (denominator)
Fixed factory overheads 250 000
Administration overheads 168 000
Fixed selling and distribution overhead 48 000 Directly from income
Fixed costs 466 000 statement
Contribution
R
Sales 1 200 000 Contribution = Sales –
variable costs
Less: Variable costs (712 000)

Direct materials 144 000
Direct labour 420 000
Variable factory overheads 64 000
Sales commission 24 000 Directly from income
statement
Delivery costs 60 000
Contribution 488 000
Contribution margin ratio 40,67%
Make note of the
following:
(b) Proposal 1: units to achieve target profit
1. Decrease in selling
Revised selling price 9,00 (1) price to R9 i.e. 10%
Less: Variable costs (5,91) (2) reduction in selling
price.
Direct materials 1,20
Direct labour 3,50 2. Calculation of sales
Variable overhead 0,53 commission-based
on R9.
Delivery expenses 0,50
Sales commission (2% x R9) 0,18 3. Increase in demand
of 40% to 168 000
Contribution per unit 3,09 units.
Number of units sold (1,40 x 120 000) 168 000 (1)
Total contribution (R’000) 519 120 (1)
(168 000 x R3,09)
Fixed costs 466 000 (1)
Profit from Proposal 1 53 120
Contribution p/u (R488 ÷ 120 000) R4,0667

Reduction in SP 10% x R10 (1,0000)
Saving in commission 2% x R1 0,02
New contribution p/u 3,0867 round off R3,09
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Evaluation
The profit of R53 120 is still less than the R90 000 needed to provide an adequate return on capital.
Therefore, although it increased the net profit situation, it is not an adequate solution for ABC Ltd’s
financial problems. (1)
Required units to be sold in order to earn target profit

Desired contribution (R90 000 + R466 000) R556 000 (1) Calculated in part (a).
Contribution per unit for proposal 1 R3,09

Therefore, required units to be sold = R556 000 ÷ R3.09 Always round UP. If
= 179 935,27 units 179 936 units (1) you sell 179 935
units you will not
make target because
The profit will not be achieved as the market can only absorb according to the
168 000 units at the higher price and not the 180 000 required! calculation you are
required to sell 0,27
more than 179 935
(c)(i) Variable costs when selling to XYZ Ltd to make target profit.
Alternative
R R
OR ∆ Cost = SP – Contribution 5,93
= R10 – R4,07
Direct material 1,20 Please note that

Direct labour 3,50 delivery expenses
Variable overhead 0,53 and sales
Delivery expenses (0,50) - commission won’t
be paid anymore if
Sales commission (0,20) - you take the
Additional packaging cost 0,40 0,40 decision to sell to
Variable cost per unit 5,63 5,63 XYZ Ltd.
Required contribution to break even
= Fixed costs/ units sold The contribution to

= R66 000/ 55 000 units XYZ Ltd is treated as
= R1,20 / unit (2) a fixed cost.
Thus, selling price to break even
= R1,20 + R5,63 = R6,83 (2)
(ii) Normal profit from 120 000 units sold 22 000 See part (a):
Target profit 90 000
R488 000 – R466 000
Profit to be earned from special order 68 000 (1)
To earn R68 000, a contribution of R134 000

(R68 000 + R66 000) is needed.
That is R2,44 (R134 000/55 000) per unit.
Thus, selling price for special order:

R2,44 + R5,63 = R8,07
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(iii) Production capacity is limited to 180 000 units 120 000 +

65 000 = 185 000 units: 5 000 units from existing sales
would have to be sacrificed. (1)
Opportunity cost to be covered 5 000 x R4,07 = R20 350 (1)
Spread over 65 000 units (R20 350 ÷ 65 000) R0,31 (1)
Other variable costs 5,63 (1)
Fixed costs R66 000/65 000 1,02
Selling price for special order 6,96
3. Cost-volume-profit (CVP) analysis – multi-product

pages pages
8 182-184 182-184 Multi-product Cost-Volume-Profit analysis
Remember the following basic rules for calculating the break-even quantities for two or more products:
1. Calculate one total fixed cost figure. Remember to include all fixed costs including fixed
selling and admin costs.
2. Calculate the contribution per unit for each product. Remember to deduct all variable costs
(including variable selling and admin costs). Remember that fixed overheads must not be
deducted when calculating contribution.
3. Calculate a weighted average contribution per unit using sales units (not production units).
Don’t just add the two contributions per unit together or add them together and divide by 2.
4. Do one break-even calculation, namely [Total fixed costs ÷ weighted average contribution per
unit]. Remember to round the break-even quantity up. NB: Show that you have rounded up.
5. Split the total break-even quantity between the products using sales mix ratio applied when
calculating the weighted average contribution (not production units). Remember to round the
break-even quantities up. NB: Show that you have rounded up.
Many students still make the following fundamental mistakes:
INCORRECT: CORRECT:
X Split the total common fixed cost between ✓ Do only one break-even calculation and then
the products and do two break-even split the break-even quantity between the
calculations. products (using the sales mix ratio).
X Add the contribution per unit amounts the ✓ Calculate a weighted average contribution
products involved. per unit
X Use production units to calculate the ✓ Use sales units i.e. sales mix, to calculate the
weighted average contribution per unit. weighted average contribution per unit.
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Activity 15.3.4 – Basic principle
Bubbles Ltd sells two products, namely product X and product Y. C1:
Budgeted =
The budgeted sales are divided equally (C1) between these two products and the 50:50
budgeted contribution is R10 per unit of product X and R6 per unit of product Y.
C2: Actual =
75:25
The actual sales for the period consisted of 75% for product Y and 25% (C2) for
product X. The annual fixed costs are R560 000.
Actual costs and selling prices are identical to the budget.(C3) C3: No
change to
contribution
or FC
REQUIRED
(a) Calculate the unit break-even points for budgeted and actual sales.
(b) Analyse your results.
Feedback 15.3.4
C1: Average base
(a) Budgeted average contribution used, based on 50:50
split.
= (50% x R10) + (50% x R6)
= R5 + R3
= R8,00
Budgeted break-even point
= Fixed costs / Budgeted average unit contribution

= R560 000 / R8,00
= 70 000 units
Actual average unit contribution
= (25% x R10) + (75% x R6) C2: New split lowers

= R2,50+ R4,50 average as more with low
contribution sold.
= R7,00
Actual break-even point

C3: No need to round as
units are already
= Fixed costs / Actual average unit contribution rounded.
= R560 000 / R7,00
= 80 000 units
(b) The break-even point varies depending on the composition of the sales mix.
The actual sales mix is different from the budgeted sales mix (see note above) and
therefore the actual average unit contribution is different from that used in the
budgeted break-even calculation.
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Activity 15.3.5 – Break-even (Super Beverages (Pty) Ltd)
SuperBev has the following budgeted information planned for the next financial year ending
31 May 2020:
Superade Green Soda Total
Sales 310 000 cases 855 000 cases 1 165 000 cases
Production of finished goods 280 000 cases 809 000 cases 1 089 000 cases
Machine hours 58 900 hours 129 500 hours 188 400 hours
Selling price per case R180,00 / case R110,00 / case
Ingredients and packaging R48,30 per case R29,00 per case
Variable overheads R8,50 per case R6,50 per case
Variable selling and admin costs R11,20 per case R9,50 per case
Fixed production overheads R37 800 000
Fixed selling and admin costs R23 100 000
Required:
The sales manager is preparing a presentation and has asked you to calculate the following for
Superade and Green Soda for the year ended 31 May 2020:
i. budgeted fixed production cost per case and
ii. budgeted break-even number of cases
Feedback 15.3.5
i) Calculate the budgeted fixed production cost per case
Step 1: Budgeted total overhead rate
= R 37 800 000
188 400 hrs
= R200,64/hour
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Step 2: Budgeted machine hours per case
Superade Green Soda
= Machine hours 58 900 129 500

Cases produced 280 000 809 000
= 0,21 hours = 0,16 hours
Step 3: Budgeted fixed production cost per case
Superade Green Soda

R R
Superade: R200,64/hr x 0,21 hr/unit 42,13
Green Soda: R200,64/hr x 0,16 hr/unit 32,10
ii) Calculate Budgeted break-even number of cases
Step 1: Total Fixed costs
Fixed costs R
Fixed production overheads – given 37 800 000

Fixed selling & admin costs – given 23 100 000
Total 60 900 000
Step 2: Contribution per case
Contribution per case Superade Green Soda

R R
Selling price – given 180,00 110,00
Less Variable costs (68,00) (45,00)
(48,30 + 8,50 + 11,20; 29 + 6,50 + 9,50)
Contribution 112,00 65,00
Step 3: Weighted average contribution per case:
= (R112 x 310 000 / 1 165 000) + (R65 x 855 000 / 1 165 000)
= (R112 x 26,6%) + (R65 x 73,4%)

Must use BUDGETED sales
= R29,80 + R47,71 volume to determine
= R77,51 per case sales mix ratio
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Step 4: Break-even – total number of cases
Break-even = Fixed cost / Weighted average contribution per case
= R60 900 000/ R77,51
= 785 705,1
= 785 706 cases in total

Step 5: Break-even number of cases per product:
Superade = 785 706 x 310 000 / 1 165 000

Always show
= 209 071,98
rounding!
= 209 072 cases MUST round UP
Green Soda = 785 706 x 855 000 / 1 165 000
= 576 633,02
= 576 634 cases
4. Summary
In this learning unit we focused on the calculation of the break-even point, the margin of safety and
the impact of changes in calculation components on profit.
Knowledge check:
Before proceeding to the next learning unit, ensure that you are familiar with the following concepts:
Yes/No
Classification of costs
2. Determination of fixed and variable costs
3. Definition and calculation of contribution
4. Calculation of the break-even point
5. Interpretation of margin of safety and other sensitivity percentages
6. Effect of change of a given factor on profit or other relevant issue
END OF CONTENT FOR TEST 3

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PART 5, LEARNING UNIT 16 – STANDARD COSTING

• Calculate and analyse variances.

• Provide suitable explanations for variances found.
• Reconcile budgeted income and expenses to actual income and expenses.
• Decide on the appropriate accounting treatment of material variances.
LEARNING UNIT TITLE
LEARNING UNIT 16.1 Variance analysis
LEARNING UNIT 16.2 Reconciliation of budget to actual
LEARNING UNIT 16.3 Variance analysis for control purposes
LEARNING UNIT 16.4 Pro-rating of variances and compliance with the relevant
accounting standard
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LEARNING UNIT 16.1 Variance analysis
Prior Learning
for variance analysis. If not, please refer to your undergraduate study material and revise the
Before studying this topic, you should be able to: Applicable Applicable
references: references:
• Understand and describe the characteristics, aims
and operation of an efficient standard costing Chapter 17, pages Chapter 17, pages
system. 434–463 432–460
• Differentiate between budget and standard data Chapter 18, pages Chapter 18, pages
• Establish cost standards and compile a standard 471–489 469–485
cost card.
• Perform a detailed variance analysis for both Chapter 7, pages Chapter 7, pages
variable and absorption costing systems. 158–163 157–161
• Identify the causes of the variances that arose
within the context of one another and the
scenario presented.
• Prepare a set of accounts with appropriate journal
entries for a standard costing system.
• Reconcile the actual profit with the budgeted
profit.
• Determine when to investigate a variance further.
1. Introduction
Standard costing is a financial control system that analyses deviations from budget in detail, in order
to control future costs and forms part of the process of management by exception. Standards are
predetermined target costs and selling prices which represent a benchmark that should be achieved
under normal conditions. Standard costs are the expected or budgeted costs for producing a single
unit of a product or a service. Quantity standards and cost (price) standards are set for the materials,
labour and overheads consumed in producing a unit of the product. In order to apply standard costing,
standardised tasks or repetitive operations must be involved for which a standard time or quantity and
cost can be determined.
2. Variance analysis
Initial revision activities will be supplemented by notes and complementing examples and activities to
highlight problem areas and to broaden your scope of this topic.
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Activity 16.1.1 – Basic revision example (single product)
Harari Ltd uses a standard absorption costing system to control the manufacturing costs of its single
product. The following standards have been set:
R per unit
Direct material 2 kgs at R6 per kg 12

Direct labour 1 hour at R7 per hour 7
Fixed overheads 1 hour at R9 per hour 9
Total production cost 28
The fixed overhead standard cost per unit is based on a normal budgeted monthly production of 4 000
units. Actual results for the most recent month were:
Production 4 300 units

Direct material Cost R56 000 for 9 000 kgs
Direct labour Cost R32 800 for 4 600 hours paid and worked.
Fixed overheads R35 000
No direct material inventory is held. All products produced are currently sold at R40 per unit with sales
commission of 5% payable on the sales price.
REQUIRED
(a) Calculate the following variances:
(i) Direct material price
(ii) Direct material usage
(iii) Direct labour rate
(iv) Direct labour efficiency
(v) Fixed overhead expenditure
(vi) Fixed overhead volume
(b) Explain the meaning and suggest one potential cause of the direct labour rate variance.
Feedback 16.1.1 – Basic revision example
(a) Calculate the following variances:
(i) Direct material price

Formula (SP – AP) x AQ
Variance (R6,00 – R6,22) x 9 000kg
R2 000 Adverse
Actual price/kg (AP) = R56 000 ÷ 9 000 kg

= R6,22/kg (or R6,2222/kg)
Comment: We paid R0,22/kg more than anticipated, therefore the variance is

adverse/unfavourable.
(ii) Direct material usage

Formula (SQ – AQ) x SP
Variance (8 600kg – 9 000kg) x R6,00
(0,093 kg x R6 x 4 300) R2 400 Adverse
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Standard quantity (SQ) is the input quantity expected for the actual output. Also
referred to as the flexed input quantity of the produced 4 300 units x 2 kg standard
per unit.
Alt:
Actual quantity/unit = 9 000 kg ÷ 4 300 units
= 2,093 / unit
Comment: We used 0,093 kg/unit more than anticipated, therefore the variance is adverse.
(iii) Direct labour rate
Formula (SR – AR) x AH

Variance (R7,00 – R7,13) x 4 600 hrs
R600 Adverse
Actual rate/hour (AR) = R32 800 ÷ 4 600 hours

= R7,13 (or R7,1304)
Comment: We paid R0,13/hr more than anticipated, therefore the variance is

adverse.
(iv) Direct labour efficiency
Formula (SHA – AHW) x SR

Variance (4 300 hrs – 4 600 hrs) x R7,00
Alt: (0,068 x R7 x 4 300) R2 100 Adverse (1)
Again SHA (standard hours allowed – OUTPUT driven) is the flexed hours of
4 300 units produced x 1 hour standard per unit.
(v) Fixed overhead expenditure
Formula Budget – Actual

Variance R36 000 – R35 000
R1 000 Favourable (1)
Budget = 4 000 units x R9 = R36 000
Spent less than budgeted, thus favourable.
(vi) Fixed overhead volume
Formula (AO – BO) x SR

Variance (4 300 units – 4 000 units) x R9,00
R2 700 Favourable
Refer to Learning Unit 13.2. 4 300 units were actually manufactured. As the budget
was for 4 000 units, the volume of units manufactured was exceeded by 300 units,
a positive variance.
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(b) Explain the meaning and suggest one potential cause of the direct labour rate
variance.
• This measures the effect of paying actual labour hours at a different rate
from standard.
• In this case the variance is R600 adverse and could be due to overtime
working at premium rates, or possibly as a result of a recent wage
settlement.
Focus note:
There is a difference between HOW a variance arose and WHY it arose. The HOW in (b)(i) was that
the actual rate paid was more than the budgeted rate. The WHY refers to more expensive labourers
used etc. The WHY refers to the underlying CAUSE of the variance. You will NOT earn marks for
merely stating that the variance arose because Actual was higher than Budget.

pages pages
17 434–463 432–460 Operation of a standard costing system
Establishing cost standards
Purposes of standard costing
Variance analysis (material, labour, variable overhead, fixed
overhead (excluding volume efficiency variance and volume capacity
variance), sales)
Reconciling budgeted profit and actual profit
Standard absorption costing
18 476–483 474–480 Direct materials mix and yield variances
Sales mix and sales quantity variances (excluding Learning note
18.1 – market size and market share variance)
Distinguishing between planning and operating variances
• The methods for the calculation of the various material, labour and variable overhead variances
including the principle of flexible (“flexed”) budgeting as well as the meaning of the variances.
• The differences in the calculation methods for sales and fixed overhead variances under
absorption vs. variable costing systems.
• The calculation of variances using an ex post variance analysis approach (distinguishing between
planning and operational variances).
3. The standard cost card
• Drawing up a standard cost card will enable you to have a clear understanding of the costing
method being used – Absorption vs Variable Costing.
• It will also enable you to understand the resources being used in terms of standard quantities and
costs.
• Variances differ based on the method in use (Absorption vs Variable). Differences occur in sales
and fixed overhead related variances. All other variances are similar irrespective of the costing
method used.
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Variable Costing Standard Cost Card
Components Input Resources Per Unit

R
Variable Costs
Direct Materials:
Material A 3 Kg @ R10/Kg (30)
Material B 6 Kg @ R15/Kg (90)
Direct Labour:
Grade 1 8 Hrs @ R10/Hr (80)
Variable Production Overheads 8 Hrs @ R5/Hr (40)
Variable Selling & Admin Overheads R10/Unit (10)
Total cost per unit 310
Calculation of budgeted profit R
Total contribution 5 000 Units x R190(R500 - R310)/Unit 950 000

Less: Budgeted Fixed Costs
Budgeted Fixed Production Overheads (300 000)
Budgeted Fixed Selling & Admin Overheads (100 000)
Budgeted Operating Profit 550 000
Full Absorption Costing Standard Cost Card
Components Input Resources Per Unit

R
Full cost of sales
Direct Materials:
Material A 3 Kg @ R10/Kg (30)
Material B 6 Kg @ R15/Kg (90)
Direct Labour:
Variable Production Overheads 8 Hrs @ R5/Hr (40)

Fixed Production Overheads 8 Hrs x R7,50/Unit (60)
Total cost per unit 360
Calculation of budgeted profit
R
Total gross profit 5 000 Units x R140(R500 – R360)/Unit 700 000

Less: Selling & Admin Expenses
Fixed Selling & Admin Expenses (100 000)
Variable Selling & Admin Overheads 5 000 Units x R10/Unit (50 000)
Budgeted Operating Profit 550 000
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4. Calculating fixed overhead variances
Carefully study example 17.1 (Drury textbook), which details the calculation of material, labour, overhead
and sales variances. The calculation and eventual interpretation of fixed overhead variances often
present students with major challenges. These are explained again below:
The level of detail of fixed overhead analysis will depend on the costing method system used i.e. a
variable (direct) or absorption costing method. If the question does not tell you specifically what type of
costing method is being used, take a look at the cost per unit for the product (standard cost card) that
the company produces. If it includes fixed production overheads, an absorption costing system is in
place.
1. Variable/Direct costing system
If a direct (variable) costing system is used, only an expenditure variance is noted as the total fixed
cost is deducted in full in the income statement and not allocated in any way to the products that
are manufactured.
Variance Variable costing method Absorption costing method

Fixed overhead Expenditure variance ONLY Expenditure and volume variance
variances
The variance is therefore calculated as follows in activity 16.1.2:
Activity 16.1.2 – Fixed overhead variance in a variable / direct costing system
Scampi (Pty) Ltd budgets for fixed production overhead cost of R75 000. The actual cost for the
year was R80 000. Calculate the expenditure variance
Feedback 16.1.2
Fixed Overhead Expenditure Variance = Budget – Actual = R75 000 – R80 000 = R5 000 A
2. Absorption costing system
If an absorption costing system is used then two variances may be calculated as the fixed production
overheads are allocated to products based on a fixed overhead recovery rate. The two basic variances
for an absorption costing system are the fixed overhead expenditure and the fixed overhead
volume variance. The latter can then be analysed further into the fixed overhead efficiency and the
fixed overhead capacity variances. These two further variances are however not part of the syllabus
of this module.
Activity 16.1.3 – Fixed overhead variances in an absorption costing system
Scampi (Pty) Ltd budgets for annual fixed production overhead cost of R75 000, 20 000 machine
hours and 2 000 units to be produced. Actual machine hours for this year were 18 000 at a cost of
R4,00 per machine hour and 1 850 units were produced. Fixed production overheads are allocated
based on average long run capacity utilisation of 20 000 machine hours. Calculate the fixed
production expenditure and volume variances for the period if actual fixed production overheads
amounted to R72 000.
Feedback 16.1.3
Fixed overhead expenditure variance = Budget – Actual = R75 000 – R72 000 = R3 000 F
Fixed production overhead allocation rate = R75 000 ÷ 20 000 hrs = R3,75 per hour
Unit fixed production overheads = R3,75 x (20 000 hrs ÷ 2 000 units) = R37,50
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SHA per unit = 20 000 hours ÷ 2 000 units = 10 hours

SHA for actual output = 1 850 units x 10 hours = 18 500 hrs
Fixed manufacturing overhead volume variance = (BH - SHA) x SR

= (20 000 hrs – 18 500 hr) x R3,75
= R5 625 A
FOHR is the budgeted cost of R75 000 divided by the budgeted machine hours as this is the base
for allocation. The adverse variance is part of the fixed overhead total variance.
5. Sales/revenue variances
Sales variances can be used to analyse the performance of the marketing and sales function on broadly
similar terms to those for manufacturing costs. The objectives in calculating the sales variances are to
determine whether budgeted volumes and budgeted prices were achieved.
Two variances may be calculated, namely a price and a volume variance. Where a company
manufactures more than one product, a mix variance (calculated using exactly the same principle as
the mix variance for raw materials) is also possible.
5.1. Sales volume variance
The sales volume variance is calculated in terms of the standard profit or standard contribution
margin rather than sales value or price depending on the costing method used.
Variance Variable costing method Absorption costing method

Sales volume variances Contribution margins1 Operating profit (or gross
are used profit)2 margins are used
Note 1: selling price less total unit variable cost.
2
: selling price less total unit manufacturing (including fixed and variable) costs.
The sales volume variance is calculated based on the input quantities and prices in the original
budget. That is the reason why the budget reconciliation will always first take the volume variance
into account in order to flex the budgeted profit to the actual activity level before bringing all the
cost variances into account.
5.2. Sales price variance
The sales price variance accounts for the difference in the actual price achieved and the budgeted
or standard price for each product sold based on the actual activity.
6. Mix and yield variances
Mix and yield variances are calculated for sales, direct materials and direct labour and the following
should be noted:
• In the case of direct materials, the material mix and yield variances explain the materials usage
variance in situations where more than one material class is used in the manufacturing process of
a product.
• In the case of direct labour, the labour mix and yield variances explain the labour efficiency
variance in situations where more than one class of direct labour is used in the manufacturing
process. Class is for instance defined by skill level (i.e. skilled or unskilled)
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• In the case of sales, the sales mix and yield variances explain the sales volume variance in
situations where more than one product with varying unit contributions or profits is sold.
Focus notes:
• The materials must be used in a mixture and manipulating the input qualities of one would result
in more or less being used of the other inputs (there can be substitutions among and between
materials). An example would be where more milk is used and less cooking oil in a dough
mixture. On the other hand, it cannot be used in a motor assembly plant, e.g. a car cannot be
fitted with only one tail light, but instead have two bumpers at the back!
The fact that a product requires more than one material or component as input does not
automatically lead to a mixture. Please read the scenarios presented to you carefully.
• If more than one product is sold, you can always calculate mixture variances between the
products.
• A change in input mixture could be driven by changes in the price of one or more of the required
inputs, or it is pure wastefulness. Make the connection if enough information is provided to
support it.
• A change in input mixture could lead to changes in the quality of the final output, and the resulting
“good” output. Make the connection if enough information is provided to support it.
Activity 16.1.4 – Sales variances
A company has the following budget data and reported results for period 1 in the year 20x8:
Product Budgeted Sales in Budgeted Unit Budgeted Unit Total

Units Selling Price Contribution Contribution
T 2 000 R20 R10 R20 000

S 2 000 R10 R5 R10 000
Total 4 000 R30 000
The actual results were as follows:
Product Actual Sales in Actual Unit Selling Actual Unit Total

Units Price Contribution Contribution
T 1 000 R18 R8 R 8 000

S 2 500 R12 R7 R 17 500
Total 3 500 R 25 500
REQUIRED
(a) Calculate the sales price variance.
(b) Calculate the sales contribution volume variance.
(c) Calculate the sales contribution mix variance.
(d) Calculate the sales contribution yield or quantity variance.
(e) Comment on how the sales contribution mix and yield variances arise.
(f) Reconcile the total sales variances.
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Feedback 16.1.4
It is imperative to indicate Adverse (unfavourable) or Favourable variances!
(a) Calculate the sales price variance
Product Budgeted Actual Difference Actual Sales price variance

price price in price sold
T R20 R18 (R2) 1 000 R2 000 Adverse

S R10 R12 (R2) 2 500 R5 000 Favourable
R3 000 Favourable
(b) Calculate the sales contribution volume variance
The sales contribution volume variance = (budgeted sales units for each product –
actual sales units for each product) x standard contribution per unit for each product.
Product Budgeted Actual Variance Standard Sales contribution

Sales in sales in in contribution volume variance
units units Quantity per unit
T 2 000 1 000 -1 000 R10 R10 000 Adverse

S 2 000 2 500 +500 R5 R 2 500 Favourable
Total 4 000 3 500 -500 R 7 500 Adverse
(c) Calculate the sales contribution mix variance
The sales contribution mix variance = (actual sales quantity – actual sales quantity in budget
proportions) x standard contribution margin per unit.
Product Actual Sales Actual sales Variance Standard Sales

in units in budget in contribution contribution
proportions Quantity per unit Mix
variance
T 1 000 1 750 (50%) -750 R10 R7 500 Adverse
S 2 500 1 750 (50%) +750 R5 R3 750 Favourable
Total 3 500 3 500 0 R3 750 Adverse
Above relates to the change in mix: less units of T with the higher contribution per unit sold.
(d) Calculate the sales contribution yield or quantity variance
The sales contribution yield variance = (actual sales quantity in budget proportions
– budgeted sales quantity) x standard contribution margin per unit.
Product Actual sales in Budgeted Variance in Standard Sales

budget Sales Quantity contribution contribution
proportions per unit Yield variance
T 1 750 (50%) 2 000 -250 R10 R2 500 Adverse
S 1 750 (50%) 2 000 -250 R5 R1 250 Adverse
Total 3 500 4 000 -500 R3 750 Adverse
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Above relates to the difference between actual and budgeted sales. Note that the mix is now
the same, based on the budgeted proportions.
Check: Sales contribution mix variance (R3 750A) + sales contribution yield variance
(R3 750A) = sales contribution volume variance (R7 500A).
(e) Comment on how the sales contribution mix and yield variances arise
• The sales contribution mix variance arises when the actual sales mix differs from the
predetermined mix included in the budget or standard. If the actual mix is varied so that a
larger than standard proportion of more profitable products are sold, then there will be a
favourable mix variance. In this instance more units of the less profitable product S were
sold in larger proportions than projected and hence the adverse mix variance. But the
quantitative aspects of the variance do not reveal the qualitative dimensions. Limiting
factors not disclosed in the question, for instance could have contributed to more of S
being sold than T.
• The sales contribution yield (quantity) variance arises when the actual sales quantity
(holding the mix constant) differs from budget. Again there are arguments amongst
academics whether or not sales mix and yield variances are necessary especially in an
imperfectly competitive market structure where prices and volume are closely related. The
argument is that given price elasticity, the logical consequence of lower/higher selling
prices is higher/lower volumes.
(f) Reconcile the total sales variances

Sales price variance R
3 000 Favourable
Volume variance 7 500 Adverse
Sales contribution mix variance 3 750 Adverse
Sales contribution yield variance 3 750 Adverse
Actual contribution R25 500 less budget control R30 000 = 4 500 Adverse
Activity 16.1.5 – Sales variance (Famous Fishing (Pty) Ltd – Adapted)
The FFWC subsidiary of Famous Fishing sells canned pilchards that are obtained from the following
three sources:
- Pilchards caught by their own fishing vessels and canned at their factory
- Imported canned pilchards that are labelled at their factory
- Imported frozen pilchards that are canned at their factory
The BUDGETED sales quantity and production costs per ton for each type of pilchard canned for the
year ended 31 August 2018 were as follows:
Source of pilchards Sales quantity Production cost per ton

Own catch 3 600 tons R14 260
Imported cans 3 500 tons R17 200
Imported frozen pilchards 2 700 tons R16 000
9 800 tons
The budgeted average selling price for the year was R11,40 per 400g can of pilchards.
FFWC uses a standard absorption costing system.

The budget was based on the standard revenues and costs.
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The ACTUAL results for the year ended 31 August 2018 were as follows:
Source of pilchards Sales quantity Production cost per ton

Own catch 1 100 tons R13 900
Imported cans 3 400 tons R17 550
Imported frozen pilchards 4 800 tons R16 200
9 300 tons
The actual average selling price for the year was R11,68 per 400g can of pilchards.
According to Stats SA, the compound annual growth rate in the retail price of canned pilchards since
2008 has been 6%, which is more or less in line with inflation.
FFWC does not keep any inventory of pilchards at the beginning or end of the financial year (budget
and actual).
REQUIRED Marks
Sub-total Total
(a) Calculate the following variances for FFWC’s canned pilchards for the
year ended 31 August 2018:
(i) Sales price variance 4
(ii) Sales margin mix variance 6
(iii) Sales yield variance 4
Communication skills – layout and structure 1 15
Feedback 16.1.5
(i) SALES PRICE VARIANCE per ton
Selling price Actual tons Sales Price

Actual vs budget sold change x
R/ton Actual Q and
(28 500-29 200) F/U
Own catch 700 1 100 770 000 F
Imported cans 700 3 400 2 380 000 F Must show
Favourable or
Imported frozen pilchards 700 4 800 3 360 000 F
Unfavourable
700 9 300 6 510 000 F
1 ton = 1 000 000g Actual sales price more

(1 x 1 000kg per ton x 1 000g per kg)
Therefore 1 000 000g / 400g = 2 500 cans per ton than standard = ☺
Favourable
Budgeted = R11,40 x 2 500 cans = R28 500 per ton
SALES PRICE VARIANCES per can
Actual = R11,68 x 2 500 cans = R29 200 per ton
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ALTERNATIVE: SALES PRICE VARIANCE per can

Selling price Actual cans Sales Price
Actual vs budget sold change x
R/can (Tons x 1 000 / Actual Q
(11.68-11.40) 0,4)
Own catch 0,28 2 750 000 770 000 F Must show
Imported cans 0,28 8 500 000 2 380 000 F Favourable or
Imported frozen pilchards 0,28 3 360 000 3 360 000 F Unfavourable
0,28 23 250 000 6 510 000 F
ACTUAL Sales quantity in cans

Own catch 1 100 tons x1000 / 0.4kg
Imported cans 3 400 tons x1000 / 0.4kg
Imported frozen pilchards 4 800 tonsx1000 / 0.4kg
(ii) Sales margin mix variance per ton
Standard (budgeted) profit margins per ton (NOT given – therefore must calculate first)
Selling price Production cost Profit margin

R/ton R/ton R/ton
Own catch 28 500 14 260 14 240
Imported cans 28 500 17 200 11 300
Imported frozen pilchards 28 500 16 000 12 500
Actual tons sold (9 300 tons) in budgeted sales (9 800 tons) proportions:
Own catch 3 600 / 9 800 = 36,73% x 9 300 = 3 416

Imported cans 3 500 / 9 800 = 35,71% x 9 300 = 3 321
Imported frozen 2 700 / 9 800 = 27,55% x 9 300 = 2 562
9 800 100,00% 9 300
Actual Actual in Standard

sales qty budget prop. Difference margin Variance
(Ton) (Ton)** Ton R R
Own catch 1 100 3 416 -2 316 14 240 -32 984 490 A
Imported cans 3 400 3 321 79 11 300 887 857 F
Imported frozen pilchards 4 800 2 562 2 238 12 500 27 971 939 F
9 300 9 300 -4 124 694 A
ALTERNATIVE: Sales margin mix variance per can
Standard (budgeted) profit margins per can (NOT given – therefore must calculate first)
Selling price Production cost Profit margin
R/can R/can R per can:
Own catch 11,40 5,70* 5,696
Imported cans 11,40 6,88^ 4,52
Imported frozen pilchards 11,40 6,40# 5,00
* R14 260/ton ÷ 1000kg x 0,4kg = R5,70
^ R17 200/ton ÷ 1000kg x 0,4kg = R6,88
# R16 000/ton ÷ 1000kg x 0,4kg = R6,40
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Actual cans sold in budgeted sales proportions (thousands of cans):
‘000 ‘000 ‘000

Own catch 9 000 / 24 500 = 36,73% x 23 250 = 8 540
Imported cans 8 750 / 24 500 = 35,71% x 23 250 = 8 303
Imported frozen 6 750 / 24 500 = 27,55% x 23 250 = 6 405
24 500 100,00% 23 250
Actual sales Actual in Standard

quantity budget prop. Difference margin Variance
(Cans ‘000) (Cans ‘000) Cans ‘000 R R
Own catch 2 750 8 540 -5 790 5,696 -32 979 840 A
Imported cans 8 500 8 303 197 4,52 890 440 F
Imported frozen pilchards 12 000 6 405 5 595 5,00 27 975 000 F
23 250 23 250 -4 114 400 A
(iii) SALES YIELD QUANTITY VARIANCE per ton
Actual in Budgeted Std

budget prop. sales qty Diff. margin Variance
(Ton) (Ton) Ton R R
Own catch 3 416 3 600 -184 14 240 -2 615 510 A
Imported cans 3 321 3 500 -179 11 300 -2 017 857 A
Imported frozen pilchards 2 562 2 700 -138 12 500 -1 721 939A
9 300 9 800 -500 -6 355 306 A
ALTERNATIVE: SALES YIELD QUANTITY VARIANCE per can

Actual in Budgeted Std
budget prop. sales qty Diff. margin Variance
(Cans ‘000) (Cans ‘000) Cans ‘000 R R
Own catch 8 540 9 000 -460 5,696 -2 620 160 A
Imported cans 8 303 8 750 -447 4,52 -2 020 440 A
Imported frozen pilchards 6 405 6 750 -345 5,00 -1 725 000 A
23 250 24 500 -6 365 600 A
Activity 16.1.6 – Fixed overhead variance

Overhead is absorbed on a machine hour basis:
Hours R
Budget 11 250 258 750
Actual 10 980 254 692
Required: Calculate the expenditure variance and volume variance.
Feedback 16.1.6
Determine a rate: R258 750
= R23 per machine hour
11 250 hours
Expenditure variance: R254 692 - R258 750 = R4 058 F
Absorbed / Applied R23 x 10 980 hours = R252 540
Volume Variance R258 750- R252 540 = (R6 210) U

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Total FOH
variance
(R2 152) U
Allocated Budget Actual FOH

/Absorbed FOH
Volume variance Expenditure variance
R252 540 R258 750 R254 692

(R6 210) R4 058
Unfavourable Favourable
If all goes according to plan, we would have allocated all

fixed production overhead costs to the production Spent less than budgeted,
account. However, due to the volume variance this does thus favourable
not happen.
The capacity of the plant was under-utilised.
Machine worked only 10 980 hours
instead of 11 250 as budgeted
Assume inventory held @ standard

Activity 16.1.7 – Inventory recorded @ Standard cost cost unless otherwise indicated
Product A requires 2 000 kg of raw material x @ R45 per kg for the budgeted production of the 1 000
units of product A
During August 2 100 kg’s of X were bought @ R46 per kg and 2 010 kg’s issued for 980 units made.
IAS 2 Inventories
allows for inventory to be accounted at
Feedback 16.1.7 standard cost if standard approximates actual
Inventory @standard cost
Usage per unit = 2 000kg / 1 000 units = 2kg per unit

Actual purchased
Material price variance: 2 100kg x (R46 – R45) = R2 100 U
Material quantity variance: [2 010kg - (980 units x 2kg)] x R45 = R2 250 U

Closing
INVENTORY HELD AT inventory:
STANDARD COST 2100kg – 2010kg
Journal entries = 90kg
Dt Inventory – Material X (2 100kg @ R45) R94 500 X R45
Dt Price variance [2100kg x (R46-R45) R2 100 =R4 050
Cr Supplier R96 600
2 100 kg @ R46 acquired
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Dt WIP – A (980 units x 2kg x R45) R88 200

Dt Quantity variance – Material X
[2 010 kg – (980 units x 2kg)) x R45] R2 250 Actual issued input to
Cr Inventory – Material X (2 010kg x R45) R90 450 production
2 010kg @ R45 issued Vs
Expected input
Activity 16.1.8 – Inventory recorded @ Actual cost
Use the same information as given in Activity 16.1.4 above.

Inventory is however held at actual cost.
Given that inventory is held at actual cost
Calculate variances.
Feedback 16.1.8
Material price variance: 2 010kg x (R46 – R45) = R2 010 U Actual issued
Material quantity variance: Same as Activity 16.1.4 above

= [2 010kg - (980 units x 2kg)] x R45 = R2 250 U
INVENTORY HELD AT
ACTUAL COST
Journal entries
Dt Inventory – Material X (2 100kg @ R46) R96 600
Cr Supplier / Bank R96 600
2 100 kg @ R46 acquired
Closing
Dt WIP (@ std) (980 units x 2kg x R45) R88 200
inventory:
Dt Price variance – Material X [2010kg x (R46-R45) R2 010
2100kg – 2010kg
Dt Quantity variance – Material X
= 90kg
[2 010 kg – (980 units x 2kg)) x R45] R R2 250
X R46
Cr Inventory – Material X (2 010kg x R46) R92 460
=R4 140
2 010kg @ R46 issued
Must balance
Activity 16.1.9 – Inventory @ standard cost – mix and yield variances
To produce 1 000 units of Jolly-Juice requires 1 200kg of raw material (strawberries) @ R50 per kg
and 800kg of raw material (pears) @ R37,50 per kg. During August 1 250kg of strawberries and
760kg of material pears were issued for the production of 980 units of Jolly-Juice. Raw materials
are held at standard cost.
Required: Calculate the 1) material mix and 2) yield variances.
Feedback 16.1.9
1. Material Mix variance: Strawberries : Pears
Standard MIX 1 200 : 800 [or 3:2 or 60:40]
Apply to actual: 1 250 + 760 = 2 010 1 206 : 804 [60:40]

Actual used 1 250 : 760
Variance (44) U 44F
at Std price R50 R37,5
Mix in Rand (2 200)U 1 650 F
= Total mix variance (550) U
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Yield variance
1 200 kg of material Strawberries + 800kg of material Pears = 2 000kg ➔ 1 000 units of product
Jolly-Juice.
Therefore input : output is 2 : 1
OPTION 1: CONVERT TO OUTPUT:
Total yield (at std R90): R2 250 U
Units 2 010kg (1 250kg + 760kg) issued

Expected yield/output 1 005 should yield
Actual yield/output 980 = 1 005 units (2 010/2)
Variance 25U
Total yield variance (25 units @ R90 per unit) = R2 250 U

S 1 200kg @ R50,00 = R60 000
P 800kg @ R37,50 = R30 000
2 000kg/ R90 000
1000 budget
2kg per unit = R90 per unit
OPTION 2 (ALTERNATIVE): CONVERT TO INPUT:
Actual 2 010kg Input

Expected 1 960kg (980 x 2)
Difference 50kg
Total yield variance (50kg @ R45 per kg) = R2 250 U

2kg per unit = R90 per unit
R90 / 2 = R45 per kg
Total usage / quantity variance = mix variance + yield variance

= (R550) U + (R2 250) U
= (R2 800)U
Activity 16.1.10
Answer question 17.5 on page 121 of Drury Student Manual (9th and 10th ed.) and compare your answer
to the solution.
Feedback 16.1.10
What has been given?
Single product
Standard cost is given PER UNIT (standard cost card). Actual Cost in TOTAL.
18 000 units – actual production
REQUIRED
a) Standard cost for output for the period
b) Calculate and list the relevant variances – reconcile the standard cost to the actual cost. No
fixed overhead sub-variances required.
c) Theory: Comment on usefulness of statements to management.
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Section (a)
A standard cost for the given output on a total basis is the starting point, before variances can be
determined.
What am I calculating?
What would my cost have been given 18 000 units of output (actual production figure) exactly according
to budget?
Direct materials: Standard is 4 kg @ £12 per kg for 1 unit

18 000 x 4 x 12 = £864 000
If we had produced exactly according to budget then our expense for direct materials would have been
£864 000 (flexed budget).
How much did it actually cost you to produce the 18 000 units? £836 000
So the total variance = £864 000 - £836 000 = £28 000 F
Remember that this is the TOTAL variance. This must be split between a usage and price variance in
section (b). You won’t get marks in the exam if you just give the variance in TOTAL.
Labour = 18 000 x 5 x 7 = £630 000

Variable overheads = 18 000 x 5 x 2 = £180 000
Fixed overheads = 18 000 x 5 x 10 = £900 000
Section (b)
Take note of the layout of the variance report. The total variance for each component is further split
into a price/rate/expenditure and usage variance. You will get marks for the price and quantity
variances in the exam so ensure that you include these in your solution.
Section (c)
Note the usefulness of a variance report for management’s control function.
7. Summary
In this learning Unit, we revisited the calculation and meaning of various standard cost variances for
both variable and absorption costing systems. Some issues in calculating mix variances were also
highlighted.
Answer question 17.8 on page 123 of Drury Student Manual (9th and 10th ed.) and compare your answer
to the solution.
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Feedback: Self-assessment activity
Question 17:8
What has been given?
• 2 components – X and Y.
• Material A used in the production of both components.
• Note the time span is 13 weeks.
• Budgeted and actual information is given. Tip: Use 2 different colour highlighters (not pens) the
budgeted and actual information to make it easier to read the information when writing out your
solution in the exam.
• Note materials purchased (total) and usage (component X) given in actual information.
• Note that the material price (total) and usage (component X) variance has been given to you.
What is required?
Section (a)
Direct labour variance for the period. Note that the material variances were already given to you in the
scenario so don’t waste time by calculating it again.
Section (b)
• Standard purchase price for Material A, and

• Standard usage of material A per unit for component X. Note that the mark allocation is 8 marks.
You are required to give 2 answers, therefore 2 calculations. (You were given the variances and
the actual purchases and usage, therefore work backwards to calculate standard purchase price
and standard usage.)
Section (c)
• Describe the steps, therefore an explanation is required. Don’t just do a calculation. Explain how
it is done.
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LEARNING UNIT 16.2 – Reconciliation of budget to actual
1. Introduction
In the previous learning units, the calculation of the various variances was revisited. In this learning
unit the reconciliation of budgeted profit to actual profit will be recapped.
2. Reconciliation of budget to actual

pages pages
17 455 451 Reconciling budgeted and actual profit – variable costing
17 459 455 Reconciliation of budgeted and actual profit for a standard
absorption costing system
• The differences in the reconciliation of budgeted and actual profits for standard variable costing
systems and standard absorption costing systems.
Activity 16.2.1
Charlie Ltd manufactures a single product, Delta. The standard cost card for a unit of Delta is as follows:
R
Direct materials: (in standard mix) A: 3kg at R10/kg 30
B: 6kg at R15/kg 90
Direct labour 8 hours at R10/hr 80
Variable overheads 8 hours at R5/hr 40
Fixed production overheads 60
300
Overheads are allocated to inventory using labour hours as a basis. The overhead rate was determined
using a normal average long-run capacity of 40 000 labour hours (5 000 units) per month for a normal
month of 21 working days.
Budgeted selling price R500 per unit
Budgeted sales 5 000 units per month
There were no raw materials, work-in-progress or finished products in inventory on 1 June 20x2. Raw
materials are recorded at standard cost.
Actual information for June 20x2 (19 working days):

1. Actual sales: R2 424 000 (4 800 units)
2. Units manufactured: 5 100 units
3. Materials – purchased: A: 18 000kg for R189 000
B: 40 000kg for R560 000
– issued: A: 14 000kg Note: 48 000 kg
B: 34 000kg
4. Labour cost: R382 200 for 39 000 hours
5. Variable overheads: R170 000
6. Fixed overheads: R310 000 paid
REQUIRED
(a) Reconcile the budgeted, standard and actual profit.
(b) Present the actual CSI on the absorption basis.
(Univ. of Pretoria adapted)
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Feedback 16.2.1
(a) Reconciliation of budgeted, standard and actual profit

Calc. R Favourable/
note Adverse
Budgeted gross profit (5 000 x R200) 1 1 000 000

Sales margin volume variance ((4 800 – 5 000) x R200) 2 (40 000) A
Standard gross profit (4 800 x R200) 960 000
Other variances:
Sales margin price variance ((R505 – R500) x 4 800) 3 24 000 F
hase price A: ((18 000kg x R10) – R189 000) (9 000) A
OR (R10,50 – R10) x 18 000 4
B: ((40 000kg x R15) – R560 000) 40 000 F
A: ((14 000kg – 16 000kg) x R10) 5 20 000 F
B: ((34 000kg – 32 000kg) x R15) (30 000) A
A: ((16 000kg – 15 300kg) x R10) 6 (7 000) A
B: ((32 000kg – 30 600kg) x R15) (21 000) A
Labour rate variance ((R10,00 – R9,80) x 39 000 hrs) 7 7 800 F
Labour efficiency variance 8 18 000 F
((39 000 hrs – 40 800 hrs) x R10)
Variable overhead expenditure variance 9 25 000 F
((39 000hrs x R5) – 170 000) OR (R5 – R4,36) x 39 000
Variable overhead efficiency variance
(39 000hrs – 40 800hrs) x R5 9 000 F
Fixed overhead expenditure variance (R300 000 – R310 000) 10 (10 000) A
Fixed overhead volume variance 11 6 000 F
Actual gross profit 1 032 800
Check:
Actual sales 2 424 000
Materials purchased (R189 000 + R560 000) 749 000
Closing inventory Material A (4 000kg x R10) (40 000)
Material B (6 000kg x R15) (90 000)
Materials used 619 000
Labour 382 200
Variable overheads 170 000
Fixed overheads 310 000
Closing inventory (300 x R300 : standard cost) (90 000) (1 391 200)
Note: When using brackets only, clearly indicate whether this implies an adverse or
favourable variance.
Calculations:
1. Standard gross profit per unit = R500 selling price – R300 standard cost = R200 per unit
2. Charlie Ltd uses an absorption costing method (fixed production overheads part of standard
production cost). Sales margin volume variance is therefore based on adjusting gross profit.
3. Actual selling price per unit = R2 424 000 / 4 800 units = R505 per unit
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4. As the raw materials are recorded at standard, the difference between the actual price and the
standard price is accounted for at the time of purchase. The purchase price variance is therefore
based on actual quantities PURCHASED.
5. Actual material usage in standard proportions:
Total quantity of material actually used = 14 000kg of A + 34 000kg of B = 48 000kg

Standard per unit = 3kg of A + 6 kg of B = 9kg in total
In standard proportions: A: 3/9 x 48 000kg = 16 000kg
B: 6/9 x 48 000kg = 32 000kg
48 000kg
The mix and yield variance (or usage variance) is ALWAYS based on materials ISSUED to
production, never on purchases.
6. Standard quantity of materials (expected) for actual production:
Material A: 5 100 units x 3kg = 15 300kg

Material B: 5 100 units x 6kg = 30 600kg
45 900kg
7. Actual rate per labour hour = R382 200 / 39 000 hours = R9,80 per clock hour.
8. Standard labour hours for actual production = 5 100 units x 8 clock hours per unit
= 40 800 hours
9. Actual variable overhead rate = R170 000 / 39 000 labour hours = R4,3589 ≈ R4,36
10. Budgeted fixed production overheads = R60 per unit x 5 000 units = R300 000
11. Volume: Budget vs actual → (5 000 – 5 100) x R60 = R6 000
12. All the production cost variances are based on the PRODUCTION volumes and the sales
variances on the SALES volume.
(b) Sales R2 424 000

Standard cost of sales (4 800 x 300) 1 440 000
Standard gross profit 984 000
Production variances 48 800
- materials (7 000)
- labour 25 800
- variable overheads 34 000
- fixed overheads (4 000)
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Activity 16.2.2
Answer question 17.7 on pages 123 of Drury Student Manual (9th and 10th ed.) and compare your
answer to the solution.
Feedback 16.2.2
Question 17.7
The question required a reconciliation of budget cost and actual cost.
What we need to complete the task is the budget and actual costs information. We also have to break
the difference/variance between the two (budget and actual) down to levels and components that would
give the user (production director) more information for decision-making.
In the scenario provided, decisions have to be made on variable costs (i.e. labour, materials, and
variable overheads), hence the variance will be split in accordance with the aforesaid components.
Take note of the planning variance (to be discussed further in the following learning unit), and also
how adverse and favourable are treated in the reconciliation which needs to be compared to when a
profit reconciliation is done.
3. Summary
In this learning unit we studied the reconciliation of budgeted profit to actual profit by means of adding
the favourable to and deducting the adverse production and sales variances from the budgeted profit.
Attempt questions: (Drury Student Manual)

9th ed: Question 18.2 on page 125 (Solution pages 338–339)
9th ed: Question 18.4 on pages 128–129 (Solution pages 340–341)
10th ed: Question 17.6 on pages 122-123 (Solution page 330)

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LEARNING UNIT 16.3 – Variance analysis for controlling purposes
1. Introduction
In the prior learning unit 16.2 we looked at the reconciliation of budget figures to actual figures. In this
learning unit we will study the factors that should be considered when deciding whether it is worthwhile
to investigate variances.
2. Variance analysis for controlling purposes

pages pages
18 482–483 479–480 Distinguishing between planning and operating variances
18 483–485 480–482 The investigation of variances
18 485–487 482–483 The role of standard costing when ABC has been implemented
• the impact of controllability on variance reporting, i.e. flexing and planning variances
• the causes of variances and the methods used to determine whether an investigation is justified
• the types of costs for which an ABC system variance analysis is appropriate
Activity 16.3.1
Answer question 18.8 on page 131 of Drury Student Manual 9th ed. or question 18.8 on pages 130-
131 of Drury Student Manual 10th ed. and compare your answer to the solution.
Feedback 16.3.1
Question 18.8 (Drury Student Manual 9th ed.) – Milbao Plc.
What information is given?
• 3 products
• Budget and standard information given for a 4 week period.
What is required?
a) The sales volume variance – this can be calculated based on selling price per unit, contribution
per unit or profit per unit. Therefore, keep in mind that you might have to calculate the contribution
and profit for each product. How is contribution calculated? Sales price – variable costs. Profit =
sales price – variable costs – fixed costs.
b) Theory: relative merits of each of the valuation bases.
c) Total sales quantity and sales mix variances. Note what information has been given with respect
to the sales mix. The budgeted sales mix of Superb: Excellent : Good is 30 000:50 000:20 000
(3:5:2). Therefore if you sell 96 000 units (actual sales) then it should be sold in the mix 3:5:2.
d) Theory question
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e) Additional new information is given. Remember to go step by step so that you don’t forget to take
into account all the numbers that have changed.
Section (a)
Budgeted sales mix 3:5:2
Actual sales based on budgeted sales mix:

Superb = 96 000 x 3/(3+5+2) = 96 000 x 3/10 = 28 800
Excellent = 96 000 x 5/(3+5+2) = 96 000 x 5/10 = 48 000
Good = 96 000 x 2/(5+3+2) = 96 000 x 2/10 = 19 200
If we went according to the budgeted sales mix then we would have sold the above quantities.
Contribution:
Superb = 100 – 40 = 60
Excellent = 80 – 25 = 55
Good = 70 – 22 = 48
Profit
Superb = 100 – 40 -25 = 35

Excellent = 80 – 25 -25 = 30
Good = 70 – 22 -25 = 23
Section (e)
1. “The actual selling price and variable costs …. are 10% and 5% lower respectively than the
original budget or standard”
Actual Selling price = £100 x (100% - 10%)

= £100 x 90%
= £90
Actual variable costs = £40 x (100% - 5%)

= £40 x 95%
= £38
2. “General market price has fallen by 6% from the original standard”
Revised standard:
Selling price = £100 x (100% - 6%)

= £100 x 94%
= £94
“3% of the variable cost reduction from the original budget/standard is due to an overestimation of a
wage award…”
Revised standard:
Variable cost = £40 x (100% - 3%)
= £40 x 97%
= £38,80
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Original (Planning Revised (Operational Actual

standard variance) standard variance)
Difference Difference
Selling price £100 £6A £94 £4A £90

Variable cost £ 40 £1,20F £38,80 £0,80F £38
Contribution £ 60 £55,20 £52
Sales volume variance units = 36 000 (actual) – 30 000 (budget)

= 6 000F
3. Summary
In this learning unit we looked at the reasons for variances and the models used by organisations to
ensure that the benefits from investigating variances exceed the costs. The use of standard costing
when an ABC system is in use was also investigated.
Answer question 18.18 on page 492 (Drury textbook 9th ed.) or question 18.17 on pages 488-489 (Drury
textbook 10th ed.) and compare your answer to the solution.
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LEARNING UNIT 16.4 Pro-rating of variances and accounting standards compliance
1. Introduction
In the previous learning units the approach was almost entirely from the management accounting
perspective. The focus now shifts to financial accounting.
2. Pro-rating of variances and compliance with IAS 2
Financial statements prepared in compliance with International Financial Reporting Standards (IFRS)
require compliance with IAS 2 (Inventories).
Study the following:
IFRS: IAS 2 (Inventories)

Jackson and Stent: Auditing Notes for South African Students (10th ed): p 12/18–12/20 and
12/24–12/26
Drury textbook 9th ed: Chapter 3: pages 66 – 67 or 10th ed: Chapter 3: pages 62 – 63
(Under- and over-recovery of overheads)
9th ed: Chapter 7: pages 158–162 or 10th ed: Chapter 7: pages 157–160
(Some arguments in support of absorption costing; Alternative denominator-
level measures)
• IAS 2 paragraphs 12–13 require the systematic allocation of fixed and variable production
overheads to the cost of inventories. Absorption costing (including ABC) is a systematic allocation
of fixed production overheads.
• For manufactured goods, the allocation of overheads to the cost of manufactured inventory must
- include only fixed and variable production overheads
- be based on normal capacity and must
- be allocated on a systematic basis which is reasonable
• The different possible denominator activity levels that can be used when calculating overhead rates.
• Where standard costs are used, the standard cost can be used for valuation and financial
statements, if it approximates actual costs. This implies that variances, their materiality and
causes should be considered during the valuation process. Abnormal wastage should be
excluded. Over-recoveries should be investigated.
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Inventories consist of:
• Assets held for sale in the ordinary course of business (finished goods and goods bought for resale).
• Assets held in the process of production (work-in-progress).
• Materials or supplies to be consumed in the production process (raw materials).
• Goods for resale and/or goods imported have specific issues that should be considered.
Finally, inventory is valued at the lower of cost and net realisable value (NRV). NRV is the estimated
selling price in the ordinary course of business less the estimated costs of completion and the
estimated costs necessary to make the sale.
Activity 16.4.1
Revise the illustrative example in learning unit 13.2 (Variable and Absorption Costing).
Feedback 16.4.1
Note the application of IAS 2 paragraph 13 in Part (d) of the example regarding the treatment of
overheads allocated during periods of abnormally high production.
3. Summary
IAS 2 requires the use of absorption costing to value closing inventory for external reporting purposes.
Furthermore, the allocation of fixed production overheads should be based on normal capacity.
Standard costing is allowable for financial statements if the cost approximates actual cost. Unusual
variances should be investigated and a decision taken on whether the variance becomes a period cost,
or whether the standard is adjusted and inventory is re-valued.
Before moving on to the next topic, make sure that you have grasped the following:
When a standard costing system can be used to value inventories:
- the accounting treatment of variances that arise between actual costs and standard (or allowed)
costs
- the treatment of an unusually high fixed production volume variance
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PART 5, LEARNING UNIT 17 – PERFORMANCE MEASUREMENT

After studying this topic, you should be able to
• have a critical understanding of appropriate performance measures within an enterprise

• distinguish between the managerial and economic performance of a division
• explain the meaning of return on investment (ROI), residual Income (RI) and Economic
Value Added (EVA®)
• apply appropriate performance measures within an enterprise
LEARNING UNIT TITLE
LEARNING UNIT 17.1 Divisional financial performance measures
LEARNING UNIT 17.2 Transfer pricing in divisional companies

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LEARNING UNIT 17.1 Divisional financial performance measures
Prior learning
for divisional financial performance measures. If not, please refer to your undergraduate study
material and revise the textbook (Drury) using the page numbers below:

• Differentiate between functional and divisional Chapter 16: Chapter 16:

organisational structures and prepare organisational Pages 411–417 Pages 409–416
structures (organograms) for both.
• Identify and explain the advantages and Chapter 19: Chapter 19:
disadvantages of divisionalisation and the Pages 497–504 Pages 494–503
prerequisites for a successful divisional control Pages 508–514 Pages 506–513
structure.
• Determine appropriate responsibility centres for Chapter 21: Chapter 22:
control purposes at different levels in the organisation. Page 580 Page 611
• Describe the controllability principle and its impact on
performance measurement.
• Distinguish between the economic performance of the
division and that of the manager.
• Compute return on investment (ROI), return on
invested capital (ROIC) and residual income (RI) and
identify the advantages and disadvantages of each.
• Identify and compute the impact of factors, such as
asset base and depreciation, on the performance of
the divisions and/or managers.
• Compute and explain the effect of performance
measurement on capital investment decisions.
• Identify and explain the approach (excluding balanced
scorecard) that can be used to reduce the
dysfunctional consequences of short-term financial
performance measures (including non-financial
measures).
1. Introduction
Decentralisation may take many forms, but relates to any circumstance where part of the management
processes are removed from head office and reallocated to divisions of the company. These divisions
may be subsidiary companies or different departments within a company and are usually split along
product or geographical lines. In this module, we shall discuss the evaluation of divisional performance
by employing appropriate performance measures and distinguishing between managerial and
economic performance. We shall focus primarily on computing ROI, RI and EVA® and discuss the
influence of these measures on capital investment decisions. Economic value added (EVA®) was not
studied in the undergraduate module and is introduced in this learning unit. Finally, we shall discuss
various approaches that can be employed to overcome the short-term orientation associated with
accounting profit-related measures. It is also important to note that the transfer price between
departments, divisions or subsidiaries will impact the performance of all involved. Transfer pricing is
discussed in the next learning unit, 17.2.
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2. Divisional financial performance measures
Divisional
performance
measures
ROI RI EVA® Other
Divisional
Managerial
economic
performance
performance

pages pages
19 498–499 495–496 Divisional organisational structures
19 499–500 497–498 Distinguishing between the managerial and economic
performance of the division
19 500–502 498–500 Alternative divisional profit measures
19 502 500 Surveys of practice
19 502–503 500–501 Return on investment
19 503–504 501–502 Residual income
19 504–508 502–506 Economic value added (EVA®)
19 508 506 Determining which assets should be included in the investment
base
19 509–510 507–508 The impact of depreciation
19 512–514 508–511 The effect of performance measurement on capital investment
decisions
19 512–514 511–513 Addressing the dysfunctional consequences of short-term
financial performance measures
16 405 404 Control at different organizational levels
16 411–413 409–411 Responsibility centres
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• Financial performance measures should include only the factors directly controllable by the
manager. Therefore, distinguish between managerial and economic performance.
• Non – financial factors (e.g. competitiveness, productivity, quality, etc.) should be incorporated in
performance measures in order to mitigate the short – term orientation of managers.
• EVA® adjusts for distortions introduced by generally accepted accounting principles into the
divisional performance measure to measure economic performance (the starting point though, is
the accounting profit based on historic costs and not future cash flows).
• Refer also to LEARNING UNIT 15.2 earlier in this tutorial letter which looked at benchmarking.
Utilising RI, ROI and EVA® as departmental financial performance measures can result in discrepancies
(inconsistent rankings in terms of the best performing division).
It is therefore important to determine the different attributes of each performance measure:
• EVA® eliminates accounting distortions, whereas ROI, ROIC and RI do not.
• RI and EVA® are difficult to compare between divisions of different sizes due to their absolute (monetary)
value.
• ROI as a percentage ignores the size of the investment, whereas EVA® and RI incorporates the invested
capital size.
• RI and ROI are based on historic investment capital whereas EVA® is based on market values.
• EVA® is a superior performance measuring method as it determines if shareholder wealth was created,
or depleted. It also achieves goal congruence.
Return on investment, Residual income and Economic Value Added will now be discussed. Refer to
Chapter 8 of Skae et al. for the analysis of financial information by external stakeholders.
Note:
One of the difficulties of financial performance measurement is the inconsistencies encountered
between different texts and used in practice by different entities. In practice ratios are often adjusted
to accommodate the entity’s specific purpose.
» One such complication is the treatment of taxation. It is often argued that taxation forms part of the
operational performance of the entity and the entity/ division/ management should seek to minimise
the tax liability and operating profit* is therefore determined after deducting taxation.
There against, entities may argue that taxation should be excluded from operating profit, especially for
entities from different countries under different taxation legislation and operating profit* is therefore
determined before deducting taxation.
» Secondly, investment balances can be based on either historic costs or fair value. Although fair value
may be subject to certain assumptions if calculated accurately it should be used as it will provide
greater insight.
» In practice the use of average balances for ROI and Residual Income is recommended, however for
the purpose of this study material you may use closing balances unless otherwise stated.
In practice entities often use average Invested capital balances for EVA ®. Theoretically, however,
EVA® should be based on opening balances (historic cost with no revaluations) as the investment
capital amounts are adjusted and opening balances are used as starting point.
It is therefore vital that students read and interpret the information provided carefully to determine
controllability, etc. Students should further indicate where assumptions were made.
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a) Return on Investment (ROI)
ROI = Operating profit*

Investment
• ROI measures the profit or loss generated on an investment relative to investment cost. ROI is
used for personal or business investment decisions. It can also be used for divisional performance
measurement (internal managerial information).
• ROI is expressed as a percentage (%) and therefore size of the investment is ignored.
• It can be used to compare the performance of different investments.
Activity17.1.1:
Review the calculation of ROI, Question 19.17(a) page 517 (Drury textbook 9th ed.) or Question
19.17(a) page 516 (Drury textbook 10th ed.)
Feedback 17.1.1
No adjustments were required for the given financial components. Division B yields a slightly higher
return.
b) Residual income (RI)
RI is the amount of profits that exceed the required rate of return1. Residual income can be used to
assess the performance of a manager, or a department, or a business unit.
Residual income = Operating profit* – (Required rate of return1 x Invested capital)

Note1: Specific business determined required rate of return or adjusted Weighted Average Cost of
Capital (WACC)
i) Managerial performance
• RI (managerial)
= Controllable operating profit – (Required rate of return1 x Controllable invested capital)
• Controllable operating profit refers to the divisional profit before interest, excluding
(uncontrollable) allocated head office costs.
• Note the arguments for using divisional net profit (after deducting allocated head office cost) as
discussed in the Drury textbook sections “Alternative divisional profit measures” and “Surveys of
practice”. Always read the test and exam questions for specific guidance.
• Capital charge = Controllable investment2 x required rate of return %

2
Controllable investment usually refer to the total of non-current assets plus net working capital.
= Controllable Operating assets – Controllable Operating liabilities
= Controllable Property, plant and equipment + controllable current assets – excess cash
– Controllable non-interest bearing current liabilities

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• Students should consider whether or not the manager of a division has the power to exercise
decisions relating to the purchase or disposal of an item of assets or changes to it - such power
indicates controllability.
ii) Divisional economic performance
• RI (economic)
= Divisional operating profit – (Required rate of return1 x Divisional invested capital)
• Divisional operating profit refers to the divisional profit before interest, excluding ONLY
allocated head office costs which could not be avoided even if the division closes down.
• Capital charge = Total investment in division x required rate of return %
• Total division investments2 usually refer to the sum of non-current assets and net working
capital utilised by the division.
Note: At this stage the required rate of return or the adjusted WACC will be given. In tests
or exams you can be required to calculate the WACC or adjusted WACC.
iii) Advantages of Residual income
• Suboptimal decisions are discouraged as managers will invest in projects that yield a return
higher than the cost of capital.
• Contribution by divisions to group profit is clearly measured.
• Comparability is enhanced as different required rates of return may be used to reflect different
risk profiles of the divisions.
iv) Disadvantages of Residual income
• The formula is slightly more complex relative to ROI.

• Managers may be disgruntled about different required rates of return.
• The answer is a rand-amount which makes it difficult to compare different size divisions.
• The short-term view is emphasised.
Activity17.1.2:
Review the calculation of Residual Income (RI), Question 19.17(b-e) page 517 (Drury textbook 9th ed.)
or Question 19.17(b-e) page 516 (Drury textbook 10th ed.).
Feedback 17.1.2
Division B has a higher residual income than division C.
c) Economic Value Added (EVA®)
EVA® is a financial performance measure and is a registered trademark of Stern Stewart & Co. It is
used to determine if value was added (wealth was created) for shareholders. EVA® is a measure to
assess how effectively company assets are utilized to generate income
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EVA® makes adjustments to eliminate accounting entries, such as provision for doubtful debts
or adding capital value for Research and Development that was expensed ito IAS38. This is
done to achieve the amount that closely represent an economic profit and values.
EVA® = Adjusted NOPAT2 – (Adjusted Invested capital1 × WACC)
Note: 1 This represents the total capital invested through equity or debt in a business entity.
Note: 2 Net operating Profit After Tax

pages pages
19 504–505 502–503 Economic Value Added (EVA®)
19 505–508 503–506 An illustration of the calculation of EVA®
Study the following sections in Managerial Finance (Skae et al. – 8th ed.):
Chapter Pages Section
8 290 Economic Value Added (EVA®)
8 291–311 An illustration of the calculation of EVA®: (V) Financial market/
investor (e) ONLY (pages 310-311)
The following steps should be followed for calculating EVA®:
STEP 1: Calculate adjusted NOPAT
1.1 NOPAT (Controllable for divisions) XXX

1.2 Adjust for Accounting (IFRS) distortions
Add back:
Non-cash expenses:
Depreciation (accounting)* Replace accounting depreciation with X
economic depreciation (holding gains/losses).
Non-cash expenses EVA® is measured in cash-flow terms
Provisions and deferred tax and forex X
losses or gains X or (x)
Interest paid net of tax Interest is already taken into account in the X
(assuming a tax rate of 28%: WACC.
interest payments x 0.72)
Long-term value creating expenses:
Advertising and These costs are considered investments in the X
research and development costs** future, thus creates value in the long term. Add
(which did not meet the IAS 38 the entire expense back and then deduct the
recognition criteria of an intangible amortisation.
asset and was expensed)
Goodwill amortisation*** Payments for goodwill create value and X
therefore goodwill amortisation is added back as
it forms part of intangible assets.
Operating lease interest cost**** Add back and capitalize the lease if sufficient X
information is provided in the scenario.
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1.3. Deduct:
Depreciation (economic)* Decrease in asset value during the year due to (X)
wear and tear or obsolescence.
Amortisation of advertising and These costs are capitalised as assets and (X)
research and development costs.*** should therefore be amortised.
Goodwill impairment *** As goodwill impairment is added back any (X)
impairment should be deducted. Ignore if the
question is silent.
Extra ordinary gains (X)
Adjusted NOPAT XXX
STEP 2: Calculate the value of the adjusted invested capital
2.1 Calculate the value of the controllable invested capital if divisional performance is being
measured (Drury 9th ed: p 508 or 10th ed: p 506). The term controllable invested capital refers to
the net asset base that is controlled by divisional managers. If the purpose is to evaluate the
performance of a divisional manager, then only those assets that can be directly attributed to the
division and are controllable by the manager should be included in the asset base. This means that
only assets that can be influenced by the divisional manager ought to be included in the measure.
For instance, if debtors and cash are administered by central headquarters, they should be excluded
because a divisional manager cannot influence these items.
2.2 Calculate the adjusted invested capital
Depending on the information available and purpose, Invested capital can be calculated utilising
more than one method.
A. When looking at where the capital has been invested in operations:

Invested capital = operating assets – operating liabilities
= Property, plant and equipment + current assets – excess cash + goodwill + intangible assets
– non-interest bearing liabilities
B. When looking at what capital has been invested in operations:

Invested capital = Debt capital
+ equity capital
+ preference share capital
– excess cash
– non-operating assets
– investments
Which consists of: = Interest bearing debt (short and long-term)
+ equity capital (including reserves and retained earnings)
+ preference share capital
– excess cash
– non-operating assets
– investments
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Invested capital1 (A or B) ZZZ

Plus:
Capitalised operating lease (net value after amortisation) Z
Goodwill amortisation Z
Capitalised advertising and research and development cost (net value after Z
amortisation)
Deferred tax and other provisions Z
Adjust:
The net effect of accounting and economic depreciation Z or (Z)
Non-cash incomes or expenses affect retained earnings (Z)Or Z
Adjusted Invested Capital1 ZZZZ
Note1: Use replacement values where available, else use non-current assets at market value plus net
working capital at realisable values plus capitalised expenses at amortised values.
Step 3: Calculate return value required
Assume 16% for this example- You may be required to calculate WACC
Return value required = Adjusted Invested Capital (ZZZZ) X WACC or adjusted WACC.
= ZZZZ X 16%
=0.16ZZZZ
STEP 4: Calculate EVA®
EVA® = Adjusted NOPAT – (Adjusted Invested capital1 × WACC)
EVA® = XXX - 0.16ZZZZ
STEP 5: Conclude
• If the EVA® > 0, economic value is created/added.

• If EVA® < 0, capital is depleted.
(Source: Skae et al. – used with permission)
i) Advantages of EVA®:
• EVA® adjusts for distortions introduced by generally accepted accounting principles into the
divisional performance measure to measure economic performance (the starting point though, is the
accounting profit based on historic costs and not future cash flows).
• Managers are encouraged to ‘think” in the same way as shareholders: EVA® actively encourages
increasing shareholders’ wealth.
• Under-utilised assets are identified by determining replacement/ market values.
• Puts emphasis on the achievement of long-term goals by focussing the benefits of research and
development expenditure, training, advertising and marketing costs.
ii) Disadvantages of EVA®
• The EVA® is based on historical data (not future cash flows) and shareholders are interested in
future performance.
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• The EVA® calculation involves making numerous adjustments to the profitability and invested
capital measures in order to convert the historic accounting data and thereby approximate economic
profit and asset values. All the information required is not readily available.
• The use of assumptions of economic profit in evaluating performance results in lack of precision
and objectivity, such as WACC.
• EVA® is an absolute value (R amount) and therefore it is difficult to compare amongst divisions.
Note that measures such as EVA® and lengthening the performance measurement period, as well as
incorporating non-financial measures can help address the dysfunctional consequences of short-term
financial performance measures.
Activity 17.1.3
Attempt question (Drury textbook)
9th ed: Question 19.21 on page 520 (Solution p 778-779)
10th ed: Question 19.22 on pages 519-520 (Solution p 801)
Feedback 17.1.3
Perform an EVA® principled calculation on the scenario provided.
The revised financial statements underscore the need to effect accounting adjustments to the
conventional financial accounting divisional profit calculation in order to approximate economic income.
d) Other performance measures
Revise the following section in Management and Cost Accounting (Drury):

pages pages
19 512–514 511–513 Addressing the dysfunctional consequences of short-term
financial performance measures
Study the following sections in Managerial Finance (Skae et al. – 8thh ed.):
Chapter Pages Section

8 318-319 The balanced scorecard
Note that measures such as EVA® and lengthening the performance measurement period, as well as
incorporating non-financial measures can help address the dysfunctional consequences of short-term
financial performance measures.
Other performance measures relate to any other aspect that may be considered in order to evaluate
the performance of management (whether of a division or of a company as a whole) and include the
following (from the point of view of certain stakeholders):
• Shareholders – Market share price; EPS, dividend per share; Market capitalization
• Products/production – Contribution margins; Market share; % new products; R & D;

Innovation; Output levels; Pollution levels; Wastage; Environmental impact; Capacity utilisation;
Efficiency %
• Clients – Satisfaction; Repeat buyers; Guarantee claims; Number of sales returns; Number of
complaints; Brand awareness; On-time delivery
• Employees – Turnover; Absenteeism; Training levels

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• Managers – Economic value added; Competitiveness; Achievement of budgetary goals;

Comparison of budget to actual; Human relations
• The Balanced Scorecard – Financial, customer, internal business process, and learning and
growth (refer to Finance tutorial letter 102, learning unit 8.1)
Non-financial performance measures should be studied in conjunction with Finance tutorial letter 102,
learning unit 8.1 (2.2 Analysis and interpretation of non-financial information).
https://www.ifac.org/knowledge-gateway/preparing-future-ready-
professionals/discussion/key-performance-indicators-and
Activity 17.1.4

Feedback 17.1.4
Consider the performance measures given and reflect whether these are applicable to your
organization.
e) Share-based compensation
In order to motivate employee performance and goal congruence, organisations often implement
reward systems consisting of short-term and long-term performance related remuneration and
incentives. One of the long-term incentives often used are employee share option plans.
Share options give employees the right to purchase a predetermined number of shares at a particular
exercise price at a specified future date(s). The company may set performance targets and conditions
which must be met before vesting takes place and the options can be exercised. The vesting can take
place on one specific date or over a period of time e.g. semi-annually or annually. For example, an
employee is given the right to purchase 4 000 shares at R20 per share. The options vest equally over
four years. After one year the employee may purchase 1 000 shares at R20 per share (subject to
performance conditions being met) regardless of the share price at that time. The thinking behind this
kind of remuneration is that employees will be motivated to improve the company’s performance and
in so doing increase the share price. They will thus be able to purchase the shares at a below-market
price and make a profit when they sell them. They can also keep the shares for a longer period in the
hope that the share price will increase even more in future.
Refer to the link below for an example: Woolworths Holdings Limited: 2017 Remuneration Report
https://www.woolworthsholdings.co.za/wp-
content/uploads/2017/12/WHL_REMUNERATION_REPORT_2017.pdf
Note: Refer to your Financial Accounting and Taxation study material for the financial reporting
requirements and tax implications.
3. Summary
In this learning unit we focussed on financial performance measures in divisionalised companies,

primarily ROI, RI and EVA®. The need for non-financial performance measures to balance short-term
financial measures was also considered.
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LEARNING UNIT 17.2 Transfer pricing in divisionalised companies
Prior Learning
for transfer pricing and alternative transfer pricing methods. If not, please refer to your undergraduate
study material and revise the textbook (Drury) using the page numbers below:
Prior Learning Drury 9th edition Drury 10th edition
Before studying this topic, you should be able to Applicable Applicable

do the following: references: references:
• Describe the different purposes of a transfer pricing Chapter 20: Chapter 20:
system.
• Explain the difference between intermediate and Pages 525–534 Pages 525–533
final products.
• Identify and describe the different transfer-pricing
methods that are used in the short term and in a
perfectly competitive market.
• Identify the need for the inclusion of opportunity
costs in the transfer price.
• Calculate the applicable opportunity costs when
using variable cost plus opportunity cost as the
transfer-pricing method.
1. Introduction
In the previous learning unit, we discussed the evaluation of divisional performance by employing
appropriate performance measures such as ROI, RI and EVA®. We explained the importance of
distinguishing between managerial and economic performance when appraising divisional financial
performance.
In this learning unit, we shall discuss various methods that can be employed in determining internal
transfer pricing, achieve organisational objectives and the general goals of transfer pricing. We shall
also focus on resolving transfer pricing conflicts.
2. Goals of a transfer pricing system
• To motivate the divisional managers to make decisions to the advantage of the company or group
as a whole (goal congruence).
• To ensure that each division’s performance is reasonable, measurable and comparable (achieve
equity).
• The system should be simple to operate and administer.
• The divisional managers should still have the ability to make autonomous decisions and enter into
negotiations with each other.
• If possible, healthy competition between divisions should be encouraged by the transfer pricing
system.
Note that transfer prices between different divisions in the same company impact on the performance
of divisions. Divisional financial performance measures were discussed in the previous learning unit,
17.1.
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3. General guidelines (Rules of thumb)
The following ‘rules of thumb’ may be applied when a question asks for the calculation of a transfer
price that will lead to goal congruence within the company:
1) Minimum transfer price (that the supplying division will accept)
o The minimum transfer price should comprise the incremental cost (usually variable cost plus any
increase in ‘cash’ fixed costs) and opportunity cost.
o Opportunity cost exists only if there are sacrificed external sales due to the internal transfer of goods
(and is the contribution thus lost).
2) Maximum transfer price (that the receiving division would pay)
o If there is an external market to buy from, the transfer price should be the Market price less savings
on selling and transport expenses.
3) The maximum negotiated profit
o This refers to the incremental profit that would be made by the receiving division on the ultimate sale
of the goods.
4) The negotiated transfer price (normally obtained through negotiation between selling and
buying divisions)
• It should lie between the minimum and maximum prices calculated.

• Range of acceptable transfer prices:
Upper limit (determined by the buying division – receivers of product) (MAXIMUM)
Lower limit (determined by the selling division – suppliers of product) (MINIMUM)
Advantages of negotiated transfer prices:
o Negotiated transfer prices preserve the autonomy of the divisions, which is consistent with the spirit
of decentralization / divisionalisation.
o The managers negotiating the transfer price are likely to have much better information about the
potential costs and benefits of the transfer than others in the company.
The above can be summarised as follows:
MIN = Incremental cost + opportunity cost

Opportunity cost exist only if there are sacrificed sales due to transfer
MAX External market

= Market price - saving on selling and transport expenses
If no external market
= Variable cost + negotiated profit
Maximum negotiated profit = incremental profit by receiving division on sale
of goods.
Final transfer price = negotiation (between minimum and maximum price).

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Activity 17.2.1

Feedback 17.2.1
Note the impact of the three different scenarios on the transfer price.
Activity 17.2.2 – Transfer price (Famous Fishing (Pty) Ltd – Adapted)
Metal can producer

In order to optimize its operations FFWC has bought a local metal can factory and is incorporating it
as a division of FFWC from 1 May 2019. The factory only manufactures one size of can i.e. 400g. The
factory currently supplies 50% of FFWC’s pilchard can needs at R2 700 per 1 000 cans - a market
related price.
From discussions with the factory’s management, the following information has been obtained:
1. The selling price for the financial year ended 31 December 2019, is expected to increase with 10%.
2. The variable cost per can for the 2019 year is expected to be R1,02.
3. Fixed costs for the 2019 year are expected to be R52,8 million.
4. The average net assets during the 2019 year are expected to be R88 million.
5. The factory has a production capacity of 38 million cans per annum and the 2019-year’s demand
from external customers is expected to be 30,5 million cans.
6. Factory management’s proposed transfer price for the cans to the FFWC is full cost plus 20%.
FFWC has subsequently decided that the metal can factory must fully satisfy the demand of FFWC
(internal demand) before selling externally. FFWC plans to can 7 300 tons of pilchards during the
financial year ended 30 December 2019.
Required:
Calculate the minimum price per can that the metal can factory division will be willing to accept when
selling the cans to the canned fish (cannery) division.
Feedback 17.2.2
Minimum price = incremental cost + opportunity cost

(variable cost + any increase in ‘cash’ fixed cost) + (contribution lost on sacrificed external sales)
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Step 1: Determine if opportunity cost is applicable (will there be sacrificed external sales):
Cans
Do not
Maximum capacity – given 38 000 000 confuse
Internal demand (7 300t x 1 000 / 0.4kg) (18 250 000) cans and
tons
Available for external demand 19 750 000
External demand – given (30 500 000)
Shortage (sacrificed external sales) (10 750 000)
Step 2: Determine Contribution

R per can
Selling price [ R2 700/ 1 000 x 1.1 ] 2,97
Variable cost – given (1,02)
Contribution 1,95
Step 3: Determine minimum transfer price

R
Variable cost per can – given 1,02
Lost contribution 1,15
Each of the 18 250 000 internally transferred

cans should be allocated a portion of the total lost Transfer price
contribution of R20 962 500 always per
= 10 750 000 x R1,95 / 18 250 000 unit (can)
= R20 962 500 / 18 250 000 NOT in total
=R1,15
Minimum transfer price per can 2,17
4. Behavioural implications of transfer pricing
The selling division may refuse to supply due to the following:
• The price offered not being able to cover marginal cost (where marginal cost pricing is used).
• The price offered not being able to cover full costs (where full cost pricing is used).
• The price offered not being able to give the supplying division optimum profitability (where market
related prices are used and divisional performance is judged on profitability).
• Failure to agree a negotiated price.
The buying division may refuse to take supply due to the following:
• The price charged is considered excessive, or more than the market.

• In cost-based approaches this may be due to disputes relating to the supplying division’s cost structure
or the size of the mark-up.
• In market-based approaches there may be disputes as to the quantum of the discounts for cost
savings related to internal transfers.
Activity 17.2.3
9th ed: Question 20.6, parts (a) and (b) only, page 146
10th ed: Question 20.7, parts (a) and (b) only, page 148
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Feedback 17.2.3
Note the impact of the three different external demand levels on divisional and group profits.
ALTERNATIVE CALCULATION METHOD:
Components Components Components

Maximum capacity 35 000 35 000 35 000
Internal demand (20 000) (20 000) (20 000)
Available for external demand 15 000 15 000 15 000
External demand (15 000) (19 000) (35 000)
Shortage – (4 000) (20 000)
Division S
Contribution = $200 – $195 = $95 per unit
External demand (components) 15 000 19 000 35 000

$000 $000 $000
Internal sales – variable cost portion of $105 2 100 2 100 2 100
Internal sales – lost contribution of $95 – 380 1 900
Total internal sales 2 100 2 480 4 000
External sales (15 000 at $200) 3 000 3 000 3 000
5 100 5 480 7 000
Less production costs [Variable (3675)+Fixed (1375)] (5 050) (5 050) (5 050)
Profit 50 430 1 950
Activity 17.2.4: Calculating a transfer price
A company operates two divisions, Able and Baker. Able manufactures product X, whereas Baker
manufactures product Y.
Product X could be used as a component in the manufacture of product Y. X by Able and Y by Baker
Able Baker
X Y
The associated product information at full (normal) capacity is as follows:
Production capacity (units) 10 000 5 000
R R
Note that the information is given per unit
30
Variable costs per unit (excluding selling costs) 30 33
Variable selling costs per unit 2 2
Fixed overheads per unit 5 5
37 40
Product X - ?
37 ?
The variable selling costs will not be incurred on inter-divisional transfers of products.
The information contained in each of these sub-sections should be taken independently from each
other, unless otherwise stated.
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REQUIRED
(a) The transfer pricing system operated by a divisional company has the potential to make a
significant contribution towards the achievement of corporate financial objectives. Explain
the potential benefits of operating a transfer pricing system within a divisionalised (3)
company.
Theory
(b) Product X can be sold on the external market in unlimited quantities at R42 per unit. If Able
can make an autonomous decision, what is the minimum unit transfer price that Able will
accept for product X? (2)
What does this word (autonomous) mean? Independent, self-directed, self-governing. If Able was to
make an “autonomous” decision it means that they will not consider the other divisions (i.e. Baker)
when setting a selling price. Remember that you are looking at the price from Able’s perspective.
(c) An alternative for product X, to be used in the production of product Y, is not available from
the external market. Calculate the maximum unit price that Baker will pay for product X, if
product Y can be sold on the external market in unlimited quantities at R70 per unit. (2)
Remember that you are now looking at the price from Baker’s perspective. There is not an alternative
in the outside market so Baker has to source the product from Able.
Able can sell 8 000 units of product X externally at R42 per unit. Calculate the minimum
unit price that Able will accept if Baker is to purchase the remaining 2 000 units.
(d) This is from Able’s perspective. They can produce 10 000 units in total. They only sell 8 000 units to (2)
the outside market so they do have 2 000 units left which are unsold. There is no opportunity cost
because these units are “in stock”.
(e) The same information as in section (d) applies, except Baker wants to purchase 3 000 units (1)
from Able. Calculate the minimum cost per unit that Able will charge Baker.
Baker now wants to purchase 3 000 units. How will the calculation change for the extra 1 000 units?
You will have to “borrow”/take the 1 000 units from the outside market’s order because you can only
produce 10 000 units. The order for the outside market is 8 000 units. You have 2 000 units left which
you can sell to Baker but there are still 1 000 units short. If you take it from the outside market’s order
then you must remember that there is an opportunity cost that needs to be taken into account: the
profit that you will lose out on if you sell to the outside customer.
(f) Assume there is no external market for product X. Answer the following question: What (2)
transfer price (charged by Able) for product X (to Baker), will always maximise group profits
with such a market demand?
(g) Assume Able is only a cost centre. Calculate the minimum cost per unit that Able will be
happy with, with no corporate intervention in its decision, if Able only sells 7 000 units to
Baker. (3)
(h) The same information as in (g) applies. Discuss and calculate what the probable transfer
price will be if the company’s objective is to obtain a balance between the corporate (6)
financial objectives (as discussed in (a)).
CIMA adapted
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Feedback 17.2.4
Note:
This question comprises short sub-sections, which test your knowledge of the application of
relevant costing principles to transfer pricing.
It explains the reasoning for the use of, or for omitting, certain cost items in the transfer price
calculations.
(a) Potential benefits of operating a transfer pricing system include:

• Achieving the highest overall company profit (short-term goal). (1)
• Achieving goal congruence between divisions and the group. (1)
• Create a sustainable divisional autonomy and localised decision-making. (1)
• Efficient measurement of divisional financial performance through the generation of a
(1)
recognised income figure.
• As a strategic method, the transfer price could be set above the marginal cost and (1)
signalled to competitors.
Maximum (3)
(b) Minimum price: R40 (2)
Calculation:
R42 (market price) less R2 (saving in variable selling costs).

At this price Able will be indifferent between internal transfers and selling to the external
market, as the same profit will be generated with either transaction.
(c) Selling price: R70 (1)
Less: R40 (total incremental cost for Baker) (1)

Less: R0,01 (to make a minimum profit)
It is the least profit that you can make.
(2)
= R29,99
In examinations, make a note of the 0,01 adjustment, BUT use the (rounded) R30.
Note:
• As no external market exists, the receiving division will at most be willing to pay the variable
cost of X plus a negotiated profit.
• This negotiated profit is the incremental profit that will be made by the receiving division
(Baker) on the ultimate sale of the goods.
• The calculation will therefore be:
Negotiated transfer price = incremental cost1 of X + negotiated profit
Note1 : incremental cost

= relevant variable + relevant fixed cost + apportioned lost contribution
o The fixed cost for Baker is also included in the total cost, as Baker needs to incur the fixed
cost in order to complete the product.
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o The assumption is made that, if no internal transfer was to take place, Baker will not be
able to function as it is reliant on the internal transfer.
o Thus, without the transfer, Baker will close and the fixed costs will be eliminated (avoided).
(d) Marginal cost: R30

(1)
Add: R0,01 (to make a minimum profit)
= R30,01
Remember that you are calculating the MINIMUM price that the division will accept. They want to
cover at least their costs and make the minimum profit of 1c. (not to break even which equals -0
profit). Again, work with R30 as the profit will be negotiated.
Note:
o The definition of marginal cost is the additional cost of one extra unit of output.
o Here the marginal cost is R30 as no incremental fixed costs will be incurred.
o If additional manufacturing capacity (fixed cost) will be needed to produce units above and beyond
8 000 units, then additional fixed costs will also be included as part of the marginal cost.
o Therefore we do not, in this case, include any fixed costs as these will already be covered in the
first 8 000 units of product X sold externally. Able will probably calculate the unit cost for the first
8 000 units sold externally as follows:
Variable costs per unit
= R30 (variable cost) + R2 (variable selling costs)

= R32
Fixed costs
Total = 10 000 units times @ R5 per unit = R50 000
Fixed costs per unit (if we only produce 8 000)
= R50 000 / 8 000

= R6,25 [This now includes the under recovery of FC]
Total cost per unit
= R32 + R6,25
= R38,25
(e) Minimum cost: marginal cost plus opportunity cost (lost contribution from an external sale)
Marginal cost = R30 (1)

Opportunity cost = R42 (external selling price) - R30 (variable cost) - R2 (selling cost)
= R10 per contribution unit (3)
Total = R10 x 1 000 units = R10 000
Per unit transferred = R10 000 / 3 000 units = R3,33 per unit transferred
Note:
o Firstly, in calculating the lost contribution from an external sale we deduct the R2 (variable selling
costs) also as this cost will be incurred on an external sale.
o Secondly, the lost contribution is apportioned to each product as incremental cost.
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o We calculate lost contribution as we want to include it in the minimum price the contribution towards
fixed costs and profits which could be made on an external sale.
o Minimum cost = R30 + R3,33

o = R33,33 + R0,01 (to make a minimum profit or negotiate a profit)
o = R33,34
ALTERNATIVE:
TOTAL
R
Minimum price for first 2 000 units = R30, therefore 2 000 x R30 60 000
Minimum price for last 1 000 units = R30 + 10, therefore 1 000 x R40 40 000
Total price for 3 000 units 100 000
Average minimum price per unit = R100 000 / 3 000 = R33,33
(f) Marginal cost
Marginal cost = R30 (2)
Note:
o This price will always maximise group profits as it will result in no internal (inter-divisional) profits,
which can otherwise complicate things.
o This will obviously satisfy the transfer-pricing goal of optimising corporate profits, but it will
compromise the other transfer-pricing goals (such as achieving goal-congruence and fostering
divisional autonomy.
o In calculating the lost contribution from an external sale we deduct the R2 (variable selling costs)
also as this cost will be incurred on an external sale.
(g) Able will need to cover its total cost:

(1)
R30 (variable cost)
plus (R50 000 / 7 000) = R7,14 (fixed cost allocated over units manufactured) (2)
o As Able is now a cost centre, responsible for covering all costs, the fixed cost will have to be included
in the calculation of the transfer price.
Make note of this.
o As no profit is made in a cost centre, no amount is added to ensure a minimum amount.
o The total fixed costs are recovered over only 7 000 units → which is the total supplied to Baker.
o It is therefore necessary to calculate the total fixed cost and divide by 7 000 units (instead of
the capacity of 10 000 units) to ensure that the total cost is recovered.
o We exclude variable selling costs as this cost will not be incurred on an internal transfer
and is therefore not relevant. (1)
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(h) A reasonable transfer price will normally be obtained through a process of negotiation, after
maximum and minimum prices have been calculated. (1)
Minimum price
This is where the corporate financial objective of achieving optimal corporate profitability will (1)
be satisfied first.
This is where the transfer price per unit = R30 (marginal cost) (1)
Maximum price
This is where the corporate financial objective of proper performance measurement will be (1)
satisfied first.
At this price, Able will cover its full costs: (1)
= R37,14 [as calculated in (g)]
Preferably the full standard cost should be used, so as not to transfer Able’s inefficiencies
(in case of adverse variances) to Baker. (2)
Probable transfer price:
This will lie between R30,00 and R37,14 and the final price will be obtained through (1)
negotiation (probably with corporate intervention) and will depend on which corporate
financial objective weighs the most.
Maximum (6)
5. Summary
In this learning unit we focussed on the various methods that can be used to determine internal transfer
prices, goals of a transfer pricing system and resolving transfer pricing conflicts.
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PART 6 – DECISION-MAKING
PART 6 – PURPOSE
The purpose of part 6 is to enable students to have a critical and informed understanding of the key
terms, rules, concepts and established principles of collecting and using information in making
short-term decisions.
LEARNING UNIT TITLE
LEARNING UNIT 18 INFORMATION APPLICATION TO DECISIONS
LEARNING UNIT 19 INFORMATION FOR DECISION-MAKING

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PART 6, LEARNING UNIT 18 – INFORMATION APPLICATION TO

DECISIONS

• Determine how costs and revenues should be measured for a range of non-routine short-term
and long-term decisions.
• Understand the important role of cost information in pricing and product-mix decisions.
LEARNING UNIT TITLE
LEARNING UNIT 18.1 Relevant costs and revenues for decision-making
LEARNING UNIT 18.2 Pricing decisions and profitability analysis

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LEARNING UNIT 18.1 Relevant costs and revenues for decision-making
Prior learning
for relevant costs and product-mix decisions when capacity constraints exist. If not, please refer to your
undergraduate study material and revise the textbook (Drury) using the page numbers below:

Before studying this topic, you should be able to do the Applicable Applicable
following: references: references:
• Distinguish between relevant and irrelevant information

with regard to a specific decision. Chapter 9: Chapter 9:
• Calculate relevant incremental cash flows in a given Pages 198–216 Pages 197–215
scenario.
• Make preliminary recommendations, supported by Chapter 25: Chapter 26:
appropriate calculations, based on the following Pages 674–676 Pages 694–696
advanced scenarios:
o special pricing (special orders) Skae et al, 8th Skae et al, 8th
o product mix when capacity constraints exist edition edition
o replacement of equipment Chapter 6: Chapter 6:
o outsourcing (make or buy) Pages 199-209 Pages 199-209
o discontinuation of products, product lines or divisions
• Define and identify limiting factors in a given scenario.
• Calculate contribution of the limiting factor per unit in a
given scenario.
• Determine the optimal allocation of available resources
and the optimal product mix.
• Calculate the maximum price to be paid for additional
supplies of the limited resources per input unit.
• Discuss qualitative issues for each decision, including
but not limited to environmental social and governance
aspects.
• Identify circumstances under which linear programming
would be required to solve a multi-product, multi-
constraint scenario and which elements are required to
do the programming (instruct the tool). Interpret the
results of such linear programming. Consider and
conclude on whether linear programming is required, but
the execution thereof is excluded.
1. Introduction
In this learning unit we will discuss measuring of costs and benefits for non-routine decisions such as:
deciding on making a component within the company or buying from an outside supplier or introducing
a new product and replacing existing equipment. The focus is that in non-routine decisions, we report
only those costs and benefits relevant to the specific alternative courses of action. Consequently, only
relevant costs and revenues/benefits should be considered in decision-making (decision-relevant
approach). A relevant cost or benefit is a future cash flow arising or changing as a direct consequence
of the decision under review. In this section, we shall look at the key concept that should be applied in
making product-mix decisions when capacity constraints exist and pricing of special orders. Finally, we
shall discuss equipment decisions, explaining why equipment book values are irrelevant in such
decisions.
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Focus notes
• Relevant cost or benefit – is a future cash flow arising or changing as a direct consequence of
the decision under review.
• You should be able to incorporate time value of money into your relevant costing decisions (relevant
cash-flows)!
• Costs and benefits that are independent of a decision (i.e. not influenced by a decision) are not
relevant and need not be considered when making the decision. Only differential or incremental
cash flows should be taken into account.
• Cash flows that will be the same for all alternatives are irrelevant.
• Sunk costs are cash flows that have already been incurred and are irrelevant for decision-making.
• Committed costs (past and future) cannot be relevant to a decision that a manager is making now
to improve or maximise profits.
• Fixed Costs are irrelevant costs (except for such costs as incremental and divisible fixed costs)
• Total Variable Costs: Variable costs are often considered as relevant costs. Committed variable
costs are nevertheless irrelevant to decision making.
• The total relevant cost of production is usually the variable cost per unit multiplied by the additional
units produced plus (or minus) any change in the total expenditure on fixed costs.
Decision-making
problems
Special selling Product mix Outsourcing

Replacement of Discontinuation
price (special decision with (make-or-buy)
equipment decisions
order) capacity contraints decisions
Short-term
Long-term
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2. Guidelines for determining material relevancy
Purchased in the past • Sunk cost (only if not regularly used and replaced, then use
the relevant cost to purchase)
Ordered or received, not yet paid • Sunk cost (already committed to pay),
unless able to return the goods to the supplier, or regularly
used and replaced, then use the relevant cost to purchase
In stock and no other use at present• No value (0)
In stock and could be sold directly • Net realisable value
• Lost contribution (opportunity cost)

In stock and may be used on another
job
In stock and frequently used • Replacement cost
Used as a substitute • Cost saved by not having to purchase other material
Must otherwise be disposed of • Opportunity saving

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3. Some guidelines for determining labour relevancy
Salaried labourers:
• Already working at business = No relevant cost

• Work overtime = Overtime cost is relevant
Additional labourers / wage workers:
• Employ additional labourers = Basic pay

• New labourers work overtime = Basic pay plus overtime
• Specialised labour (scarce) = Basic pay + Opportunity cost of projects sacrificed
Activity 18.1.1: Measuring relevant costs and revenues for decision-making
Special order – Cultural Day
The local municipality is hosting a cultural day for schools in the area and has asked HotDog to prepare
a quote to provide each child with a food package consisting of: One Easy-dog Hotdog, One Soft drink,
One Health bar. For the tender, the MD will assume a price for the Easy-dog of R12,50 from the Supply
Division. The normal selling price for an Easy-dog Hotdog is R25. The MD is eager to get the contract
as there are many of these events country wide and he had a few ideas to maximise his profit:
• 350 children are expected to attend. As HotDog wants to promote its brand, it said it will provide
10% additional packages at cost to cover for any additional children attending as well as free
delivery.
• Soft drinks will have to be acquired. The current market price is R5,50 each. There are currently
150 cans in inventory which was acquired at R5,20 to send to the franchise-holders.
• HotDog plans to provide an all-in-one parcel to the children by packing everything into a
polystyrene box. Since this differs from their normal inventory, it will have to be acquired from a
new supplier. There is however a minimum order quantity of 400 at 50c per box.
• The health bars are also not sold at the stores and will have to be acquired at R4,50 each. The
minimum order quantity is 2 000 bars. The MD suggested that they sell the rest of the bars at
their Gauteng stalls as an experiment.
• For packing and quality control of the parcel, workers will have to work overtime. The MD will
have to work 20 additional hours to prepare the tender. His currently hourly rate is R450. Three
wage earners who normally earn R35/hour will work 4 hours overtime each for two days. The
overtime rate is calculated at 1,5 times the normal wage rate. The Supply division are expected
to work 10 hours overtime in preparation of the Easy-dogs. These employees earn the same
wage rates as the other wage labourers. HotDog subscribes to the Basic Conditions of
Employment act.
• The MD has found that this will be the ideal time to buy a new delivery vehicle he was planning
on for a while now to help with operations at a cost of R285 000. SARS has allowed an annual
20% wear and tear deduction.
• Fixed overhead is allocated at a rate of R20 per labour hour.
• Variable overhead is expected at R2,50 per parcel.
• The MD expects a 20% mark-up on relevant cost.
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REQUIRED
(a) Calculate the expected selling price per food package for the special order linked to the
Cultural Day on a relevant costing basis. Clearly show the relevant cost value for each of
the items. Explain each relevant value you have evaluated and why the values you have
excluded are not relevant.
(10)
Discuss whether it is likely that the municipality will accept the deal.
(b) Discuss the factors to be considered in determining a selling price that should be quoted (10)
for the special order.
Feedback 18.1.1 Basic relevant costing example
(a) Special order – cultural day [10]

Description Per Qty Price Motivation
unit total
Quantity 350
Additional at cost 35 (350 x 10%)
Quantity final 385 (1)r/w
Easy-dog Transfer 12.50 385 4,812.50 Actual cost incurred (1) ½+½
price
Soft Drink 5.50 385 2,117.50 Soft drinks replaced frequently, hence (1) ½+½
replacement value
Parcel 0.50 400 200.00 Different than normal packaging, thus (1) ½+½
won't be able to use again
Health Bar 4.50 385 1,732.50 Only 385 relevant as they can sell the (1) ½+½
rest
MD Salary - Not relevant - fixed salary (½)
Wages 52.50 24 1,260.00 Overtime R35 x1.5 - relevant as (1) ½+½
additional cost (4 hours x 3 workers x 2
days = 24 hours)
Wages – SupplyD - Not Relevant - included in transfer price (½)
New Delivery - Not Relevant – will be acquired anyway (½)
vehicle
Fixed Overhead - Not incremental cost (½)
Variable Overhead 2.50 385 Will be incurred and incremental (1)½+½
962.50
Total Cost 11,085.00
Mark up on cost 2,015.45 11,085 x 20/100 x 350/385 - 35 at cost## (2)c
13,100.45
Price per parcel 350 37.43 (1)c
##
Give 1 mark for applying the mark-up correctly even when the student did not split.
Alternative
At Cost 28.79 35 1,007.73 (1)c for treating the extra 10% at cost
(11,085/385)
At Cost + markup 34.55 350 12,092.73 (1)c for applying the markup on the 350
units
13,100.45
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Conclusion: The municipality will most likely accept the offer as:
- They get 10% at cost+ Free delivery (1)

- Though It would cost them slightly less to purchase it themselves (R25 + R5.50 + R4.50 + (1)
R.50=R35.5) with the exclusion of convenience.
(b) Factors to be considered
Note:
Product specification varies from existing.
Relevant and variable costs is not the same principle!! Variable costs could for example be irrelevant
and fixed costs could sometimes be relevant.
• Assess whether adequate production capacity exists over the time during which the order is
to be executed. There may be a shortage of capacity to satisfy the special order as well as
normal commitments during that period. Consequently, normal production may be disrupted,
resulting in lost sales. If this is the case, pricing would have to take such losses into account
(lost contribution).
• Effect on the planned sale now and in the future (gaining market share/ entrance into similar
events) or
o Selling price in relation to normal selling prices.

o If the price is lower, existing customers may be alienated.
• If the price is too low, it may result in competitors reducing prices, which would in turn introduce
a risk of overall price reduction in the industry.
• Assess how competitors might price for such an order (market prices).
• Employees packing and checking quality are working overtime and may be overworked and
become demoralized.
• The company is under pressure to generate adequate profits. This order presents the opportunity
to boost profits and achieve its target.
• Sufficient funding must exist to cover working capital requirements associated with the order
(variable or fixed).
• The eventual selling price must exceed the incremental costs plus lost contribution
associated with the order
• Any initial investments required must be included, e.g. staff training expenses.
• The order arose because a competitor went out of business. Therefore, this may be a recurring
order and accordingly pricing must take cognizance of the long-term perspective. Repeat
orders may require the creation of additional capacity, which will give rise to additional fixed
costs.
• Increasing labour and variable costs for the first 1000 units Labour and variable at 50% higher
than for the existing product should be considered. Ass well as the subsequent reduction of this
increase due to an 80% learning.
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• Consider other viable alternatives that could be forgone and ensure their respective opportunity
costs are incorporated in the calculations where necessary.
• Asses if they will meet the deadline of the cultural day.
4. Product mix decisions when capacity constraints exist (limiting factors)
Note: This is a particular weakness area to be thoroughly addressed.
Activity 18.1.2
MicroWave Electronics manufactures three types of household appliances. Due to a high level of
technical expertise required for production, only 5 400 labour operating hours are available during
May 20X3. Import restrictions imposed during the same month also limits the company’s supply of
raw materials to 14 400 circuits.
Micromaster Supercook Wonderwave

R R R
The standard cost per unit of production is:
Raw materials
• Boards (R2 per board) (152) (72) (56)
• Circuits (R9 per circuit) (288) (216) (144)
Direct labour (R30 per hour) (180) (180) (180)
Fixed cost (R10 per labour hour, based on (60) (60) (60)
maximum capacity)
Standard cost of sales (680) (528) (440)
Standard selling price 1 100 960 820
Standard profit 420 432 380
Units Units Units
Budgeted production 150 300 450
The company is subject to certain lower sales limits because of fixed contracts. The company is
contractually bound to produce at least 60 Micromasters, 60 Supercooks and 100 Wonderwaves
(these quantities have been included in the budgeted production figures above). The market for
Wonderwaves is currently limited to 510 units (including fixed contracts).
REQUIRED
(a) Calculate the most optimal sales mix for MicroWave Electronics and the resulting 15
net profit.
Feedback 18.1.2
Step 1: Establish the limiting factor (scarce resource) (and sales demand if necessary) if not
clearly given in the scenario
Calculation of constraints
Labour: Required: 900 units x (R180 / R30) 6 hrs each = 5 400 hours (1)
Available: = 5 400 hours (1)
No constraint – there are sufficient hours available to produce all the required products.
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Circuits: Required:
Micromaster: 150 units x R288 / R9 p.u. = 4 800 circuits
Supercook: 300 units x R216 / R9 p.u. = 7 200 circuits
Wonderwave: 450 units x R144 / R9 p.u. = 7 200 circuits
900 19 200 circuits (2)
Available: 14 400 circuits
 Constraint applies – not enough circuits available to produce all the budgeted products.
Step 2: Calculate the contribution per unit for each product
Contribution per product Micromaster Supercook Wonderwave

R R R
Standard profit 420 432 380
Add back: fixed cost of production 60 60 60
Contribution 480 492 440
The add back of fixed costs is a well-used examination ‘trick’ as it saves time and limits
calculation and transcribing errors.
Step 3: Calculate the contribution per unit of limiting factor
NB: Maximise profit by maximising contribution per limiting factor
Micromaster Supercook Wonderwave

R R R
Contribution 480 492 440

Divided by the number of circuits 32 24 16
required
Contribution per limiting factor 15 20,5 27,5 (3)
Step 4: Rank products from highest to lowest i.t.o. contribution per unit of limiting factor
Ranking 3 2 1 (1)
Step 5: Consider minimum required quantities (if applicable) – reduces scarce resource that
is available
 But there are minimum required quantities, and the following must therefore be
used:
(Students often forget to consider the minimum requirements for given contracts)
Micromaster: 60 units x 32 circuits = 1 920 circuits

Supercook: 60 units x 24 circuits = 1 440 circuits
Wonderwave: 100 units x 16 circuits = 1 600 circuits

4 960 circuits required to comply with contracts. (1)
Remainder available: 14 400 (Step 1) – 4 960 = 9 440 circuits
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Step 6: Allocate the limiting factor (scarce resource) to the highest ranking product
Circuits available for the Wonderwave: 590 products (9 440/16 circuits) (1)
But the maximum demand for Wonderwave (after taking into account the fixed contract) is currently
limited to: 510 – 100 = 410 products
Therefore, after using all the circuits required to produce the maximum quantity of Wonderwave,
there still remains: 9 440 – [410 units x 16 circuits] = 2 880 circuits (1)
Step 7: Allocate the limiting factor (scarce resource) to the next highest-ranking product and
so on until the scarce resource is used up
Use these circuits to produce the next highest-ranking product, i.e. the Supercook:
2 880 circuits available / 24 circuits per unit = 120 products possible.
(1)
The circuits will thus be used up. It is therefore not possible to produce any additional
Micromasters (above the fixed contract quantity).
The optimal mix is therefore
Micromaster 60 units per contract

Supercook 180 units (60 units per contract + 120 possible units)
Wonderwave maximum demand of 510 units (100 units per contract + 410 (1)
additional units)
Profit from the optimal mix

R
Micromaster 60 units x R480 28 800

Supercook 180 units x R492 88 560
Wonderwave 510 units x R440 224 400
Contribution 341 760 (1)
Less: fixed cost 5 400 hours x R10 (54 000) (1)
Net profit 287 760 (15)
5. Decisions on the replacement of equipment
Activity 18.1.3
Revise Example 9.4 in the Drury textbook (9th ed: pages 207 – 208 or 10th ed: pages 206 – 207).
Feedback 18.1.3
Consider the irrelevance of the book value of old equipment in a replacement decision, i.e. past or
sunk costs are irrelevant for decision-making.
6. Outsourcing or make-or-buy decisions
Activity 18.1.4
Feedback 18.1.4
Note the difference in total net costs for the two cases i.e. no alternative use of released capacity
compared to using the released capacity to make another component.
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7. Discontinuation decisions
Activity 18.1.5
Feedback 18.1.5
The impact of the closure of the Bangkok territory is calculated by comparing total company profit if
the territory is kept open to the profit if the Bangkok territory is closed.
8. Summary
In this learning unit we focussed on measuring the costs and benefits for various non-routine decisions
i.e. the relevant costs and revenues / benefits.
Answer question 9.6 on pages 56–57 (Drury Student Manual, 9th ed.) or question 9.6 on pages 58–59
(Drury Student Manual, 10th ed.) and compare your answer to the solution in the same book.
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LEARNING UNIT 18.2 Pricing decisions and profitability analysis
Prior learning
of the role of cost information in pricing decisions and a price-setting firm facing short-run pricing and
product-mix decisions. If not, please refer to your undergraduate study material and revise the

Before studying this topic, you should be able to do the Applicable Applicable
following: references: references:
• Differentiate between price-setting and price-taking Chapter 10: Chapter 10:

organisations. Pages 231–244 Pages 230–242
• Distinguish between customised and non-customised
products.
• Explain the relevant cost information that should be
included in the long-term external pricing decisions for
price-setting organisations.
• Identify the role that different levels of fixed cost play in
the price-taking organisation when deciding to
discontinue a product or product line from the product
mix.
• Describe different cost-plus pricing methods for setting
the long-term selling price.
• Explain the limitations and benefits of cost-plus pricing.
• Identify and describe different pricing policies from a
marketing perspective.
1. Introduction
In the previous learning unit, we discussed the relevant costing approach, which prescribes that only
relevant costs and revenues/benefits should be considered in decision-making and considered product
mix decisions to maximise profits in the short-term when capacity constraints exist. We also discussed
equipment decisions, explaining why equipment book values are irrelevant in such decisions. In this
section, we shall consider the importance of cost information in determining the relative profitability of
various products and services in an organisation and thereby enable management to determine the
target product mix to focus energies on. Students should note that the firm may be a price-setting firm
or prices may set by market forces of supply and demand (price-taking firm) and these situations
require different approaches. In the latter situation, emphasis will be on cost information that supports
product-mix decisions.
2. Mark-up and margin
The following section on mark-up and margin is included here as it often features in cost-
based pricing strategies:
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Margin vs mark-up
• The concept of mark-up and margin features in the determination of selling prices (pricing policy).
MARK UP:
%
• Selling Price = Cost + (Mark up % x Cost) Sales 160
Profit 60
• Mark-up works only with cost (may need to convert) Cost 100
MARGIN:
%
• Cost = Sales - Margin % Sales 100
Margin 37.5
• Margin works only with sale
Cost 62.5
WARNING
Where a question featuring sales quotes a mark-up % - You will need to change the mark up
% to a margin % before calculating profit AND vice versa
Activity 18.2.1: Calculate the mark-up & margin
A Limited would like to know the profitability on its sales (Gross Profit). The following information
is provided:
✓ Sales = R 10 m
✓ Profit mark-up = 25 %
 What is the gross profit in rand terms?
B Limited would like to calculate its total sales. The following information is provided:
✓ Cost of sales = R 4m
✓ Profit margin = 20 %
 What is the sales in rand terms?
Feedback 18.2.1
In A Limited’s case, a mark-up is given but we know that sales work with a margin. We therefore
need to change the mark-up to a margin.
✓ Profit mark-up = 25%

✓ Margin = 25/(100 + 25) = 25/125 = 0,20 (20%)
 The gross profit in rand terms = 0,20 x R 10 m = R2m
In B Limited’s case, a margin is given but we know that cost of sales works with mark-up. We need
to change the margin to mark-up.
✓ Profit margin = 20 %
✓ Mark-up = 20/(100 – 20) = 20/80 = 0,25 (25%)
✓ Gross profit = 0,25 x R 4m = R1m
 Sales = Cost of sales + Profit = R 4m + R1m = R5 m

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3. Pricing decisions
Activity 18.2.2: Cost-based pricing
Big time Limited is a manufacturer of soft drinks. Drinks are mixed and bottled in an automated process
supervised by a small number of technicians.
The majority of production costs are fixed and are common to all of Big Time’s products. The market for
soft drinks is very competitive and all of Big Time’s products face strong price competition.
Big Time has recently developed a new sports energy drink, which will be sold in one-litre bottles under
the brand name ‘Zoom’.
The production of Zoom is more complicated than that of Big Time’s existing soft drinks, involving more
ingredients, a large variety of materials that are more expensive with more mixing operations.
The variable production cost of 4,000 litres of Zoom is R0,20 per litre, including packaging. Variable
production cost consists entirely of direct material cost.
Make note of this.
Big Time’s management accountant is considering how to charge overhead costs to the new product
and the price at which it should be sold. She is considering the following three approaches:
Approach 1:
This would involve not charging overhead to the product and pricing the new product at variable
production cost plus a 300% mark up.
What is my variable cost? R0,20 How do I
add 300%? x 3?
Approach 2:
production cost? R0,20
This would involve using a general overhead absorption rate of 400% of direct material cost. The
product would then be priced at full absorption cost plus a 20% margin on sales.
What do I understand from this? Overheads are 400% of direct materials. How do I calculate this? 0,20 (direct materials)
x4
This is based on sales. What information do I have? Cost information. I need to change the margin to a mark-up (based
on sales).
Approach 3:
This would involve using an activity-based costing approach to arrive at the full cost. The product
will be priced at this full cost plus a 20% margin on sales.
The margin is given but you have costing information. Therefore

convert the margin to a mark up (for cost).
Activity-based costing rates:
Overhead item Driver rate
Stores administration cost R100 per ingredient used.
Technician salaries R300 per mixing operation.
Despatch cost R200 per customer delivery.

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The 4,000 litres of Zoom used twelve different ingredients and required eight mixing operations.
Ten separate deliveries were required to deliver it to customers.
R100 x 12 – do not forget this is total cost. You have to divide by 4 000 to get the cost per litre.
R300 x 8
R200 x 10
REQUIRED
(a) Calculate the selling price per one-litre bottle of Zoom that would result from each of the above
three approaches.
Note that they are asking for the price PER litre. Do not give the total selling price. Exam technique.
(b) Explain why an activity-based costing approach would be more useful in costing products than a
traditional absorption costing approach, given the circumstances faced by Big Time.
(c) Explain two advantages and two disadvantages of cost plus pricing.
Feedback 18.2.2
(a) Calculate the selling price per one-litre bottle of Zoom that would result from each of the above
three approaches.
Variable cost plus R per litre
Variable cost 0,20

300 % mark up 0,60
Selling price (R0,2 x 4) 0,80
0,20 x 4 = 0,80
This is confusing – it is better if we say 0,20 + 0,60
Absorption cost plus R per litre
Variable cost 0,20

Overhead (400%) 0,80
Production cost 1,00
Margin (R1,00 x 20 ÷ 80) 0,25
Selling price (R1,00 ÷ 0,8) 1,25
NB: do you understand what is being done here?
✓ Profit margin = 20% (0,25  1,25)
✓ Mark up = 20/(100 – 20) = 20/80 = 25%
Activity-based costing plus R per litre
Variable cost 0,20

Stores administration (12 x R100 ÷ 4,000) 0,30
Technician salaries (8 x R300 ÷ 4,000) 0,60
Despatch (10 x R200 ÷ 4,000) 0,50
1,60
Margin (R1,60 x 20 ÷ 80) 0,40
Selling price(R1,60 ÷ 0,8) 2,00
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(b) Explain why an activity-based costing approach would be more useful in costing products than
a traditional absorption costing approach, given the circumstances faced by Big Time.
• Traditional absorption costing was developed at a time when many organisations produced only
a narrow range of products and when overhead costs were only a small fraction of total costs.
For many companies these circumstances no longer exist, and this appears to be the case for
Big Time.
• As is common in many process industries the majority of Big Time’s costs are fixed. Its fixed
costs are also common to all of its products. The way in which these costs are charged to
products will have a significant effect on product cost.
• The manufacture of Zoom is more complicated than Big Time’s usual products, using more
ingredients and requiring more mixing. Activity-based costing recognises that activities cause
overhead cost: the more complex the product the more likely it is to create demand for activities
and hence cause overheads to be incurred. In contrast many traditional absorption-costing
systems assume that products cause overheads in proportion to their production volumes and
allocate large proportions of overhead to high volume products.
• Big Time’s overhead absorption rate is based upon material cost. Under this approach products
with more expensive materials will be charged with more overheads even though the cost of
their materials does not necessarily cause more overheads to be incurred.
• Big Time faces strong price competition in all of its products. It is therefore important that all of
its products have the most accurate costing possible in order to set competitive prices, whilst at
the same time covering their costs.
(c) Explain two advantages and two disadvantages of cost plus pricing.
Advantages
• Cost plus pricing offers a simple way of pricing products. For firms with a large number of
products to price it is important that pricing decisions can be safely delegated to junior
management.
• Cost plus pricing is sometimes seen as a way of justifying prices. Firms who use it can be seen
as taking a ‘fair’ margin on cost. Cost plus arguments are commonly used as a way of justifying
price increases.
• The mark up charged could be varied between products (and customers) depending upon market
conditions.
• Basing prices on full cost plus should ensure that a company working at normal capacity will
cover its fixed costs and earn a profit.
Disadvantages
• In its simplest form cost plus pricing fails to recognise that there is a relationship between the
price charged and the quantity sold. For example a firm faced with falling demand (and hence a
higher unit cost due to fixed costs being spread more thickly over a smaller number of units)
would, under the logic of cost plus pricing, increase its price!
• Again in its simplest form it fails to allow for competition. In many markets the price charged by
competitors is a major determinant of prices charged.
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• In companies that sell more than one product the price determined by the cost plus formula is
significantly affected by the method used to charge overhead costs to products. Arbitrary
treatment of overhead will lead to arbitrary prices.
• Cost plus pricing can lead to a complacent attitude to cost control and the attitude that cost
increases can be passed on to customers in higher prices. In a competitive market this is a
dangerous attitude.
4. Summary
In this learning unit we discussed the importance of cost information for short-term and long-term
pricing decision in price-setting organisations. In price-taking organisations cost information is still
important to determine the relative profitability of different products and services.
5. Self-assessment activities:

9th ed: Question 10.2, page 65. (Solution page 266–267)
Feedback: Question 10.2 (9th and 10th ed. Drury Student Manual)
What information has been given?
• 2 products EXE and WYE.

• 3 service departments, stores, maintenance and admin departments.
• Step wise apportionment of service dept. costs.
• General factory overheads apportioned according to floor space.
• Mark up of 25% (note how the cost is established before the mark up is added to it.)
• Information on the annual volumes and costs is given.
Once you have read through the question, you should have identified/listed at least the above.
What is required?
a) Budgeted selling price for ONE unit of EXE and WYE based on usual mark up. So what
should I understand from this? I must use the budgeted figures to obtain the selling price.
They want the selling price of one unit only. Therefore it shouldn’t be given in total. It is for both
products. I should use the usual mark up (25% according to the scenario.)
b) 2 independent events are given for additional business opportunities. The company must
respond to these. In both cases you must deal with: discussion, calculation, assumptions.
c) Practical theory
Solution
a) Note the following information was given in the question: “the company establishes product
costs based on budgeted volume and marks up these costs by 25% in order to set target
selling prices.”
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Calculations:
Factory overheads = £3.6m
Based on floor space
EXE 640
WYE 480
Stores 240
Maint. 80
Admin 160
1 600
EXE = 3,6 x 640/1 600 =1,440

WYE = 3,6 x 480/1 600 = 1,080
Stores = 3,6 x 240/1 600 = 0,54
Maintenance = 3,6 x 80/1 600 = 0,180
Admin = 3,6 x 160/1 600 = 0,36
Apportionment of service departments
This is based on departmental usage. If you look at the required you will note that: the admin
department is used by EXE, WYE, Stores and maintenance. The maintenance dept is used by EXE,
WYE and Stores. The Stores department is only used by EXE and WYE. This gives you an indication
of how the reallocation should be done.
Note: 4 → 3 → two products
Admin Department = £0,56m
EXE = 0,56 x 40% = 0,22

WYE = 0,56 x 30% = 0,17
Stores = 0,56 x 20% = 0,11
Maintenance = 0,56 x 10% = 0,056
Maintenance = £0,536
EXE = 0,536 x 50% = 0,268

WYE= 0,536 x 25% = 0,134
Stores = 0,536 x 25% = 0,134
Stores = £0,986
EXE = 0,986 x 60% = 0,592

WYE = 0,986 x 40% = 0,394
Full cost
EXE = 5 124 000/ 150 000 = £34,16

WYE = 2 976 000/ 70 000 = £42,51
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Selling price
EXE = £34,16 x 1,25 = £42,70

WYE = £42,51 x 1,25 = 53,14
b) Admin Department = £0,20m
c)
EXE = 0,2 x 40% = 0,080
WYE = 0,2 x 30% = 0,060
Stores = 0,2 x 20% = 0,040
Maintenance = 0,2 x 10% = 0,020
Maintenance = £0,320
EXE = 0,32 x 50% = 0,160

WYE= 0,32 x 25% = 0,080
Stores = 0,32 x 25% = 0,080
Stores = £0,320
EXE = 0,320 x 60% = 0,192

WYE = 0,320 x 40% = 0,128
Full cost
EXE = 3 032 000/ 150 000 = £20,21

WYE = 1 468/ 70 000 = £20,97
Feedback: Question 10.5 (9th and 10th ed. Drury Student Manual)
Things that you should learn from this question:
• How to allocate resources optimally when faced with scarce/limited resource issues. A situation
that is assumed to take place in the short term.
• The question also focused on elements of price elasticity in its simplicity, students should be
familiar with the terminologies used in the solution, i.e. total and marginal contribution.
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PART 6, LEARNING UNIT 19 – INFORMATION FOR DECISION-MAKING

• Understand the methods of incorporating uncertainty into the profitability analysis.

• Calculate and explain the meaning of expected values.
• Explain the meaning of the terms of standard deviation and coefficient of variation as measures
of risk and outline their limitations.
• Describe and calculate the value of perfect and imperfect information.
• Explain and apply the maximin, maxi-max and regret criteria.
• Explain the implications of pursuing a diversification strategy.
LEARNING UNIT TITLE
LEARNING UNIT 19.1 Decision-making under conditions of risk and uncertainty

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LEARNING UNIT 19.1 Decision-making under conditions of risk and uncertainty
Prior learning
of risk and uncertainty. If not, please refer to your undergraduate study material and revise the

• Distinguish between risk and uncertainty Chapter 12: Chapter 12:

• Describe the different concepts relating to probability Pages 286–299 Pages 285–298
measurements. Leave out: Buying Leave out: Buying
• Calculate probability distribution and expected value. perfect and perfect and
• Identify qualitative factors that may have to be imperfect imperfect
considered when a decision is made in conditions of information page information page
risk and uncertainty. 294–295. 293–294.
• Explain the meaning of standard deviation and the
coefficient of variation as measures of risk.
• Recommend courses of action based on elementary
scenarios involving standard deviation and the
coefficient of variation.
1. Introduction
In the previous learning unit we focused on the importance of cost information for price-setting firms
for both short-term and long-term pricing decisions. We also examined a price-taking firm facing long-
run product mix decisions. In this unit, we shall examine the impact of risk and uncertainty in business-
decision making. Managerial subjectivity influences business decisions because managers normally
draw from their expertise knowledge, past experience and existing situations likely to affect future
events due to the uncertain business environment. We shall also look at how the principle of probability
theory enables management to consider the degree of uncertainty associated with each course of
action when making business decisions. Finally, we shall describe and calculate the value of perfect
information, explain and apply the maximin, maximax and regret criteria.
2. Expected value, standard deviation and coefficient of variation
Activity 19.1.1: Calculation of expected value
According to market research done by ABC Ltd their projected sales of Product X at various levels for
FY2020, are as follows:
Annual sales Probability
1 kg-bags
29 000 30%
33 000 55%
35 000 15%
Required: Calculate the expected number of 1 kg bags of Product X that will be sold in FY2020.
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Feedback 19.1.1
Annual sales Probability Weighted

1 kg bags
29 000 30% 8 700
33 000 55% 18 150
35 000 15% 5 250
Expected sales quantity 100% 32 100
Activity 19.1.2: Calculate an expected value
A newly formed company called Success (Pty) Ltd has obtained a contract to supply the Zac, its new
product, to one of the big national supermarket groups in the country. This company intends to start
production only in March following installation of new sophisticated machinery. Success
management has agreed to supply the national supermarkets with whatever quantities of Zac they
require at a price of R40 per unit. The machinery supplier has just informed Success (Pty) Ltd that
delivery of the machinery will be delayed by six months. The sales manager stated that though the
demand is currently uncertain, it would have been well within the capacity of the permanent
machinery they were to have installed.
Here are the best estimates of the total demand for the first half year:
Estimated demand for the first half year:
Quantity Probability
(000 units)
10 0,5
14 0,3
16 0,2
This new company intends to meet its contractual obligations regardless of the level of demand and
thus considers the possibility of hiring equipment on which temporary production can take place.
The details of the three machines that can be hired are as follows:
Machine A Machine B Machine C
Production capacity per half year 10 000 units 12 000 units 16 000 units
Variable cost / unit R6,50 R6,00 R5,00
Other fixed costs total per half year R320 000 R350 000 R400 000
Once maximum capacity is reached, the total variable costs stabilise and do not increase.
There will be an additional variable material cost of R5/unit, however, 20% discount per unit will be
given for purchases in excess of 10 000 units.
If production capacity falls below demand, Success (Pty) Ltd can subcontract production to the extent
of 6 000 units provided
• they pay R30/unit for up to 4 000 units subcontracted

• they pay R35/unit in excess of 4 000 units
The sales manager has emphasised the importance of making the choice of which machine to hire
before the exact demand is known, due to the lead-time required for setting up production. It will
however be available in time for scheduling a standard monthly production level to meet the demand.
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The sales manager is also considering enlisting the services of a reputable firm of market
researchers who could accurately inform Success (Pty) Ltd whether demand is to be 10, 14 or 16
thousand units.
(Drury adapted)
REQUIRED
(a) Calculate the possible monetary outcomes for each of the three machines and, using expected
values, advise Success (Pty) Ltd management on its best course of action.
Feedback 19.1.2
(a) Calculation of expected values for each of the three machines.
Estimated Sales @ Total costs Profit Probability Expected
demand R40/unit (R000) (R000) value
(000) (R000) (A) (R000)
Machine A
10 400 435 (35) 0,5 (17,5)
14 560 571 (11) 0,3 (3,3)
16 640 649 (9) 0,2 (1,8)
(22,6)
Estimated Sales @ Total costs Profit Probability Expected value

demand R40/unit (R000) (R000) (R000)
(000) (R000) (B)
Machine B
10 400 460 (60) 0,5 (30,0)
14 560 548 12 0,3 3,6
16 640 616 24 0,2 4,8
(21,6)
Estimated Sales @ Total costs Profit Probability Expected value

demand R40/unit (R000) (R000) (R000)
(000) (R000) (C)
Machine C
10 400 500 (100) 0,5 (50,0)
14 560 536 24 0,3 7,2
16 640 554 86 0,2 17,2
(25,6)
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Calculation of total costs
Note that with machine A you can only produce 10 000 units. Therefore the additional 4 000 units
to meet demand will be subcontracted.
(A)
Machine A 10 000 units 14 000 units 16 000 units
(max capacity of 10 000 units) (R000) (R000) (R000)
Variable cost of R6,50 / unit 65 65 65

(max capacity)
Fixed costs 320 320 320
Material costs 50 66 74
(Note: R5/unit for the first 10 000
units, R4/ (R5 x 80% = R4) unit for
demand > 10 000 units
Subcontracting costs - 120 190
(Note: R30/unit for up to 4 000 units, 4 000 x 30 = 120k
then R35/unit for subcontracting 2 000 x 35 = 70k
> 4 000 units) 190k
435 571 649
(B)
Machine B 10 000 units 14 000 units 16 000 units

(max capacity)
(Note: R5/unit for the first 10 000 units,
R4/unit for demand
> 10 000 units
Subcontracting costs - 60 120
(Note: R30/unit for up to 4 000 units,
then R35/unit for subcontracting
> 4 000 units)
460 548 616
(C)
Machine C 10 000 units 14 000 units 16 000 units
(max capacity)
(Note: R5/unit for the first 10 000 units,
R4/unit for demand > 10 000 units
Subcontracting costs - - -
(Note: R30/unit for up to 4 000 units,
then R35/unit for subcontracting
> 4 000 units)
500 536 554
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Recommendation
Management should choose machine B as it yields the lowest expected loss, particularly if the
decision is based on expected values.
It should be noted that though machine C yields the biggest expected loss, it has a 20% probability
of generating a profit of R86 000. A risk-taker might prefer machine C to machine B.
3. Summary
In this study unit we examined the impact of risk and uncertainty in business decision-making. We also
discussed the principle of probability, the value of perfect information and the maximin, maximax and
regret criteria.
4. Self-assessment activities

9th ed: Question 12.10, page 84 (Stow Health Centre). Solution pages 289 - 290.
10th ed: Question 12.7, page 83 (Stow Health Centre). Solution pages 286 - 287.
Feedback: Question 12.10 (9th ed.) or 12.7 (10th ed.) – Stow Health Centre
Occupancy levels
Maximum capacity = 50 clients x 350 days = 17 500

90% occupancy = 17 500 x 90% = 15 750
75% occupancy = 17 500 x 75% = 13 125
60% occupancy = 17 500 x 60% = 10 500
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INTEGRATED SELF-ASSESSMENTS
You have had an opportunity of working through comprehensive activities in each individual topic to
consolidate your understanding. As mentioned in the Introduction you will now have the opportunity to
assess whether you can apply your technical knowledge of individual topics, in an integrated scenario.
We will start with an easier case study and then progress to a more advanced one.
General Guidelines
You should attempt the case studies under exam conditions. Time yourself.
In real tests, you receive the scenario first and have reading time before receiving the required section.
You should attempt the case studies in this tutorial letter in the same manner.
Read the information in the scenario at least twice
Ensure that you have read every line in the scenario. Remember that you have to use all the
information provided in the scenario. Read the scenario line by line and highlight important information,
relating this as far as possible to particular topics and principles even though you do not yet know the
content of the required section.
Read the ‘required’ very attentively. Note specifically what you should present in the answer, e.g.
- budget, actual or forecast amounts – what advice is required

- for the year, month or week
- standard or actual
- costing basis (variable or absorption)
- minimum price for a special project
- expected value, standard deviation, coefficient of variation
- minimum and minimum transfer pricing
- performance measurements (ROI, RI, EVA®)
- advise management on best course of action to derive profitability
This is the methodology that you should use for every question that you attempt.
We will now take you through activities to illustrate the approach. You are also advised to work through
as many questions as possible in the Drury Student Manual. Use information encountered for the first
time to build up a data base of ‘info statements’ linked to ‘what to do’s’. This is what you need to look
for when reading a test or examination scenario.
Once you have read and understood the scenario and the required you can start answering the
question.
Test questions
Test questions should be attempted in the designated time of 60 minutes, including reading time of 15
minutes. Try to use the approach applied in the tutorial letter: after reading all the information, make
a short list of the critical information and ‘to do’s’. Check your list against the solution as part of the
self-evaluation process. If you have missed something, interrogate yourself. Is this a reading,
interpretation, knowledge or concentration problem. This will then point you to the remedy(ies)
required. Once you have assessed yourself, use the test commentary as a learning tool to eradicate
the mistakes made.
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Activity 1 – Integrated self-assessment

Ruf Ltd is a medium-sized company in the confectionery business. They sell jelly-based sweets by the
kilogram. The directors of Ruf Ltd have decided to apply for a listing on the Altx sector of the JSE
Securities Exchange SA.
The management accountant has extracted the following trial balance as at 28 February 20x8:
DR CR
Note R’000 R’000
Sales 1 100 320,0

Delivery costs 2 401,3
Depreciation – factory and equipment 4 800,0
– administrative 820,0
Interest paid 3 2 457,6
Materials purchased 4/5 58 000,0
Overhead costs – fixed 4 794,2
– variable 2 280,1
Salaries – administrative 6 10 100,2
– sales 3 009,6
Packaging costs 1 824,0
Travelling 490,7
Wages – manufacturing 7 6 020,3
Current assets 10 994,0
Current liabilities 5 829,3
Inventory 8 1 200,0
Loans – long term 20 480,0
Non-current assets 58 288,0
Reserves 17 940,0
Share capital 20 100,0
Taxation 810,7
165 480,0 165 480,0
Additional information
1. Sales for the year were made at an average price of R8,80 per kilogram.
2. Delivery costs vary with sales.
3. Interest is paid at a fixed rate of 12% p.a. on the long-term loans.
4. Materials were purchased at an average cost of R4,00 per kilogram.
On 28 February 20x8, 250 000 kilograms of raw materials were in inventory (inventory).
The material usage variance for the period was RNIL, due to efficient usage of material.
5. Ruf Ltd has determined the standard cost of one kilogram of sweets
(from 1 March 20x7 to 28 February 20x8) to be:
R
Material (1,25 kg input @ R3,96 / kg 4,95
Depreciation – manufacturing 0,40
Overheads – fixed 0,40
Overheads – variable 0,20
Packaging 0,15
Wages 0,50
6,60
The standard cost per kilogram was based on production of 12 000 000 kilograms sweets.
6. Administrative salaries are considered to be of a fixed nature.

7. Manufacturing wages are considered to be of a fixed nature.
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8. Inventory on 1 March 20x7 consisted only of completed product, valued at R6,00 per kilogram
- no raw materials were held on this date.
Valuation of closing inventory: Raw materials at cost and completed products at standard
cost.
REQUIRED Marks
Calculate Ruf Ltd’s profit before taxation for the year ended 28 February 20x8. (No
variances are required.) (20)
The given information can also be used for break-even calculations and standard costing analysis
• Consider what information you would have used in such a case.

• If you were a lecturer, what other areas could you have assessed with the given information, or
by adding some extra information?
(Test 2006: adapted)
Feedback 1
Note 1: What were you provided with in this question?
• A trial balance – take note of all the balances that are given to you in this question.
• Sales @ average net price
• Materials @ average net cost
• Opening and closing inventory of raw materials and finished goods  always a good starting
point for a question. Questions often give 3 of the 4.
• Cost per kilogram of sweets (fixed overheads are included in this balance)
• Fixed and variable expenses
• 20 marks equal 30 minutes based on 40 test marks in one hour
Note 2: Read the required carefully
Even if you don’t immediately understand what the question is asking, it will still be a guide for what to
look for in the scenario. Keep the following in mind:
1. The required section usually follows the flow in the scenario.

2. The marks shown will be indicative of the time to be spent on a particular section. Pay attention to
the critical words e.g. calculate, evaluate, advise and so on.
Note 3: Calculate Ruf Ltd’s profit before taxation for the year ended 28 February 20x8.
(No variances are required.) All inventories are valued at standard cost.
What do you understand from this?
• Year end – 28 February 20x8 (Check what are the dates of the information given to you in the
question, note that your year end is 28/02/x8.)
• On what basis should the profit be determined and closing inventory valued? The standard cost
includes fixed cost per kg, therefore the absorption costing method applies.
• No variances are required – what do they mean? Even though standard costs are provided (for
inventory valuation purposes), it will not be necessary to calculate a volume variance for fixed
overheads or any other variance.
• Closing inventories at actual and standard cost – make note of this.
• The material usage variance is RNIL. This implies that all material issued to production was used
efficiently, that is at the required standard!
• You can therefore use the materials issued to determine how many units were manufactured!
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Note 4:
• The first objective is to split the costs between manufacturing and non-manufacturing, as only
manufacturing costs may be taken into inventory.
● Quantities for sales and production must be determined to get the impact on inventory.
● In this case production is less than normal capacity of 12 000 000 kg; however, no
volume variance was required – relating to allocation of fixed overhead.
● Inventory at 28 February 20x8 consists of both material and completed product.
● Sales cost is usually a function of total sales value.
• The inventory in the trial balance relates only to completed units (opening balance) per note 8. Note
4 states that there were raw materials on hand in 20x8. The implication is that one must determine
whether there were also completed units on that date (20x8).
Statement of Profit or loss and other Comprehensive Income for Management Purposes
R’000
Sales (11 400 000 kgs @ 8,80) 100 320,0 (1)

[Good practice to show quantity and price]
Opening inventory (200 000 @ 6,00 – given note 8) 1 200,0 (2)
Materials 58 000,0 (1)
Depreciation – manufacturing 4 800,0 (1)
Overheads – fixed 4 794,2 (1)
Overheads – variable 2 280,1 (1)
Packaging 1 824,0 (1)
Wages 6 020,3 (1)
Closing inventory (2 320,0) (1)
Cost of sales 76 598,6 (1)
Gross profit 23 721,4
Delivery costs 401,3

Depreciation – admin 820,0
Salaries – admin 10 100,2
– sales 3 009,6
Travelling 490,7
Operational costs 14 821,8 (2)
Operating profit
Finance charges 8 899,6 (1)
Net profit 2 457,6
6 442,0
Calculation
1. Materials purchased 58 000 000 ÷ 4

= 14 500 000 kg (1)
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RAW
2. Production kg
Opening inventory (given in note 8) 0

Purchased 14 500 000
Closing inventory (note 4) 250 000
Issued production 14 250 000 (1)
(÷ 1,25 kg standard)
COMPLETE (1)
Kg
Opening (Note 8: R1 200  R6,00) 200 000

Sales (11 400 000)
Produced – same as sales (14 250 000 kg  1,25 kg standard) 11 400 000
 Closing inventory – complete (no change on O/I) 200 000 (1)
3. Inventory R
Materials 250 000 x R4 1 000 000 (1)
Product 200 000 x R6,60 (standard cost price) 1 320 000 (1)
2 320 000
Raw materials Finished goods

Kg Units
Opening balance Given 0 200,000

(1 200 000 / 6)
(14 250 000)
Purchased 58 000 000/4 = 14 500 000 Produced ÷ 1,25
11 400 000
Less: Issued to production #2 (14 250 000) Sold (11 400 000)
[100 320000/
(Balancing figure) 8,80]
Equal Closing inventory 250,000 200,000 (Balancing

figure)
@ Actual/Standard at R4 at R6,60
1,320,000
1,000,000
Activity 2 – Advanced integrated self-assessment
Crax Ltd has for many years produced its own well-known brand of savoury snacks exclusively for the
retail consumer market (Spar, Checkers, etc). Recently, it introduced a reduced fat product, hoping to
penetrate the highly lucrative diet food market, but its penetration into this market has been slower than
predicted.
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Production takes place at its highly automated plant in Pinetown. The production process starts with
the mixing of ingredients (flour, butter and oil) and kneading of the dough. Dough is then cut into forms
and baked. After baking the savoury spices are sprinkled over just before sealing into individual
packets. Retail snacks are sold in packets of 250 g. The diet snacks are 20% smaller per biscuit than
the retail snacks, uses less butter and oil and it is also slightly less savoury in order to cut down on
kilojoules. It is baked longer for a more crispy effect. Due to the lower butter and oil content, it takes
longer to knead the dough. Diet snacks come in packets of 200 g. The size of the foil wrapping of
individual packets are similar for the retail packets and the diet packets.
Crax’s existing costing system is very unsophisticated and the system does not distinguish between
savoury snacks produced for the retail market or those for the diet market. The costs include direct
materials being flour, butter and oil (used to make the dough) and savoury spices, as well as fixed
overhead costs. A single fixed overhead cost pool for all other conversion costs related to production
exists. Fixed production overhead costs are allocated to inventory on the basis of kilograms processed.
Although the dough for the two products differ in terms of its contents, the physical quantities are used
as an allocation base.
This year’s total actual costs of producing 21 600 000 packets for the retail market and 3 000 000
packets for the diet market are:
R
Flour, butter, oil (“dough”) used 24 000 000

Savoury spices 6 000 000
All other production costs 10 476 000
Recently, Crax lost the bid for a large new contract for Weigh-Less branded snacks. Its bid price was
reportedly R0,20 per kg higher than the winning bid. This came as a shock to Crax as they only added
a 4% profit margin onto its cost to arrive at the bid price per kilogram, as the industry is fiercely
competitive. Moreover, their plant was widely acknowledged as being in the upper quartile for
operating efficiency. The finance manager was subsequently fired for producing inaccurate costing
information.
The new financial manager decided to explore several ways of refining the costing system. Firstly, it
was identified that R1 230 000 of the R10 476 000 production costs pertained to packaging costs (foil
wrappings). Packaging time per product unit is identical for the two products. In terms of savoury
spices, 96% of orders (time and value) was spent on retail and the remainder on the diet orders.
Secondly, she applied activity-based costing (ABC) techniques to examine how the two products (retail
snacks and diet snacks) used the production processes differently. Three main activity areas could be
distinguished. An engineering firm was also employed to execute a time and motion study to determine
how long each product takes to produce. It was further decided that from now on fixed production
overhead should rather be allocated based on throughput (minutes per kilogram).
The actual fixed overhead cost (making up part of the production overhead) for each activity area and
throughput (in minutes) per kilogram is as follows:
Activity area Total cost Retail Diet

R Min/kg Min/kg
Kneading of dough 1 500 000 1,50 2,00

Cutting into forms 2 850 000 0,50 0,50
Baking 4 896 000 2,00 2,50
9 246 000
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There was no opening or closing inventories (raw materials, work in progress or finished goods). The
plant is running at its long-term capacity and operations are very efficient. You can assume actual
costs and throughputs to equate to budgeted costs and standards.
REQUIRED Marks
(a) Using the existing costing system, estimate what the competitor’s bid price per
kilogram of snacks in the Weigh-Less contract was. (Work to three decimals.) 9 (6)
(b) Using the revised cost allocation and an activity-based costing approach, determine
what the absorption cost per kilogram of retail snacks is compared to that of diet
snacks. (Work to three decimals.) (18)
(c) How might Crax Ltd use the revised costing system to make better business
decisions? 3 (4)
(d) Propose two possible areas that can be further investigated to improve cost
allocation between the retail and diet snacks.
(4)
(e) If the selling price per kg is R7,05 and R6,70 for retail and diet snacks respectively,
determine the breakeven sales volumes for both products based on the new cost
allocations. You may assume a constant sales mixture of 9:1 for retail vs diet snacks
and that the nature of the costs do not change. (7)
(f) One of the two ovens is going down for planned maintenance at the end of next
quarter for a period of 3 days. The remaining oven cannot cope with the total daily
required production of retail and diet snacks. Describe how you would go about
optimising the production schedule during that period with a supporting calculation. (5)
(g) Briefly list the potential risks to Crax Ltd of

• continuous power outages
• outsourcing the production of the diet product (6)
Feedback 2
Note 1: What have they given in this question?
• 2 products, different weights

• Same size wrapping
• Fixed overhead pool allocated on weight (kgs)
• Production quantities
• Dough also on physical (kg) basis, as above for FOH
• Special order not accepted
• Special order: 4% margin on cost – high efficiency
• Overhead cost split into packaging and three activities, all time driven
• No opening or closing inventory, implies production = sales
• Running at LT capacity and efficiency, see margin above
• Actual costs equate to budgeted costs
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Note 2: Read the required carefully.
You will now have an idea of how the question information relates to the required section. Keep in
mind that the marks shown will be indicative of the time to be spent as a particular section (50 marks
= 75 minutes). Note the highlighted words:
(a) Existing … competitor’s

(b) Revised
(e) per kg … new (cost)
(f) describe …
Note 3: What do you understand from this?
(a) Using the existing ( absorption costing) costing system, estimate what the competitors’ bid
price … ( benchmark for costs).
(b) … revised cost allocation and an activity-based approach (approach is given):
(c) …use the revised cost system (ABC), to make practical recommendations; start with the revised
cost calculated in (b))
(d) … two further areas to improve … ( look at what is the same under the old and may change
when using the new)
(e) … sales price per kg … calculate BE based on new cost (ABC) and given mix …
( contribution and variable and fixed cost required)
(f) Describe … with a supporting calculation ( oven implies baking the constraint)
(g) Risks ( relevant to the current processes)
NB: Note the request to work to three (3) decimals.
Note 4: Focus notes
Use the focus notes to correct your mistakes.
Feedback – Suggested solution
(a) Bid price of competitor using the current costing system
Direct costs: R
Dough 24 000 000 (✓ given: use weights)

Savoury spices 6 000 000
All other production costs 10 476 000 (✓ given: use weights)
Total absorption cost 40 476 000 (1)
Retail kilograms = 21 600 000 ÷ 4 = 5 400 000 kg (1)
Diet kilograms = 3 000 000 ÷ 5 = 600 000 kg (1)
If you multiplied by 4 or 5, see note 1 below.
Cost per kilogram [R40 476k ÷ (5 400k + 600k)] R6,746 (1)
Requested 3 decimals - implies answer will not be a nice clean number eg R6,70.
Crax’s bid price [[R6,746 x (1+ 4%)] R7,016 (1)
Competitor’s bid price [R7,016 – R0,20] R6,816 (1)

(6)
Weight Watchers = diet
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Focus notes
1. In tests and exams candidates often display a limited knowledge of measures and
conversions, e.g. the number of units in a dozen, and in this instance, the number of grams
in a kilogram. This is worrying, as a candidate at this level of study is expected to display a
proper general knowledge. We recommend that candidates, who know that they have
insufficient knowledge of measures and conversions, consult other sources to improve their
knowledge in this regard.
2. Candidates’ answers did not comply with the required format. A “price per kilogram” with
calculations to “…three decimals” was required. However, answers were often presented in
a price per unit (not per kilogram) and calculations were seldom performed to three decimal
points. We recommend that candidates read the required section properly and follow it
exactly.
3. Candidates made many basic calculation errors, thereby losing valuable marks.
4. Candidates did not display logical thinking, e.g. a candidate might have calculated a cost of
R800 per kg of snacks. In such a case, candidates are not expected to always revisit their
calculations, but candidates can still illustrate their thinking skills with a comment such as
“this answer is clearly unreasonable, however due to time constraints I will not be able to
revisit my calculations”.
(b) Absorption cost per kilogram using the ABC system
An immediate split between direct (variable) and fixed
Calculation of total cost

Retail Diet
R’000 R’000
Direct costs:
Dough (5 400 000kg / 6 000 000kg x R24m ;

600 000kg / 6 000 000kg x R24m ) 21 600 2 400 (2)
Savoury spices (R6m x 0,96; R6m x 0,04) 5 760 240 (1)
Packaging (wrappings)
(21 600k/ 24 600k x R1 230k; 3 000k/ 24 600k x R1 230k) 1 080 150 (1)
28 440 2 790
Packaging pro-rated on number of packets as same size
Fixed overhead production costs:
Kneading – time used:
Retail = 5 400 000 x 1,50 = 8 100 000 minutes (1)

Diet = 600 000 x 2,00 = 1 200 000 minutes (1)
Total = 9 300 000 minutes
Kneading – (8 100k/9 300k x R1 500k) 1 306 (1)
Kneading – (1 200k/9 300k x R1 500k) 194 (1)
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Cutting – time used:
Retail = 5 400 000 x 0,50 = 2 700 000 minutes (1)

Diet = 600 000 x 0,50 = 300 000 minutes (1)
Cutting – (2 700k/3 000k x R2 850k) 2 565 (1)
Cutting – (300k/3 000k x R2 850k) 285 (1)
Baking – time used:
Retail = 5 400 000 x 2,00 = 10 800 000 minutes (1)

Diet = 600 000 x 2,50 = 1 500 000 minutes (1)
Baking – (10 800k/12 300k x R4 896k) 4 299 (1)
Baking – (1 500k/12 300k x R4 896k) 597 (1)
Total absorption cost 36 6103 866
Check: total cost (R36 610 000 + R3 866 000 = R40 476 000)
Costs are allocated based on kg x minutes as the throughput are defined as min/kg. You should
not have used packets x minutes.
Cost per kilogram (R36 610 000 ÷ 5 400 000 kg);

(R3 866 000 ÷ 600 000 kg) R6,780 R6,443 (2)
(18)
Focus notes
Candidates’ answers did not comply with the required format. No comments or explanations were
required yet some students found the time for it. Also see point 2 under part (a) above for comments
that also apply here.
(c) Comment on the ABC impact
• Pricing decisions: Adding the normal 4% mark-up to the cost per kilogram of the diet snacks
of R6,443 would have given a bid price of R6,701. (1)
• This would have beaten the competitor’s bid of R6,816 and Crax Ltd would have gotten the
order. (1)
• Product design decisions: ABC provides a road map as to how to reduce the costs of individual
products by analysing the relative components. (1)
• By focussing on the high cost components overall costs can be reduced by managing costs
(matching resource supply with resource demand ABM) (1)
• Process improvements: Each activity area is now highlighted as a separate cost.
Improvements in efficiencies can also drive down costs per kilogram. (1)
• Product profitability analysis: ABC will allow the company to perform a product profitability
analysis and in doing so to formulate a better idea of the profitability of the different products
being manufactured. (1)
• Other valid point [maximum of 1 point] (1)
Maximum (4)
Focus notes
This part of the question was answered poorly. Candidates displayed a lack of insight and struggled
to apply theory to practical situations. For such questions, it is recommended that candidates plan
their answers properly and apply lateral thinking.
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(d) Additional areas to investigate
• Can cost of ordering be obtained and allocated according to number of raw material orders
placed?
• Setup costs related to changing the cutting dies from the larger retail snacks to the smaller diet
snacks.
• Setup costs related to changing the flavour of the savoury spices, e.g. salt & vinegar to cheese.
• Setup costs related to changing the setting in order that less savoury spice is added to the diet
snacks.
• Setup costs related to changing the foil wrapping for the diet snacks.
• Diet snacks use less butter and oil: determine actual usage for direct costs.
• Amount of foil in packaging might well be different between the two products – hence requiring
a different cost allocation.
• An alternative basis could be considered for the allocation of spice costs – e.g. consumption
based.
• Is there a difference between the degrees Celsius at which the two products are baked? Might
have impact on allocation of electricity costs?
• Any other valid point. [maximum of 1 point]
Two each, maximum (4)
Focus notes
This part of the question was also answered poorly. Setup costs were seldom addressed,
and an alternative basis for the allocation of costs relating to spices and wrapping were
seldom mentioned.
(e) Breakeven sales mixture:

Retail R/kg Diet R/kg
Selling price – given 7,05 6,70 (1)

Variable costs – See (b)
Retail (R28 440k / 5 400k) 5,27 (1)
Diet (R2 790k / 600k) 4,65 (1)
Contribution 1,78 2,05 (1)
Weighted average contribution mixture = [(9 x 1,78) + (1 x 2,05)]/10 = R1,807(1)
Breakeven = (1 500 000 + 2 850 000 + 4 896 000) [Fixed costs] / 1,807 = 5 116 768 kg (1)
Ratio: 4 605 092 kg (round up) retail and 511 677kg diet. [split 9/10 and 1/10](1)
(7)
This is defined as “common” fixed costs as the two products are manufactured on the same
machines. See Drury (9th ed) pages 182–184 for multi-product CVP.
If it was two production lines, we could do the alternative.
Common fixed costs can only be avoided if none of the products are manufactured.
Focus notes
The relative simplicity of a breakeven sales-volume calculation does not underscore the
importance of this figure. Here it was slightly complicated by two different products contributing
to fixed costs, which seem to have posed a problem to many candidates. Students who
experienced difficulty with this section, are advised to obtain further practice by attempting
several other questions on this topic.
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(f) Optimising production
• As the oven represents a scarce/limited resource, the contribution should be determined

per limiting factor – thus contribution per baking minute. (1)
• You should calculate the contribution per minute by dividing the contribution per kg
(calculated in part e) by the number of minutes of baking time per kg. (1)
• Preference should be given to filling orders first for the product with the highest
contribution per minute. (1)
Retail Diet
Contribution per kg 1,78 2,05

Baking time per kg (min per kg) 2,00 2,50
Contribution per baking minute 0,89 0,82 (2)
__
 Retail snacks should be given preference Maximum 5
(g) Power outages
• Product not fully/properly baked and lost (1)

• Cost base increase due to above (1)
• Sales and deliveries not met, customers may be lost (1)
• Damage to equipment in the long-term resulting from power surges (1)
• Opportunity cost of underutilising capital equipment (1)
Outsourcing
• Knowledge base taken over by outsourcing party (1)

• Lost market, taken over by 3rd party (1)
• Non-delivery by 3rd party in terms of agreement (1)
• Sub-standard quality products delivered or increased cost of monitoring (1)
Maximum 6
Focus notes
For this part, candidates unexpectedly failed to score high marks. In future, candidates could
improve their answers to similar questions by using the assumption (unless stated otherwise)
that one valid-point will earn only one mark. For such questions, candidates should also
attempt to incorporate real-world factors where possible and apply lateral-thinking.
Enrichment activity
Follow the link and watch the “How it’s made” episode about the production of savoury crackers
(biscuits) called soda crackers:
https://www.youtube.com/watch?v=BtiyzjsaZ0M&list=PLQvvxnU2-
Itd4t_6pGrsveqJHHIgwbiXD&index=7
Note the different stages in the production process.

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TEST 3 (2019) 40 marks
Idibala Cycle (Pty) Ltd (Idibala) is a company established by bicycle fanatics based in Pretoria. The
company manufactures and sells two kinds of high-quality carbon-fibre frames, one for road and one
for mountain bicycles. The manufacturing process utilises highly skilled staff and sophisticated
machinery to ensure high quality bicycle frames. There is currently a shortage of these skilled staff.
Idibala invests a lot in research and development and has world-class quality-testing equipment. Its
frames are therefore preferred by the local professional cycling community.
Idibala adopted an absorption costing system and currently uses units of output to allocate fixed
overheads for product costing. The manufacturing process for each frame type is uniform and
production of customised frames is not done at this stage. The manufacturing plant and labour have a
theoretical maximum capacity to produce 22 000 frames per year.
The total annual manufacturing overhead costs projections for 2020 at various output levels were
calculated as follows:
Output (frames) Total annual manufacturing overhead costs

(R’ 000)
15 000 27 150
16 000 27 400
18 000 27 900
21 000 28 650
Road-frame is expected to sell for R21 000 each. The mountain-frame pricing has been calculated
based on a 65% mark-up on manufacturing cost, (excludes protective packaging costs), which is in
line with what the company expects on both products.
The following relates to the year 2020 budget information for direct costs for each frame:
Road-frame Mountain-frame
(R) (R)
Prime cost 9 800 10 200
Direct variable labour cost 1 750 1 750
(at R350 per hour)
Protective packaging per frame # 100 100
Sales commission 2% of sales 2% of sales
#
Protective packaging per frame is used to protect the frames.
The overall budget for Idibala for the year 2020 based on strategic plans:
Road-frame Mountain- frame Total
Sales units 10 800 7 200 18 000

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Ms Eisaan (the management accountant), provided the following budget information for the year
2020: (note 1-7)
1. Idibala keeps minimal raw material inventory on hand and in accordance with Idibala’s inventory
policy, no finished goods or work-in-progress inventory will be kept on hand.
2. The overall budgeted sales units are equal to the normal production capacity of the company for
the year 2020.
3. Given the competitive cycling business, an aggressive marketing and advertising campaign is
required for Idibala to maintain its competitiveness and to penetrate new markets. R25 million
was budgeted for advertising for the year.
4. After a successful legal claim relating to patent infringement in 2019, Idibala will be receiving
royalty fees of R1,5 million per annum from a competitor for the next ten years.
5. Salaries for executives and other administrators are expected to be R66,3 million per annum.
6. The current year’s (2019) audit and legal fees were R16 million per annum. Audit fees accounted
for 70% and are expected to increase by 5%. Legal fees are expected to increase by 150% due
to the anticipated litigation, ensuring proper intellectual property management.
7. Other non-manufacturing operating expenses, excluding interest and depreciation, are expected
to be R12,5 million for the year.
8. Fixed overhead cost investigation:
Ms Eisaan wishes to change the fixed manufacturing overhead cost allocation basis to an
Activity-based costing method in the future. (notes 8 – 11)
The investigation indicated the following proportions:

Proportions
Inspection 55%
Electricity 35%
9. The investigation also found that Idibala’s manufacturing process is a craft that requires a lot of
human intervention, hence considered labour intensive.
10. Overhead activities revealed the following:
Road-frame Mountain-frame
Machine hours per batch 4 9
Number of orders per batch 1 3
Inspection hours per batch 3 7
Units per batch 20 30
11. After attending a seminar on costing methods the management accountant indicated that she
believes Idibala should utilise a job-costing system in the future.
12. Executive committee meeting:
A resolution was taken to keep finished goods inventory on hand to avoid out of stock situations and
in an effort to minimise the impact of electricity load shedding undertaken by the national electricity
supplier. The production director suggested a 25% increase on the 2020 budgeted production quantity.
The marketing director cautioned the committee that the planned sales volume for 2020 will not change.
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REQUIRED Marks
Sub- Total
total
(a) Calculate the product costs of both frame types and comment on the current
Road- frame selling price in terms of Idibala’s pricing strategy.
• Round amounts to two decimals (i.e. cents) 9 9
(b) Discuss the appropriateness of applying a job-costing system and provide
an alternative costing system (if appropriate). 3
Communication – Logical argument 1 4
(c) i. Calculate the budgeted total number of frames needed by Idibala to

breakeven (on a total basis). 13
• Assume a constant sales mix ratio and round amounts to two decimals
(i.e. cents)
ii. Discuss the impact that the executive committee’s resolution (note 12) 2
will have on the break-even calculation in (i) above.
(d) Recalculate the fixed overhead allocation for each product using the
Activity-Based Costing method. 11 11
TOTAL 40
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TEST 3 (2019) – SUGGESTED SOLUTION 40 marks

r – Right mark c – Consequential mark
(a) Calculate the product costs of both frame types and comment on the current
Road- frame selling price in terms of Idibala’s pricing strategy.
• Round amounts to two decimals (i.e. cents) 9
NOTE:
» A vast majority of students did not pickup that by including both direct labour and prime costs would
imply double counting on the part of labour costs. Prime costs by definition includes direct labour.
When asked to comment on pricing in a manner phrased in the required, keep your costs and
analysis at a per unit level.
» Comment on pricing requires selling prices (SP) and where SP are given a comparison to industry
or policy as per the required should be done.
» Many students did not accurately execute hi-Low method, students are advised to perfect it for it is
commonly used tool in management accounting.
Road-frame (R) Mountain frame (R)

Prime costs 9 800 10 200 1r (only when labour not
included in the calc)
Variable overheads 250 250
Fixed overheads 1 300 1 300 1c (half each)
Product cost 11 350 11 750
Selling price @ 65% 18 727.50 19 387.50 1c (allocated to Road

Mark-up frame)
Alt: current mark-up (𝑅21 000 − 𝑅11350)⁄ Or 1c
𝑅11 350
=85%
Overheads (Using Hi-Low method):

Overheads costs
High-low method Prod volume Total cost (R)
Lowest level # 15 000 27 150 000
Highest level # 21 000 28 650 000
Difference 6 000 1 500 000 1c
# Any two levels could be used.

Variable portion cost per unit R
R1 500 000 / 6 000 250,00 1 r
Fixed overhead portion – Budget R

Total overhead cost @ lowest level 27 150 000
Less Variable cost (15 000 x 250) 3 750 000 1 c (levels must match)
Fixed cost – budget 23 400 000 1 c
Fixed overhead rate per unit (R23.4m/18 000) 1 300 1c (use units)
The current selling price of the Road frame is R21 000, which exceeds the selling price per 1
the pricing strategy of R18 727.50 (at least 12% higher). Alt: The current price of R21 000
achieves a 85% mark-up on product cost, which is much higher than the 65% pricing
policy.
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Given the competitiveness with the industry, management would be advised to charge road 1
frame at between R18 727.50 and R19 000. /
If bike frames are price elastic and they charge R21 000 instead of R 18 727.50 they may
lose their market share to competitors.
The price that is in line with pricing policy, will give Idibala an added advantage in the 1
market and retain market share.
AVAILABLE 11
Maximum 7 marks for calculations and Max 2 marks for discussion.
MAX 9
(b) Discuss the appropriateness of applying a job-costing system and provide an

alternative costing system (if appropriate). 3
1. The Job costing method should only be used where each unit of output is unique, 1 def
custom made.
2. Currently manufacturing process is uniform and customised frames are not 1 apply
undertaken.
3. Both frames use 5 labour hours per frame. It would therefore not justify a job card 1
for each frame.
4. The correct costing system therefore should be a process-costing system, 1
5. as it will be cost effective and will result in an efficient management accounting 1
functioning as Idibala manufactures two types of frames and this is mass
produced - on average 1 500 (18000/12) units per month.
AVAILABLE 5
MAX 3
Communication skills: conclusions clearly stated at the end of the answer. 1
TOTAL MAX 4
Note:
» Students showed lack of knowledge on the definition costing systems, Job costing and processing
system to be specific.
» The definitions and general characteristics of the systems/principles in question should be followed
by an application to the scenario.
» The required wanted a conclusion; remember to do just that to earn easy marks.
(c) i. Calculate the budgeted total number of frames needed by Idibala to

breakeven (on a total basis). 13
• Assume a constant sales mix ratio and round amounts to two decimals (i.e.
cents) 2
iii. Discuss the impact that the executive committee’s resolution (note 12) will
have on the break-even calculation in (i) above.

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i)
Note:
» Students struggled with the treatment of fixed income (royalties on patent in the question). Note
that such should reduce the total fixed costs.
»Please note that for the purpose of break even point (BEP) calculations, all fixed costs
(manufacturing and non-manufacturing) are summed up to make fixed costs.
» A lot of students used figures from part(a) but did not provide proper references and such would be
to student’ disadvantage when it comes to marking.
» Always show your workings (applies only to figures not provided in the question).
» Contribution is sales less variable costs.
» Sales mix ratio uses are not properly understood.
» For multi product BEP, you need to take contribution amount of each product and apply their
respective budget proportion and summing the products to get the weighted average contribution.
» The weighted average contribution should be used as the denominator on the BEP units formula.
Fixed costs R’000

Marketing and advertising 25 000 ½r
Royalties - patent (1 500) 1r
Salaries - Admin 66 300 ½r
Audit and legal fees 23 760 2r
[16 m x 70% = 11 200 audit x1.05 = 11 760];[16 m x 30% x 2,5 =
12 000]
Fixed manufacturing overheads 23 400 ½ c
Other operating expenses 12 500 ½ r
Total 149 460
Contribution per frame Road-frame Mountain-frame

R R
Selling price – given / carried over 21 000,00 19 387,50*
Less Variable costs (working # below) (10 570,00) (10 937,75)
Contribution per frame 10 430,00 8 449,75 1 c
(½ each)
Workings:
*Mountain-frame selling price
Mountain-frame
R
Product cost [per part (a)] 11 750*
Selling price @ 65% Mark-up 19 387.50 1c

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Alternative
#Variable costs per Road-frame Mountain- Road-frame Mountain-
frame per unit frame per R’000 frame
R unit R’000
R
Prime costs 9 800 10 200 (105 840) (73 440) ½ c (even
when labour
included)
Packaging costs 100 100 (1 080) (720) ½ r
Variable overheads 250 250 (2 700) (1 800) ½c
Sales commission 420 387,75 (4 536) (2 791,80) 1c
[21 000 x2%;
19 387,50 x2%
Total variable costs 10 570 10 937,75 114 156 78 751,80
Divided by number of 10 800 7 200
expected production
VC per frame R10 570 R10 937,75
Weighted average contribution:

60% 40%
= (10 430,00 x 10 800 / 18 000) + (8 449,75 x 7 200 / 18 000) 2c Must use budgeted
sales volume
= R6 258+ R3 379,90
= R9 637,90
Alternative: Weighted average contribution = Total contribution / total units
= [(10 430,00 x 10 800) + (8 449,75 x 7 200)] / 18 000 2c Must use budgeted

sales volume. Not
= (R112 644’ + R60 838,2’) / 18 000 Production volume.
= R173 482,2’/ 18 000
= R9 637,90
Break-even = Fixed cost / Weighted average contribution

= R149 460 000/ R9 637,90 1c Must divide by a
= 15 507,5 weighted average
= 15 508 units in total ½C Must round UP
ALTERNATIVE:
Ratio per batch: 10 800 : 7 200
1,5 : 1
Contribution per batch = (1.5 x 10 430,00 ) + (1 x 8 449,75 ) 1 c Must use sales
= R15 645 + 8 449,75 volume, not production
= R24 094,75 per batch volume to weigh
R149 460 000

Break-even = R24 094,75 = 6 203,01 1c
= 6 204 batches ½ C Must round UP
Road = 6 204 x 1.5 = 9 306 ½c
Mountain = 6 204 x 1 = 6 204 ½c

= 15 513 units
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(c) (ii) Discuss the impact that the executive committee’s resolution (note 12) will have 2
on the break-even calculation in (i) above.
Note:
» The student had to show an understanding of normal capacity and what happens when such
capacity is exceeded.
» This tied to one of CVPs (BEP being part of) underlying assumptions. Fixed costs are constant
within the relevant range.
» Again, a conclusion in discussion questions will be an easy mark.
The resolution taken requires an increase in production volume that will exceed the 1
current maximum capacity. [18 000 units x1.25 = 22 500]
Additional labourers will have to be contracted or employed and the 1
manufacturing plant will have to expand to increase capacity, hence fixed costs
will increase because of expansion.
The breakeven point calculation previously done will change because of the above. 1
Holding other things constant, the breakeven point units will increase. 1
MAX 2
Communication skills: conclusions clearly stated at the end of the answer. 1
(d) Recalculate the fixed overhead allocation for each product using Activity-based 11
costing (ABC) method.
Note:
• For product costing, only manufacturing fixed costs should be allocated using ABC.
• At all times 100% of such manufacturing costs should be allocated. The question deliberately
gave information on 90%, and only a few students picked it up.
• Selection of cost drivers was not so easy and even worse the calculations of the cost drivers
proved to be very challenging for many students.
Inspection 55% + Machine related 35% = 90%. Since the sum above is less than 100%
And at all times 100% of the FMO has to be allocated to production
The missing portion would be the other fixed manufacturing overheads
Therefore: Other fixed manufacturing overheads = 100% - 90%
=10% 1r
Fixed manufacturing
overheads (FMO)
Inspection (55% x R23.4m) 12 870 000 ½ c
Machine related costs (35% x R23.4m) 8 190 000 ½ c
Other manufacturing overheads (10% x R23.4m) 2 340 000 ½ c
23 400 000
Cost driver calculations:

Road Mountain Total
Number of batches (10800/20) = 540 (7200/30) = 240 780 1 r (½ each)
Hours of inspection (540x3) = 1620 (240x7)=1680 3 300 1 c (½ each)
Machine hours (540x4) = 2160 (240x9)=2160 4 320 1 c (½ each)
Labour hours (R1750/R350) x (R1750/R350) x 7200 90 000 1 r (½ each)
10800 = 54 000 = 36 000
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Cost driver selection
Activity Cost driver FMO No. of cost Cost per driver

R drivers R
Inspection Hours of 12 870 000 3 330 3 900.00 ½ c
inspection
Machine related Machine hours 8 190 000 4 320 1 895.83 ½ c
costs
Other FMO Labour hours 2 340 000 90 000 26.00 ½ c
Allocation:
Activity Road (R’000) Mountain (R’000) Total (R’000)
Inspection (3900x1620) = 6 318 (3900x1680) = 6 552 12 870 1 c (½ each)#
Machine related (1895.83x2160) = 4 095 (1895.83x2160) = 4 095 8 190 1 c (½ each)#
costs
Other FMO (26x54000) =1 404 (26x36000) =936 2 340 1 c (½ each)#
11 817 11 583 23 400
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Mike and Thabang are planning to start a business, BIG TV’s, which will sell flat screen televisions
(TV’s) to the public at below market prices. The business model will involve purchasing of old LCD
TV’s and refurbishing them into two models as follows:
• Smart is a 55-inch TV with internet, and

• Clever is a 40-inch TV with no internet to be sold to the hospitality industry (hotels) that will not
require internet connectivity.
BIG TV’s have already secured enough suppliers to ensure stable supply of the above models. Smart
will sell for R3 500 per TV and Clever will sell for R2 000 per TV. They estimate that their cost of old
TVs as a percentage of sales will be 40% for Smart and 30% for Clever.
Mike prepared the monthly budgeted income and expenses below:
Smart Clever Total

R R R
Sales 630 000 400 000
Variable overheads (85 000) (33 750)
Contribution 545 000 366 250 911 250
Total fixed cost 820 590
Cost of sales (old TV’s) 372 000
Lease costs: computers 77 490
Salaries and wages (fixed) 216 000
Electricity 110 400
Rent paid for workshop 44 700
Net operating profit 90 660
NEW ALLOCATION
Thabang has a management accounting diploma and wants to assess the effect on pricing, if Activity-
Based Costing (ABC) principles are applied to allocate fixed cost. Thabang has drafted a production
plan and assumed the following:
There are three activity centres:

o purchasing of parts,
o refurbishment
o quality inspection.
The following resources are planned for each activity centre:

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MAC4861/104
Activity centre No. of No. of Area occupied

computers employees Square metres
Purchasing of parts 1 2 30
Refurbishment 5 7 130
Quality inspection 1 1 40
7 10 200
• Included in lease costs: computers, are 6 desktop computers to a total value of R27 490 used for
purchasing and refurbishing activities. The remaining amount is paid a special testing computer
to for quality inspection.
• Salaries and wages include 10 employees (including Mike and Thabang).
• Electricity usage is used evenly throughout the workshop.
• TV’s are refurbished in batches:
o Smart TV’s are refurbished in batches of 15 TV’s, and
o Clever TV’s in batches of 20.
• It takes 3,5 hours to refurbish Smart TV’s and 2 hours for Clever.
• The purchasing staff must place three orders of parts for each batch of Smart TV’s that are
refurbished and two orders for each batch of Clever TV’s.
• Quality Inspection: Each Smart TV is inspected once during the refurbishment process and once
at the end, while each Clever TV is only inspected once at the end of the refurbishment process.
• BIG TV’s expects to sell all the units they refurbish during the year (no closing inventory at year-
end).
REQUIRED Marks
Sub- Total
total
(a) i. Identify two principle errors that Mike made in his monthly budgeted 2
income and expense statement.
ii. Calculate the total monthly break-even in rand value for BIG TV’s. 6
(hint: i.e. Smart and Clever combined value).
Communication skills - logical argument
1 9
(b) i. Allocate the total budgeted fixed costs to the three activity cost
centres using resource cost drivers (i.e. first stage allocation) 6
ii. Assign the budgeted fixed costs in the three activity cost centres to
Smart and Clever using ABC principles and calculate the fixed cost
per unit for Smart and Clever. 13
Communication skills - layout and structure 1 20
(c) Using the results from (b) (ii):
i. Calculate the budgeted contribution per unit and gross profit per unit
for Smart and Clever. 3
ii. Calculate the budgeted contribution margin (%) per unit and gross
profit margin (%) per unit for Smart and Clever. 2
iii. Comment on the budgeted contribution margin and gross profit margin
percentages calculated in (c)(ii). 3 8
(d) List three non-financial targets that BIG TV’s can use as a control measure 3 3
to be a successful business.
TOTAL 40
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(a) i. Identify two principle errors that Mike made in his monthly budgeted 2
income and expense statement.
ii. Calculate the total monthly break-even in rand value for BIG TV’s. 6
(hint: i.e. Smart and Clever combined value).
Communication skills - logical argument
1 9
i)
Cost of old TVs was incorrectly added to fixed cost, i.e. fixed cost total is [1]
overstated.
Cost of old TVs should be included in the calculation of contribution. [1]
Contribution was therefore overstated or variable cost is understated.
Cost of old TVs should be split between Smart and Clever. [1]
ALT: Electricity is a stepped fixed cost or variable cost and should (partly) be [1]
included in fixed cost
MAX 2
ii) Break Even (Communication skills - logical argument (BREAK-EVEN IN RAND) [1]
(ALT R338 390 if no
• Breakeven Fixed Cost ( 820 590 - 372 000) electricity incl)
=
Contribution Margin
• 448 590 [1r]
52.4%
Breakeven in [1c] Correct
• R 856 087,79 Rand formula
Must use
weighting
CALCULATIONS: technical issue

Contribution margin calculation
• Smart 545 000 [630 000 – 85 000] both[1r]
• Clever 366 250 [400 000 – 33 750]
• Cost of old TVs (372 000) [252 000 + 120 000] both[1r]
• New contribution 539 250
• Total Sales 1 030 000 [630 000 + 400 000] [1r]

• Contribution Margin 52.4% [539 250 / 1 030 000] [1c]
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(b) i. Allocate the total budgeted fixed costs to the three activity cost centres using
resource cost drivers (i.e. first stage allocation) 6
ii. Assign the budgeted fixed costs in the three activity cost centres to Smart and
Clever using ABC principles and calculate the fixed cost per unit for Smart and
Clever. 13
Communication skills - layout and structure
1 20
i)
Purchasing Refurbishment Inspection Total
R R R R
Computer 1/6 x R27490 = 5/6 x R27490 =
lease 4 581,67 22 908,33 50 000,00 77 490 1.5r
Salaries & 2/10 x R216 000 = 7/10 x R216 000 = 1/10 x R216 000 =
wages 43 200,00 151 200,00 21 600,00 216 000 1.5r
Electricity 30/200 x R110400= 130/200 x R110400= 40/200 x R110400=
16 560,00 71 760,00 22 080,00 110 400 1.5r
ALT Elec 36 800 36 800 36 800 110 400 1.5r
Rent paid 30/200 x R44 700 = 130/200 x R44 700 = 40/200 x R44 700 =
6 705,00 29 055,00 8 940,00 44 700 1.5r
71 046,67 274 923,33 102 620,00 448 590
Total 6
ii)
Communication skills - layout and structure [calculating cost drivers] [1]
A- Calculate activity cost drivers:
Smart Clever Total
TV’s refurbished p.m. R630k / R3.5k = 180 R400k / R2k = 200 1r[both]
No. of batches 180 / 15 = 12 200 / 20 = 10 22 1c[both]
No. of orders 12 x 3 = 36 10 x 2 = 20 56 1c[both]
[not
15&20]
Refurbish time (hours) 180 x 3,5hr = 630 200 x 2hr = 400 1 030 1c[both]
Inspections 180 x 2 = 360 200 x 1 = 200 560 1c[both]
B- Assign activity cost centre costs to products:
Smart R Clever R Total R
Must use cost drivers calculated above
Purchasing 36/56 x R71 047 20/56 x R71 047 [not 22 batches,
=45 673 =25 374 71 047 or 5 orders]
2c (1 each)
Refurbishment 630/1030 x R274923 400/1030 x R274923 [not 360, or 5,5]
=168 157 =106 766 274 923 2c (1 each)
Quality inspect. 360/560 xR102 620 200/560 xR102 620 [not 3]
=65 970 =36 650 102 620 2c (1 each)
279 800 168 790 448 590
Per unit R279 800 / 180 = R168 790 / 200 =
1 554,44 843,95 2c (1 each)
TOTAL 13
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(c) Using the results from (b) (ii):

i. Calculate the budgeted contribution per unit and gross profit per unit
for Smart and Clever. 3
ii. Calculate the budgeted contribution margin (%) per unit and gross
profit margin (%) per unit for Smart and Clever. 2
iii. Comment on the budgeted contribution margin and gross profit
margin percentages calculated in (c)(ii). 3 8
i)
Smart Clever
R R
Selling price (given) 3 500,00 2 000,00
Variable overhead (R85000/180; R33 750/200) (472,22) (168,75) 1c both
ALT: Variable overhead (incl electricity)
Cost of old TVs ((R3500 x 40%; R2000 x 30%) (1 400,00) (600,00) 1r both
Contribution 1 627,78 1 231,25
Fixed cost per unit (from (b)(iii) (1 554,44) (843,95)
Gross profit 73,33 387,30 1c both
Total 3
ALT: Calculate the budgeted contribution per unit and gross profit per unit for Smart and Clever on a
total approach
ii) Smart Clever
1 627,78 1 231,25
Contribution margin = 3 500,00 2 000,00
= 46,51% 61,5% 1c (for both)
Correct formula
Gross profit margin 73,33 387,30
3 500,00 2 000,00
= 2,10% = 19,37% 1c (for both)

Correct formula
TOTAL 2
iii)
Contribution margin
Clever has a higher contribution margin than Smart due to:
• lower cost of old TVs (i.e. 30% of sales vs 40% for Smart) 1
• Lower variable overhead per unit (i.e. 8,44% of sales vs 13,49% for Smart) 1
Gross profit margin

Clever has a higher gross profit margin than Smart due to:
• Smart uses more fixed overheads than Clever (44,41% of sales vs 42,20% for Clever / 1
84,19% higher per unit than Clever [(R1 554,44 – R843,95) / R843,95]) due to:
o Requiring more orders per batch (3 orders vs 2 orders) 1
o Being more complex / time consuming to refurbish (3,5 hours vs 2 hours) 1
o Smart needs 2 quality inspections per TV compared to only 1 for Clever 1
Available 6
Max 3
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(d) List three non-financial targets that BIG TV’s can use as a control measure to be a 3
successful business.
Employee satisfaction e.g. low employee turnover target, employee surveys 1

Customer satisfaction e.g. low number of complaints target about service levels 1
Company reputation, e.g. favourable image target through surveys 1
Quality of product e.g. low number of failed quality inspections target; low number of 1
defective TV’s returned target
Available 4
Max 3
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Delicious Foods (Pty) Ltd is located in Durban. The company started as a food producer and has
subsequently also started manufacturing electric food blenders. It has three autonomous divisions,
namely Deluxe Biscuits, Select Sugar and Vita Blenders.
Deluxe Biscuits
The Deluxe Biscuits division produces a single type of biscuit in batches. Each batch produces 270 kg
of biscuits which are packed in 200g boxes.
The following are the standard ingredients to produce one batch of biscuits:
Quantity Price
kg R per kg
Butter 100 110,00
Icing sugar 50 16,50
Self-raising flour 150 13,00
Deluxe Biscuits budgeted to produce 250 batches of biscuits for the financial year ended 30 June 2019
(FY2019).
The actual results for FY2019 were as follows:

• 254 batches of biscuits were produced.
• 26 000 kg of butter were purchased at a cost of R2 730 000, of which 25 908 kg were issued to
production.
• 12 250 kg of icing sugar were purchased at R18,20 per kg, of which 12 192 kg were issued to
production.
• 39 200 kg of self-raising flour were purchased at R13,20 per kg, of which 39 116 kg were issued
to production.
Inventory which comprises of raw materials, packaging and finished goods are all valued at standard
cost. The division does not keep any inventory at the beginning or the end of the year.
Select Sugar
The Select Sugar division produces brown sugar, white sugar, castor sugar and icing sugar. Icing sugar
is sold in one (1) kg bags and the budget per bag for the financial year ending 30 June 2020 (FY2020)
is as follows:
R/bag
Selling price 19,00
Less: Product costs (14,00)
Raw materials and packaging (6,00)
Variable overheads (2,00)
Fixed overheads (6,00)
Gross profit 5,00

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According to market research done by Select Sugar their projected sales of icing sugar at various levels
for FY2020, are as follows:
Annual sales Probability
1 kg-bags
29 000 30%
33 000 55%
35 000 15%
Select Sugar can produce a maximum of 40 000 kg of icing sugar per annum.
Deluxe Biscuits has not purchased icing sugar from Select Sugar in the past due to Select Sugar’s
selling price being higher than other suppliers. The Chief Financial Officer (CFO) of Delicious Foods
has asked the managers of Deluxe Biscuits and Select Sugar to discuss the internal transfer of icing
sugar instead of purchasing it from external suppliers.
Deluxe Biscuits plans to produce 256 batches of biscuits in FY2020. If Select Sugar transfers the icing
sugar to Deluxe Biscuits there will be a saving of R0,50 per kg for Select Sugar on the packaging.
Vita Blenders
The Vita Blenders division produces a range of three small electric food blenders that are used to blend
food (e.g. fruit, vegetables, seeds, nuts, etc.), to make smoothies, shakes and soups. The blenders all
use the same electric motor that is manufactured by Vita Blenders. Vita Blenders has been approached
by Durban Engineering to outsource the manufacturing of the electric motors (i.e. only a component of
the electric food blenders). They have offered to supply the electric motors at a cost of R400 per unit.
In terms of the offer Vita Blenders will therefore continue to produce the electric food blenders but will
purchase a component of the blenders (i.e. the electric motors) from Durban Engineering instead of
manufacturing it themselves.
The electric motor section has budgeted the following costs for FY2020 (before outsourcing), to
manufacture 18 000 electric motors:
Note R
Direct materials 3 600 000
Direct labour 1 1 620 000
Variable manufacturing overhead 1 080 000
Fixed manufacturing overhead 2 2 700 000
Head office cost allocation 3 900 000
9 900 000
Notes:
1. If Vita Blenders outsources the manufacturing of electric motors, 40% of the labour force in the
electric motor section will be retrenched with the division paying R162 000 in severance packages
to all the affected employees. The remaining 60% will be transferred to other parts of the Vita
Blenders division. These transferred positions will not be created if the manufacturing of electric
motors are not outsourced.
2. Fixed manufacturing overhead costs would reduce by 10% if the motors are purchased from
Durban Engineering.
3. Total head office costs will not change if the motors are purchased from Durban Engineering.
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REQUIRED Marks
Sub- Total
total
(a) Calculate the following variances for the Deluxe Biscuits division for the
biscuit ingredients (butter, icing sugar and self-raising flour) for FY2019:
(i) Material price variances; 4

(ii) Material mix variances; and 6
(iii) Material yield variances. 5
Round off Rand values to two decimal places (i.e. cents) and indicate
whether each variance is favourable or unfavourable. 15
(b) Calculate the minimum transfer price per kg of icing sugar that Select Sugar
will be willing to accept when selling to Deluxe Biscuits for FY2020. 9 9
Round off Rand values to two decimal places (i.e. cents).
(c) Determine whether Vita Blenders should outsource the manufacture of
electric motors to Durban Engineering or not, using appropriate calculations.
Give reasons for any items that you consider irrelevant. 9
Communication skills – logical argument 1 10
(d) Discuss five (5) non-financial factors that Vita Blenders should consider
when making the outsourcing decision. 5
Communication skills – clarity of expression 1 6
TOTAL 40
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(a) Calculate the following variances for the Deluxe Biscuits division for the
biscuit ingredients (butter, icing sugar and self-raising flour) for FY2019:
(i) Material price variances;
(ii) Material mix variances; and 4
(iii) Material yield variances. 6
5
Round off Rand values to two decimal places (i.e. cents) and indicate 15
whether each variance is favourable or unfavourable.
NOTE: Must show Favourable (F) or Adverse (A) / Unfavourable (U)
(i) Material price variances

R
Butter (R110 – (R2 730 000/ 26 000 = R105)) x 26 000 kg 130 000 F 2 r
Icing sugar (R16,50 – R18,20) x 12 250 kg (20 825) A 1 r
Self-raising flour (R13 – R13,20) x 39 200 kg (7 840) A 1 r
101 335 F
(ii) Material mix variances
Actual Actual input Variance Std price Variance
issued in std mix (kg) R R
in actual (kg) *
mix (kg)
Butter 25 908 25 738,67 (169,33) 110,00 (18 626,30)A 1r*
(77 216 x (100 / 300))
Icing sugar 12 192 12 869,33 677,33 16,50 11 175,95 F 1r*
(77 216 x (50 / 300))
Self-raising flour 39 116 38 608,00 (508,00) 13,00 (6 604,00)A 1r*
(77 216 x (150 / 300))
77 216 77 216,0 (14 054,35)A
(1) r (1) r (1) r Total 6
Note: Round off % to at least 1 decimal (preferably at least 2 decimals). Don’t round off to the
nearest %. It makes a big difference to the final answer.
Standard mix:
Butter: 100kg / 300kg = 33,33% x 77 216kg
Icing sugar: 50kg / 300kg = 16,67% x 77 216kg
Self-raising flour 150kg / 300kg = 50,00% x 77 216kg
(iii) Yield variances
Actual input Std qty for actual Variance Std Variance
in std mix production (kg) price R
(kg) * (Expected input) R
Butter 25 738,67 25 400 (338,67) 110,00 (37 253,70)A 1r*
(254 x 100kg)
Icing sugar 12 869,33 12 700 (169,33) 16,50 (2 793,95)A 1r*
(254 x 50kg)
Self-raising flour 38 608,00 38 100 (508,00) 13,00 (6 604,00)A 1r*
(254 x 150kg)
77 216,0 76 200, (46 651,65)A
(1) r (1) r Total 5
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Note:
Most students answered the price variance correctly although quite a few used the issued quantity
(e.g. 25 908kg butter) instead of the purchased quantity (e.g. 26 000kg butter). The scenario stated
that inventory is valued at standard cost which implies that the price variance must be based on quantity
purchased, not issued or used.
Mix and yield variance errors included:
• Not calculating the standard mix correctly.

• Using budget quantities based on original budget (250 batches) in the yield variance instead of
flexed budget quantities, i.e. the standard (or budget) quantities for the actual output of 254
batches.
• Using actual prices per kg instead of standard prices.
(b) Calculate the minimum transfer price per kg of icing sugar that Select Sugar
will be willing to accept when selling to Deluxe Biscuits for FY2020. 9 9
Round off Rand values to two decimal places (i.e. cents).
Minimum price = incremental cost (i.e. variable cost + any increase in ‘cash’ fixed cost) + opportunity
cost (i.e. contribution lost on sacrificed external sales)
Annual sales Probability Weighted

1 kg bags
29 000 30% 8 700
33 000 55% 18 150
35 000 15% 5 250
Expected sales quantity 100% 32 100 1½ r
Determine if opportunity cost is applicable (i.e. will there be sacrificed external sales):
Kg
Maximum capacity – given 40 000
Internal demand from Biscuit (256 batches x 50kg) (12 800) 1 r
Available capacity for External sales 27 200
Less Expected external sales (from calc. above) (32 100) 1 c
Shortage = sacrificed external sales (4 900) ½ c
Alternative 1: Kg
Less Expected external sales (from calc. above) (32 100) 1 c
Available capacity for Internal transfer 7 900
Internal demand from Biscuit (256 batches x 50kg) (12 800) 1 r
Alternative 2: Kg
Internal demand from Biscuit (256 batches x 50kg) 12 800 1 r
Expected external sales (from calc. above) 32 100 1 c
Total demand 44 900
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Contribution from external sales:

R/bag
Selling price – given 19,00
Less: Variable costs (8,00)
Raw materials and packaging – given (6,00)
Variable overhead – given (2,00)
Contribution 11,00 1 r
Alternative: R/bag
Profit – given 5,00
Add back: Fixed overhead – given 6,00
Contribution 11,00 1r
Minimum transfer price:

R per Total (12 800)
kg R
Variable cost per kg 8,00 102 400 1 r
Raw materials and packaging – given 6,00 76 800
Variable overhead – given 2,00 25 600
Less: Saving on packaging – given (0,50) (6 400) 1 r Must deduct
Variable cost applicable to all transferred kg 7,50 96 000
Contribution lost on sacrificed sales (shortage)
((4 900 x R11) / 12 800#) 4,21 53 900 2 c Must use
(1) (1)# contribution, not profit
Minimum price per kg 11,71 149 900
Per kg (R149 900 / 12 800#) 11,71
ALTERNATIVE: R
Spare capacity at variable cost less saving (7 900 kg x (R8 – 59 250 2 r
R0,50)
Sacrificed external sales (shortage) at variable cost less saving 1 c Must use
plus lost contribution: (4 900 kg x ((R8 – R0,50 + R11)) 90 650 contribution, not
profit
149 900
Per kg (R149 900 / 12 800) 11,71 1 c Must divide by
internal demand
from Biscuit
Available 9
Maximum 9
Note: Students made the following main errors:
• Did not calculate the shortage units (i.e. external sales sacrificed).
• Did not differentiate between (1) variable costs less savings and (2) contribution lost. Many
students mixed them up or combined them.
• Included fixed overheads (R6 per kg).
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Comparison of two options above:

1st option: R
Net variable cost on all: 12 800kg @ R7,50 96 000
Plus: Contribution lost on sacrificed external sales: 4 900kg @ R11 53 900
149 900
Per kg (R149 900 / 12 800) 11,71
2nd option: 12 800kg R
Net variable cost for spare capacity: 7 900kg @ R7,50 59 250
Net variable cost plus Contribution lost: 4 900kg @ R7,50 + R11 90 650
149 900
Per kg (R149 900 / 12 800) 11,71
(c) Determine whether Vita Blenders should outsource the manufacture of

electric motors to Durban Engineering or not, using appropriate calculations.
Give reasons for any items that you consider irrelevant. 9
Communication skills – logical argument 1 10
Communication mark – logical argument (Must compare to Durban Engineering’s price or include
it in the calculations i.e. R7 200 000 or R400) 1
INCREMENTAL APPROACH (Relevant / differential costs) Total R Per unit
(If outsourcing goes ahead) R /18 000
Direct materials – saving 3 600 000 200,00 1r
Direct labour (40% x R1 620k) – saving 648 000 36,00 1r
Direct labour (60% x R1 620k = R972 000) – stays the same – – ½
Retrenchment cost – future cost due to decision (162 000) (9,00) 1r
Variable manufacturing overhead – saving 1 080 000 60,00 1r
Fixed manufacturing overhead (10% x R2 700k) – saving 270 000 15,00 1r
Fixed manufacturing overhead (90% x R2 700k = R2 430k) – – – ½
unavoidable
Share of head office costs (R900k) – unavoidable – – ½
Purchase cost – Durban Engineering (18 000 x R400) (7 200 000) (400,00) 1 r
Extra costs as a result of outsourcing (1 764 000) (98,00) ½ c
ALTERNATIVE: TOTAL APPROACH (If outsourcing goes ahead)

Total R Per unit
R /18 000
Direct materials – saving 0 0,00 1r
Direct labour (40% x R1 620k = R648 000) – saving 0 0,00 1r
Direct labour (60% x R1 620k) – stays the same (972 000) (54,00) ½
Retrenchment cost – future cost due to decision (162 000) (9,00) 1r
Variable manufacturing overhead (R1 080k) – saving 0 0,00 1r
Fixed manufacturing overhead (10% x R2 700k) – saving 0 0,00 1r
Fixed manufacturing overhead (90% x R2 700k) (2 430 000) (135,00) ½
– unavoidable
Share of head office costs (R900k) – unavoidable (900 000) (50,00) ½
Purchase cost – Durban Engineering (18 000 x R400) (7 200 000) (400,00) 1 r
Total costs after outsourcing (11 664 000) (648,00) ½ c
Current cost (9 900 000) (550,00)
Extra / additional cost (1 764 000) (98,00)
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Conclusion: Vita Blenders should not outsource the production of electric motors since it will lead to
additional costs of R1 764 000 (or R98 per unit) (OR: new total cost of R11 664 000 (or R648 per
unit) is more than current total cost of R9 900 000 (or R550 per unit)). 1c
Available 9
Maximum [9] + Communication [1] 10
Reconciliation of the two approaches above:

Before Total after Incremental
outsourcing outsourcing / Relevant /
R R Differential
R
Direct materials – saving (3 600 000) 0 3 600 000
Direct labour (1 620 000) (972 000) 648 000
Direct labour (40% x R1 620k) – saving (648 000) 0 648 000
Direct labour (60% x R1 620k = R972 000) – stays (972 000) (972 000) 0
the same
Retrenchment cost – future cost due to decision 0 (162 000) (162 000)
Variable manufacturing overhead – saving (1 080 000) 0 1 080 000
Fixed manufacturing overhead (2 700 000) (2 430 000) 270 000
Fixed manufacturing overhead (10% x R2 700k) – (270 000) 0 270 000
saving
Fixed manufacturing overhead (90% x R2 700k = (2 430 000) (2 430 000) 0
R2 430k) – unavoidable
Share of head office costs (R900k) – unavoidable (900 000) (900 000) 0
Purchase cost – Durban Engineering (18 000 x 0 (7 200 000) (7 200 000)
R400) – future cost due to decision
(9 900 000) (11 664 000) (1 764 000)
Note:
Students mainly made the following errors:
• Mixing the two approaches i.e. Total approach and Incremental approach
• Forgetting to include the purchase cost payable to Durban Engineering
(i.e. 18 000 x R400 = R7 200 000)
• Forgetting to show zero Rand values and give reasons / explanations for such.
• Not reading the information in the scenario carefully.
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(d) Discuss five (5) non-financial factors that Vita Blenders should consider
when making the outsourcing decision. 5
Communication skills – clarity of expression 1 6
Communication mark – clarity of expression 1

• Will the quality of the electric motors be the same or better than those produced by
Vita Blenders? Poor quality will negatively affect Vita Blenders’ reputation. 1
• Will association with Durban Engineering negatively affect Vita Blenders’ reputation
e.g. poor environmental practices or reputation of Durban Engineering. 1
• Will Durban Engineering provide warranties in case the motors break down? 1
• Consider who will own the intellectual property rights for the design of the motor. 1
• Will Durban Engineering deliver the motors on time? They should sign a Service Level 1
Agreement (SLA).
• Will remaining staff in division become demoralised due to retrenchments and 1
outsourcing / the positions they will be moved to were not required?
• Will labour unions protest / strike due to retrenchments? 1
• Will Vita Blenders’ reputation be negatively affected by the retrenchments? 1
• Vita Blenders should ensure they comply with all legal requirements for the 1
retrenchments and transfer of staff.
• Will Vita Blenders be able to use the unused manufacturing capacity that becomes 1
available for a new product? Will the manufacturing equipment be sold or scrapped?
• Will Durban Engineering be able to increase supply in future if Vita Blenders’ 1
production increases?
NOTE: Must be NON-financial factor. Available 11
Maximum [5] + Communication [1] 6
Note:
Part (d) was fairly well answered. Some students however included Financial factors which earned no
marks.
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High Spirits (HS) is an established company that specialises in the distillation of alcoholic beverages.
HS recently expanded to produce chocolates to complement its product offering. HS has two
independent divisions, Choco Bars (CB) and D Still (DS). Customers normally sample the spirits and
chocolates prior to placing orders.
Choco Bars (CB)

CB produces and sells three different types of chocolate slabs (each are 200 gram bars):
Original Milky Dark
CB’s production and sales are managed using a variable costing system and its budget is based on
standard revenues and costs.
The annual budgeted and actual sales quantity and production costs per 200 gram slab for each type
of chocolate were as follows:
Budget Actual
Types Sales Selling Variable Variable + Sales Selling Variable Variable
quantity price production Fixed quantity price per production and fixed
cost production cost production
cost cost
Original 17 400 R10,50 (R4,60) (R6,20) 18 800 R10,60 (R4,80) (R6,30)
Milky 6 380 R15,50 (R7,20) (R8,60) 7 400 R16,00 (R7,30) (R8,20)
Dark 5 220 R18,00 (R8,10) (R11,00) 2 800 R17,20 (R7,80) (R11,50)
Total 29 000 29 000
Ms Hlongwane, the sales manager does not understand why her team’s bonuses have reduced. Her
team negotiated a sales price increase for Original and Milky and managed to sell a total of 29 000
bars.
D Still (DS)
Due to the COVID-19 pandemic DS’s management need to determine the feasibility of its distillery
operations in the short-term. They are considering replacing the current production of alcoholic
beverages (spirits) with alcohol-based hand sanitisers (hand sanitisers) for a 12-month period only.
The main objective will be to continue to employ and pay their employees and possibly create additional
employment. DS’s management are committed not to “price gouge” (i.e. increase selling prices
unreasonably) for the hand sanitisers. DS has a farm supplying the raw materials and a distillery
(factory for processing the inputs to produce the spirits).
The following information has been provided to assist with their decision to produce either sanitisers
or spirits for the next 12 months:
Current sales price and volumes for spirits
• Historical annual spirits demand is 42 000 bottles. Seventy percent (70%) is sold nationally for
R250 per bottle and the remainder is sold internationally for R280 per bottle. Sales prices are
based on a 60% mark-up on variable cost.
• Expected spirits demand is only 10% of historic demand, provided national and international
prices remain unchanged. The remainder of the grain will be sold on the open market at R3 100
per ton. The grain sales contribution margin (excluding farm salaries and wages) is 80%.
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MAC4861/104
Salaries and wages for farm
Description Amount
Salaries • Foreman • R25 000 per month.
(permanent employees) • Farm worker • R7 000 per month.
Wages 2 field workers each working 35 R200 per worker per day.
(daily contracted field workers) days.
Distillery salaries and wages

• Distillery employees are permanently employed at a total cost to company of R1 million per
annum. If the distillery continues to produce spirits employees have agreed to a ten percent
(10%) reduction in their cost to company. However, if hand sanitisers are produced there will be
no salary reduction. Five additional contract workers will be employed at R5 500 per employee
per month if sanitisers are produced and not spirits.
Sale of sanitisers
• DS will be able to supply 40 000 hand sanitisers per month at R25 per bottle. Competitors are
currently selling similar products at R26,50 per bottle.
Inventory for production

• The 15 tons of grains currently grown and supplied by its farm is sufficient and considered a
suitable ingredient for either spirits or sanitisers.
• There is 400 litres of glycerine on hand which were originally purchased at R110 per litre and
have a total resale value of R36 000. Glycerine is regularly used in the distillery and will be
replaced despite the decline in demand for spirits. The hand sanitiser product requires 300 litres
of glycerine per month and the expected purchase price is R120 per litre.
• Sixty litres of hydrogen peroxide will be needed for hand sanitiser production over the next 12
months and can be purchased locally for R900 per litre or internationally at US$48 per litre. The
international agreement set the exchange rate at R1 = US$0.05.
• DS received a donation of 40 000 hand sanitiser containers. These donated containers have a
resale value of R2,10 each and new containers can be purchased for R2,15 each.
Other fixed and variable distillery costs are R1 300 000 and R1 100 000 respectively. The other fixed
costs relate to a three-year lease agreement of distillery equipment (can be used for either spirits
or hand sanitisers). The variable costs vary depending on complexity and there will be an eight
percent (8%) saving of other variable costs if hand sanitisers are produced compared to spirits.
206
MAC4861/104
REQUIRED Marks
Sub- Total
total
(a) Calculate the following variances per chocolate type:
(i) Sales price variance; and 3
(ii) Sales margin mix variance. 6
Communication skills – layout and structure 1 10

(b) Discuss the sales team’s performance. 5
(c) Provide the costing term (concept) related to each of the following
descriptions (definitions):
(i) A cost that remains constant over wide ranges of activity, over a specific 1
time period.
(ii) A cost that is influenced by a decision. 1
(iii) An irrelevant cost that has been paid in the past. 1 3
(d) Determine if DS should continue the spirits or hand sanitiser production line.
Provide reasons for exclusion of amounts where applicable. 18
Communication skills – presentation 1 19

(e) Discuss the impact of COVID-19 on hand sanitisers in terms of:
i) supply and demand; and 2
ii) just-in-time. 1 3
TOTAL 40
207
MAC4861/104
(a) Calculate the following variances per chocolate type:

(i) Sales price variance; and 3
(ii) Sales margin mix variance. 6
Communication skills – layout and structure 1
Communication skills- indicate variances as Favourable /Unfavourable or Adverse (1 COM)
Types [Actual - Standard X Actual = Variance Direction Must show

selling price selling price ] sold R A/F
(Not use
costs)
Original R10,60 R10,50 18 800 1 880 Favourable (1)
Milky R16,00 R15,50 7 400 3 700 Favourable (1)
Dark R17,20 R18,00 2 800 (2 240) Adverse (1)
TOTAL 29 000 3 340 Favourable
Available 3 + Com 1/ Total 4
Note: For original and milky the actual selling price was higher than standard, thus favourable.
Actual selling price for Dark was lower than anticipated, thus adverse.
208
MAC4861/104
(a) (ii) Sales margin mix variance; 6
Note: This question uses the variable costing system and therefore sales volume variances (mix
and quantity (yield)) are based on contribution margins.
Step 1: Determine the contribution margin per slab per type.
Contribution is sales price less variable cost
Standard contribution profit margins per bar:
Selling price Variable production cost Contribution margin
Original R10,50 (R4,60) R5,90

Milky R15,50 (R7,20) R8,30
Dark R18,00 (R8,10) R9,90
(1)r O,M,D for CI
Step 2: Apportion the actual quantity (29 000) based on standard sales (29 000) proportions (%):
Standard sales proportions Actual Actual in standard

Quantity sales mix (NOT
Actual)
Original [17 400 / 29 000] = 60% x 29 000 = 17 400
Milky [6 380 / 29 000] = 22% x 29 000 = 6 380
Dark [5 220 / 29 000] = 18% x 29 000 = 5 220
100,00% 29 000 (2)
Step 3: Determine the sales margin mix variance

Note: Do not use costs/ Not Actual and not GP/ Not movement between actual and standard
Must show A/F
Actual Actual in Contribution Variance Direction

sales budget Difference margin
proportions (Step 1)
(Step 2)
Original 18 800 17 400 1 400 R5,90 R8 260 Favourable (1)
Milky 7 400 6 380 1 020 R8,30 R8 466 Favourable (1)
Dark 2 800 5 220 (2 420) R9,90 (R23 958) Adverse (1)
Total 29 000 29 000 (R7 232) Adverse
Total 6
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MAC4861/104
Sales quantity (yield) variance. – LEARNING PURPOSES ONLY
The number of units per the actual quantity in budget proportions equals the budgeted proportions as
29 000 units were sold and budgeted thus the yield variance is R0.
Alternative: Actual quantity in Budgeted Difference Contribution

budget proportions (Step sales margin Variance
2) R (Step 1) R
Original 17 400 17 400 0 R5,90 0
Milky 6 380 6 380 0 R8,30 0
Dark 5 220 5 220 0 R9,90 0
Total 29 000 29 000 0 0
(b) Discuss the sales team’s performance.

1. Despite actually selling the same total number of chocolates than budgeted, i.e. 29 000, the
sales mix was sub-optimal, and the sales team should have focussed their efforts more on
driving the sales quantity of Dark.
2. Dark has the largest contribution margin per bar, however less of Dark was actually sold
than budgeted and more of Original and Milky with lower contribution margins therefore the
overall sales margin mix variance is adverse,
3. indicating poor performance
correctly applied incorporating above not restating figures ito volume).
4. The total sales price variance was favourable indicating that the sales team was able to
mitigate the decrease in sales price of Dark with the increase in sales price of Original and
Milky.
5. The actual variable production cost for Dark decreased with 30c which they correctly
passed to the customer by reducing the selling price.
6. The sales team were correct to decrease the sales price of dark chocolates with 80c
(R18,00 – R17,20) in an effort to increase sales quantity of Dark as the chocolate bar with
the highest contribution.
7. Increase in actual variable cost of Original and Milky was more than standard and was
correctly transferred to the customer by increasing the selling price as sales quantity
increased.
8. Increase in actual variable cost of Original and Milky could relate to better quality which
the sales team was able to use to increase its actual sales quantity.
9. Despite increasing the sales price of Original (10c) and Milky (50c) above its budget price
clients bought more of these chocolate types than anticipated, perhaps as a substitute to
the more expensive Dark type.
10. indicating good performance
(correctly applied incorporating above not restating figures ito price).
11. The total favourable sales price variance R3 340 was unable to mitigate the Adverse total
sales margin mix variance -R7 232. The total sales variances is -R3 892 adverse [Favourable
sales price variance R3 340 + Adverse sales margin mix variance -R7 232 + No sales yield
variance] indicating overall poor performance
(correctly applied incorporating above re overall performance not restating figures).
Available 11/ MAX5
210
MAC4861/104
Note:
➔ Students often restate what they have calculated in part a) and do not relate information to the
sales teams performance.
➔ The sales team does not have control over the variable and fixed costs as this responsibility
often lies with the production manager.
➔ The current depressed economic environment is faced with job losses, etc. and items such
as chocolates (especially more expensive chocolates such as Dark) are deemed luxury items
(not a basic food) and expected demand is down. The standard/ budget should already be
revised to incorporate the decrease in demand, as the decrease in demand is permanent and
not controllable by management.
(c) Provide the costing term (concept) related to each of the following
descriptions (definitions):
(i) A cost that remains constant over wide ranges of activity, over a specific 1
time period.
(ii) A cost that is influenced by a decision. 1
(iii) An irrelevant cost that has been paid in the past. 1 3
i) Fixed cost. (1)

ii) Relevant cost (1)
iii) Sunk cost. (1)
(d) Determine if DS should continue the spirits or hand sanitiser production line.
Provide reasons for exclusion of amounts where applicable. 18
Communication skills – presentation 1 19
Communication skills – student should not mix the incremental and total approach and should
correctly indicate inflows and outflows (1 COM)
Note: Are variable costs relevant and fixed costs irrelevant?

No. Students often make the mistake of thinking all variable costs are relevant and all fixed costs
are irrelevant. This is incorrect!
• Variable costs can be irrelevant if not affected by the decision

• Fixed costs can be relevant if changed by the decision.
Remember:
→ Variable and fixed costs are distinguished by their reaction to activity levels.
→ Relevant and irrelevant costs are distinguished by the influence of a decision.
Committed cost and sunk costs are not the same!

211
MAC4861/104
Incremental Total approach

approach
Ref Hand sanitiser R Spirits R Hand sanitiser R Reason
1. Spirits lost contribution (407 925) 407 925 Local
Local CI 275 625 275 625 [42 000 x 0.7 x R250x10%]x [60/160]
Sales 735 000 735 000 International
Cost (459 375) (459 375) [42 000 x 0.3 x R 280 x 10%] x [60/160]
International CI 132 300 132 300 (1)r for 60/160
Sales (2)r calc
352 800 352 800
Cost
(220 500) (220 500)
2. Grain sales – lost contribution (33 480) 33 480 (1)r
[15 ton x R3 100 x 90%] x 80/100
3. Farm salaries 0 (384 000) (384 000)(1)d$ Irrelevant, as foreman and farm worker
(permanent employees) (300 000) (300 000)are employed permanently, irrespective of
Foreman and Farm worker (84 000) (84 000)any production or farming. Note: IT IS NOT
BOTH BOTH A SUNK COST
4. Farm wages Contract workers 0 (14 000) (14 000)(1)d! Field workers are employed daily and
(daily contracted field workers) BOTH BOTH wages will be paid for both options (spirits
or hand sanitisers). Thus irrelevant. Note:
IT IS NOT A SUNK COST
5. Distillery salaries saving forfeited (100 000) (900 000) (1 000 000) (1)r#
[R1 000 000 x 10%] BOTH BOTH
6. Contract workers [5 x R5 500 x12] (330 000) (330 000) (1)r
7. Hand sanitiser sales [40 000 x 12 x 12 000 000 12 000 000 (1)r
25]
212
MAC4861/104
Incremental Total approach

approach
8. Glycerine [300 x 12 x R120] (432 000) (432 000) (1)r Note: purchase price – regularly used
and replaced
9. Hydrogen peroxide (54 000) (1)r Note: local R900 is lowest cost
Note: Lowest of: Local R900 or (1)r for R960
international $48/0.05 =R960 or (54 000)
R57 600
Lowest [900 x 60]
10. Containers: 84 000
Lost CI 40 000 donations (84 000) (1)r∆ Note: Resale foregone (lost CI)
[40 000 x R2,10]
Purchase new (946 000) (946 000) (1)r
[40 000 x 11 x R2,15]
11. Other fixed costs [R1 300 000] 0 (1 300 000) (1 300 000) (1)d@ FC is a committed cost that will be
BOTH BOTH paid in terms of the lease contract
irrespective of the option. Thus irrelevant.
Note: IT IS NOT A SUNK COST
12. Other variable costs saving 88 000 (1 100 000) (1 012 000) (1)r* Note: depends on the complexity,
[R1 100 000 x 8%] BOTH BOTH whereby hand sanitisers are 8% less
expensive.
13. Total relevant cash income/ 9 700 595 (3 172 595) 6 528 000 (1)
(cost)
Conclusion: DS should produce sanitisers and cease the production of spirits as it is optimal with R9 700 595. (1)d
Available 18 +1 com / Total 19
(e) Discuss the impact of COVID-19 on hand sanitisers in terms of:
i) supply and demand; and 2
ii) just-in-time. 1 3
i) Supply and demand

1. Global demand for hand sanitisers has spiked due to the advice of the World Health
Organisation in an effort to prevent COVID-19 infections spreading through regular hand
washing or sanitising. 
2. COVID-19 caused a supply shortages (sold out) as suppliers were unable to produce
enough hand sanitisers to keep up with demand. 
3. This increase in demand and limited supply could lead to a significant increase in sales
price.
4. As DS is committed to keeping their sales price increases fair (thus committed not to price
gouge) the sales price increase will be restricted. 
5. Due to the supply shortage of hand sanitiser staff and machinery may be required to work
additional hours (overtime) in an effort to increase production. 
6. In an effort to meet high demand some suppliers have unfortunately supplied/ produced poor
quality hand sanitisers.
Available 6/ MAX 2
ii) Just-in-time
1. Historically through the implementation of Just-in-time systems, companies have worked
hard to keep inventory such as hand sanitiser bottles on hand low and to supply just
enough hand sanitiser bottles to contain costs and to keep sales prices of hand
sanitisers low.
2. Due to COVID-19 demand for hand sanitisers soared and the public is “inventory/ stock
piling” hand sanitiser and therefore a need for larger inventory on hand for products such
as hand sanitisers arose. 
3. COVID-19 therefore makes JIT inappropriate for hand sanitisers
Available 3/ MAX 1
214 MAC4861/104
MANAGEMENT ACCOUNTING GLOSSARY

Backflush costing: a simplified cost-accounting system in which all manufacturing costs are charged
directly to Cost of Goods Sold, and then end-of-period adjustments are made to credit Cost of Goods
Sold and debit the respective inventory accounts.
Cost object: anything which we want to know the cost of.
Direct cost: all costs that can be specifically and exclusively identified with a cost object.
Indirect cost: costs that can’t be specifically and exclusively identified with a cost object.
Product cost: those costs that are identified with the product produced and are included in the inventory
valuation.
Period cost: those costs that do not form part of the cost of the product and are thus not included in the
inventory valuation. They are treated as expenses in the period that they were incurred.
Variable cost: a cost which varies in direct proportion to the level of activity.
Fixed cost: a cost which within certain output or revenue limits, tends to be unaffected by fluctuations
in the levels of activity (output or revenue).
Semi- variable cost: costs that have both a fixed and variable component.
Mixed cost: See semi-variable cost.
Semi-fixed cost: fixed costs that increase in fixed increments once certain limits are exceeded.
Step-fixed cost: see semi-fixed cost.
Relevant costs and revenues: are those future costs and revenues that will be affected by the decision
being taken. All relevant costs/revenues should be considered in management decision making.
Irrelevant costs and revenues: those that won’t be affected (remain unaltered) by the decision.
Sunk cost: costs created by a decision made in the past and cannot be changed by a decision to be
made in the future. It is money already spent that can’t be recovered.
Committed cost: costs created by a decision made in the past, or a contract concluded in the past and
cannot be changed by a decision to be made in the future. Although the money may only be spent in
the future, the entity cannot legally refuse to pay.
Opportunity cost: the value of the benefit sacrificed when one course of action is chosen instead of
the best alternative one. It represents the loss of a benefit that was unavoidable because another
option/course of action was chosen.
Incremental costs or revenues: the difference in total cost or revenue between alternatives; calculated
to assist decision-making.
Differential costs or revenues: See incremental costs.
Marginal costs or revenue: the additional cost or revenue of one additional unit of output.
215 MAC4861/104
Limiting factor: any factor that is in scarce supply and that stops the organisation from expanding its
activities further, that is, it limits the organisation’s activities.
Cost allocation: the process of assigning costs to a product when a direct measure does not exist for
the quantity of resources consumed by that product.
Allocation base: basis that is used to allocate costs to cost objects.
Cost driver: See allocation base.
Blanket overhead rate: the single overhead rate that is calculated for the organisation as a whole.
Volume variance: This occurs when the allocation base used to allocate overheads is different from
the budgeted and actual activity.
Standard costs: predetermined target costs that should be incurred under efficient operating conditions.
Normal loss: losses that occur under efficient operating conditions and are unavoidable.
Abnormal loss: losses that are not expected to occur under efficient operation conditions.
Equivalent production: In process costing, when you convert the work-in-progress units into finished
equivalents so that you can calculate a unit cost.
FIFO (First-in-first-out): a method of inventory valuation where you assume that the first item received
in inventory will be the first item to be issued.
LIFO (Last-in-first-out): a method of inventory valuation where you assume that the last item received
in inventory will be the first item to be issued. Cannot be used for GAAP valuations.
Joint product: When a group of products are produced at the same time and each product has a
significant relative sales value. It only becomes distinguishable after the split-off point.
Flexed budget: a budget that is reconstituted after accommodating a change in sales and production
volumes.
By-products: products that are part of a simultaneous production process which have a small sales
value in comparison to joint products. It’s production is incidental.
Absorption costing: a costing method that allocates all manufacturing costs (including fixed production
overheads) to the cost of the product.
Variable costing: a costing method that only traces variable manufacturing costs to the cost of the
product.
Direct costing: See variable costing.
Marginal costing: See variable costing.
Contribution: Sales less all variable costs
Normal average long-run capacity: a measure of the capacity required to satisfy average customer
demand for the duration of several years. This takes into consideration seasonal and cyclical demands
and increasing or decreasing trends in demand.
216 MAC4861/104
Break-even point: the sales volume point where neither a profit or a loss is made, i.e. profit = 0 or where
all fixed costs are recovered.
Margin of safety: the difference between the expected level of sales and the break-even sales level.
High-low method: a mathematical technique used to separate mixed costs into their fixed and variable
components.
Outsourcing: the process of obtaining goods or services from outside suppliers instead of producing
the same goods or providing the same services within the organisation.
Cost-plus pricing: when a selling price is determined by adding an appropriate percentage mark-up to
the estimated cost.
Target costing: when the cost price is determined by subtracting the standard or desired profit margin
from the target selling price.
Standard deviation: the measure of the dispersion of a probability distribution.
Probability distribution: is the list of all possible outcomes of an event and the probability that each
will occur.
Budgeting: concerned with the implementation of a long-term planning target for the year ahead.
Long-term plan: a statement of the preliminary targets and activities required by an organisation to
achieve its strategic plans with a broad estimate of the resources required.
Return on investment (ROI): measures how a firm uses its capital to generate a profit.
Residual income (RI): an approach to measuring an investment centre’s performance. It is the net
operating income that an investment centre earns above the minimum required return on its operating
assets.
Economic value added (EVA): a measure of a company's financial performance based on the residual
wealth, calculated by deducting the cost of capital from its operating profit (adjusted for taxes on a cash
basis).
Controllable investment: used to refer to the net asset base that is controllable by divisional managers.
Controllable contribution: total divisional revenues less all costs that are controlled by the divisional
manager, excluding allocated costs from Head Office.
Transfer pricing: refer to the prices set on goods or services transferred between two departments or
subsidiaries of a company. A transfer price is therefore the price which a receiving division will pay for
the internal transfer of inventory or products by a supplying division.
Regression equation: identifies an estimated relationship between a dependant variable (cost) and
one or more independent variables (i.e. an activity measure or cost driver) based on past observations.
Correlation coefficient (costing): measures the degree of association (or correlation) between the
dependent and the independent variable.
Linear programming: a mathematical technique that can be applied to the problem of rationing limited
facilities and resources among many alternative uses in such a way that the optimum benefits can be
derived from their utilisation. It seeks to find a feasible combination of output that will maximise minimize
the objective function.
217 MAC4861/104
Objective function: the quantification (in a mathematical function/formula) of an objective, for example:
maximizing profits or minimising costs.
Inflation: a sustained, rapid increase in prices, as measured by some broad index (such as Consumer
Price Index) over months or years, and mirrored in the correspondingly decreasing purchasing power of
the currency.
Economic order quantity (EOQ): is used to determine the optimal length of production runs or the size
of material orders. The objective is to determine how many units must be produced per production run,
or how many units of inventory must be ordered per order.
Bibliography:
Drury,C. Management and cost accounting. 9th edition.

Drury,C. Management and cost accounting. 10th edition.
Skae, Benade, Combrink, De Graaf, Jonker, Ndlovu, Nobatyi, Plant, Steyn, Steyn. Managerial finance.
8th edition.
218 MAC4861/104
METRIC UNITS OF MEASUREMENT
Linear Measure (Length)
1 centimetre (cm) = 10 millimetres (mm)

1 metre (m) = 100 centimetres (cm)
1 metre (m) = 1 000 millimetres
1 kilometre (km) = 1 000 metres
1 millimetre (mm) = 0,1 centimetre (cm) (÷ 10) 1 cm = 10 mm (x 10)
1 centimetre (cm) = 0,01 metre (m) (÷ 100) 1 m = 100 cm (x 100)
1 metre (m) = 0,001 kilometres (km) (÷ 1 000) 1 km = 1 000 m (x 1 000)
Liquid Volume Measure

1 litre (l) = 1 000 millilitres
1 kilolitre (kl) = 1 000 litres
1 millilitre (ml) = 0,001 litre (l) (÷ 1 000) 1 l = 1 000 ml (x 1 000)

1 litre = 0,001 kilolitre (÷ 1 000) 1 kilolitre = 1 000 l (x 1 000)
Weight
1 gram (g) = 1 000 milligrams
1 kilogram (kg) = 1 000 grams
1 metric ton (t) = 1 000 kilograms
1 gram (g) = 0,001 kilogram (kg) (÷ 1 000) 1 kg = 1 000 g (x 1 000)

1 kilogram (kg) = 0,001 (metric) ton (÷ 1 000) 1 ton = 1 000 kg (x 1 000)
Time
1 millisecond = 0,001 second
1 minute = 60 seconds
1 hour = 60 minutes
15 minutes = 0,25 hour (¼ hour)
30 minutes = 0,5 hour (½ hour)
45 minutes = 0,75 hour (¾ hour)
1 day = 24 hours
1 week = 7 days
1 year = 12 months
1 quarter = 3 months
1 decade = 10 years
1 century = 100 years
1 millennium = 1 000 years
When writing numerals, use the space as thousand separator, i.e. after every THREE numbers
123 456 789.00
Write neatly in columns to avoid adding errors 987 654 321.00

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MAC4861/104/0/2021

Tutorial Letter 104/0/2021

ADVANCED MANAGEMENT ACCOUNTING

ADVANCED MANAGEMENT ACCOUNTING (MAC4861)

PART 4 – COST ACCOUNTING BASES AND ALLOCATION 9

PART 6 – DECISION-MAKING 142

INTRODUCTION AND OVERVIEW

STRUCTURE OF THIS TUTORIAL LETTER

Part 4 Cost accounting bases and allocation (30%)

Part 5 Planning and control (40%)

Part 6 Decision-making (20%)

Integrated self-assessment test (10%)

CONTENT – THIS MODULE

Tutorial Tutorial letter Tutorial letter 104 Tutorial letters

Learning units Learning unit Learning units Learning units

*Test dates will be communicated

STUDY MATERIAL AND RESOURCES

Prescribed study material

The prescribed textbooks for this module are:

Please make use of myUnisa (https://www.unisa.ac.za/sites/myunisa/default/) as it contains further

1. Additional Resources containing; Lessons,

Supplementary literature / additional reading

General information and CTA news

We hope you enjoy this part of your studies!

Your Advanced Management Accounting lecturers

PART 4 – COST ACCOUNTING BASES AND ALLOCATION

• Key costing terms and guidelines

PART 4 CONSISTS OF THE FOLLOWING LEARNING UNITS:

LEARNING UNIT TITLE

LEARNING UNIT 13 NATURE, CLASSIFICATION AND ALLOCATION OF COST

LEARNING UNIT 14 PRODUCT COSTING SYSTEMS

PART 4, LEARNING UNIT 13 – NATURE, CLASSIFICATION AND

LEARNING UNIT 13 LEARNING OUTCOMES

After studying this topic, you should be able to do the following:

● Describe the definitions relevant to costing terms and systems.

THIS LEARNING UNIT CONSISTS OF THE FOLLOWING SUB LEARNING UNITS:

LEARNING UNIT TITLE

LEARNING UNIT 13.1 Nature and classification of cost

LEARNING UNIT 13.2 Variable and absorption costing

LEARNING UNIT 13.3 Activity-based costing (ABC)

LEARNING UNIT 13.1 Nature and classification of cost

Prior learning Drury 9th edition Drury 10th edition

• Define and illustrate a cost object. Drury Chapter 2: Drury Chapter 2:

Total cost = (Variable cost x Units produced) + Fixed costs

Variable cost per unit

Cost at highest activity level – Cost at lowest activity level

Activity 13.1.1: Basic revision example

Attempt question: (Drury Textbook)

Activity 13.1.2: Basic revision example

Month Activity level Total

July 110 5 500

Step 1: Choose the highest and lowest level of activity

November 130 6 000

Variable cost per unit = 1 600/50

Step 3: Determine the fixed cost

Activity 13.1.3 - Extended example

Year 1 Year 2 Year 3 Year 4

Determine the overhead rate.

R(420 000 – 276 000)

 Total FOH = 000 – (30 000 x R8)