Unit 5: Activity Based Costing (ABC)

• Concept,
• Significance and salient features;
• Stages and flow of costs in ABC;
• Basic components of ABC - resource drivers and
cost drivers;
• Application of ABC in a manufacturing
organization and service industry.
Concept
Activity Based Costing is an accounting methodology that
assigns costs to activities rather than products or services.
This enables resources & overhead costs to be more
accurately assigned to products & services that consume
them. ABC is a technique which involves identification of
cost with each cost driving activity and making it as the basis
for apportionment of costs over different cost objects/ jobs/
products/customers or services.
ABC assigns cost to activities based on their use of resources.
It then assigns cost to cost objects, such as products or
customers, based on their use of activities. ABC can track the
flow of activities in organization by creating a link between
the activity (resource consumption) and the cost object.
CIMA defines 'Activity Based Costing' as "An approach to
the costing and monitoring of activities which involves tracing
resource consumption and costing final outputs. Resources are
assigned to activities, and activities to cost objects based on
consumption estimates. The latter utilize cost drivers to attach
activity costs to outputs."
Significance and salient features
ABC is particularly needed by organizations for product
costing in the following situations:
1) High amount of overhead: When production
overheads are high and form significant costs, ABC is
more useful than traditional costing system.
2) Wide range of products: ABC is most suitable, when,
there is diversity in the product range or there are
multiple products.
3) Presence of non-volume related activities: When non-
volume related activities e.g. material handling,
inspection set-up, are present significantly and
traditional system cannot be applied, ABC is a
superior and better option. ABC will identify non-
value-adding activities in the production process that
might be a suitable focus for attention or elimination.
4) Stiff competition: When the organisation is facing stiff
competition and there is an urgent requirement to
compute cost accurately and to fix the selling price
according to the market situation, ABC is very useful.
ABC can also facilitate in reducing cost by identifying
non-value-adding activities in the production process
that might be a suitable focus for attention or
elimination.

Advantages of Activity Based Costing

The main advantages of using Activity Based Costing are:
• More accurate costing of products/services.
• Overhead allocation is done on logical basis.
• It enables better pricing policies by supplying accurate
cost information.
• Utilizes unit cost rather than just total cost
• Help to identify non-value-added activities which
facilitates cost reduction.
• It is helpful to the organizations with multiple products.
• It highlights problem areas which require attention of
the management.
Limitations of Activity Based Costing
The main limitations using Activity Based Costing are:
• It is more expensive, particularly in comparison with
traditional costing system.
• It is not helpful to the small organizations.
• It may not be applied to organizations with limited
products.
• Selection of the most suitable cost driver may not be easy/
may be difficult or complicated.

Requirements in ABC Implementation

A number of distinct practical stages are required in the ABC
implementation which are given as below:
1. Staff Training: The co-operation of the workforce is
critical to the successful implementation of ABC. Staff
training should be done to create an awareness on the
purpose of ABC.
2. Process Specification: Informal, but structured interviews
with key members of personnel will identify the different
stages of the production process, the commitment of
resources to each, processing times and bottlenecks.
3. Activity Definition: The activities must be defined
clearly in the early stage in order to manage the
problems, if any, effectively. There might be overloading
of information from the new data, but the same is needed
in codification.
4. Activity Driver Selection: Cost driver for each activity
shall be selected.
5. Assigning Cost: A single representative activity driver
can be used to assign costs from the activity pools to the
cost objects.
 Differenee between Activity Based
Costing and Traditional Absorption
Costing

Activity Based Costing Traditional Absorption Costing

1. Overheads are related to activities and 1. Overheads are
grouped into activity cost pools. related to cost
centers/departments.

2. Costs are related to activities and 2 Costs are related to cost centers and
hence are more realistic. hence not realistic of cost
behaviour.

3 Activity- wise cost 3. Time (Hours) are assumed to be the

drivers are only cost driver governing costs in
determined. all departments.

4. Activity-wise recovery rates are determined 4. Either multiple overhead recovery

and there 1s no concept of a single rates (for each department) or a
overhead recovery rate. single overhead recovery rate may
be determined for absorbing
overheads.

5. Cost are assigned to cost objects, e.g. 5. Costs are assigned to Cost
customers, products, services, departments, Units
etc. i.e. to products, or jobs or hours.

6. Essential activities can be simplified and 6. Cost Centers/ departments cannot be

unnecessary activities can be eliminated. eliminated. Hence, not suitable for
Thus, the corresponding costs are also cost control.
reduced/ minimized. Hence ABC aids cost
control.
Stages and flow of costs in ABC
The different stages in ABC calculations are listed below:
1. Identify the different activities within the
organization: Usually the number of cost centers that a
traditional overhead system uses is quite small, say up to
fifteen. In ABC, the number of activities will be much
more, say 200; the exact number will depend on how the
management subdivides the organization's activities. It is
possible to break the organization down into many very
small activities. But if ABC is to be acceptable as
practical system it is necessary to use larger groupings,
say, 40 activities may be used in practice. The additional
number of activities over cost centers means that ABC
should be more accurate than the traditional method
regardless of anything else. Some activities may be listed
as follows: -
• Production schedule changes
• Customer liaison
• Purchasing
• Production process set up
• Quality control
• Material handling
• Maintenance
2. Relate the overheads to the activities, both support and
primary, that caused them. This creates 'cost pools' or 'cost
buckets. This will be done using resource cost drivers that
reflect causality.
3. Support activities are then spread across the primary
activities on some suitable base, which reflects the use of the
support activity. The base is the cost driver that is the measure
of how the support activities are used.
4. Determine the activity cost drivers that will be used to
relate the overheads collected in the cost pools to the cost
objects/products. This is based on the factor that drives the
consumption of the activity. The question to ask is - what
causes the activity to incur costs? In production scheduling,
for example, the driver will probably be the number of
batches ordered.
5. Calculate activity cost driver rates for each activity, just
as an overhead absorption rate would be calculated in the
traditional system.
The activity driver rate can be used not only to identify cost of
products, as in traditional absorption costing, but it can also be
used for costing other cost objects such as customers/customer
segments and distribution channels. The possibility of costing
objects other than products is part of the benefit of ABC. The
activity cost driver rates will be multiplied by the different
amounts of each activity that each product/other cost object
consumes.
Overhead Cost
<C•pacity Cost)

[ C o s t ~- ~ 1[ Cost Pool- 2 ] [ Cost Pool- 3 ] [ Cost Pool- n ]

Hierarchy of
Activities

[ Unit ~ ) [ ._tch ~ J[ Product Level ) [ Faclllty ~)

ldendflcatlon of c - t Drivers ~ r - c h • - • ]
C.lculatlon of Driver Rate ~ each ~ pool at each ' - I

Basic components of ABC - resource drivers and

cost drivers
a) Activity: Activity, here, refers to an event that incurs
cost.
b) Cost Object: It is an item for which cost measurement is
required e.g. a product or a customer.
c) Cost Driver: It is a factor that causes a change in the
cost of an activity.
d) There are two categories of cost driver.
(i) Resource Cost Driver: It is a measure of the quantity of
resources consumed by an activity. It is used to assign
the cost of a resource to an activity or cost pool.
(ii) Activity Cost Driver: It is a measure of the frequency
and intensity of demand, placed on activities by cost
objects. It is used to assign activity costs to cost objects.
e) Cost Pool: It represents a group of various individual
cost items. It consists of costs that have same cause and
effect relationshi . Exam le machine set-u .
Examp Ies ofC OStD.
rivers:
Business Functions Cost Driver
Research and Development • Number of research projects
• Personnel hours on a project
.
Design of products, services and • Number of products in design
procedures • Number of parts per product
• Number of engineering hours

Customer Service • Number of service calls

• Number of products serviced
• Hours spent on servicing products
Marketing • Number of advertisements
• Number of sales personnel

• Sales revenue
Distribution • Number of units distributed
• Number of customers

Examples of Cost Drivers

Some of the examples of cost drivers for different activity
. a prod UCt 100 d epartment aresae
ooo1s 10 t t d below:
Activity Cost Pools Related Cost Drivers
Ordering and Receiving Materials cost Number of purchase orders
Setting up machines' costs Number of set-ups
Machining costs Machine hours
Assembling costs Number of parts
Inspecting and testing costs Number of tests
Painting costs Number of parts
Supervising Costs Direct Jabour hours
Application of ABC in a manufacturing
organization and service industry
Activity-Based Costing (ABC) is a costing methodology that
identifies activities in an organization and assigns the cost of
each activity to all products and services according to the
actual consumption by each. It's a useful tool in both
manufacturing and service industries for more accurately
allocating costs and understanding profitability. Here's how it
can be applied in each:
Manufacturing Organization:
1. Product Costing Accuracy: ABC helps in accurately
determining the cost of products by tracing the actual
consumption of resources. Traditional costing methods
might allocate overhead costs based on direct labor hours
or machine hours, which may not reflect the true cost
drivers. ABC identifies activities such as setup, material
handling, and quality control, allowing for a more precise
allocation of costs.
2. Cost Reduction: By understanding the activities that
consume resources, management can identify areas
where costs can be reduced or eliminated. For example,
if setup times are a significant cost driver, efforts can be
made to streamline the setup process, leading to cost
.
savings.
3. Product Mix Decisions: With a better understanding of
the costs associated with each product, management can
make more informed decisions about which products to
focus on or discontinue. Products that appear profitable
under traditional costing methods may turn out to be less
profitable when their true costs are considered under
ABC.
4. Process Improvement: ABC highlights inefficiencies in
the production process by identifying activities that are
not value-added. This insight can drive process
improvement initiatives to increase efficiency and reduce
costs.
Service Industry:
1. Service Costing: In the service industry, where there are
no tangible products, ABC can help in accurately
determining the cost of providing various services. For
example, in a healthcare organization, ABC can identify
the activities involved in providing different medical
procedures and allocate costs accordingly.
2. Customer Profitability Analysis: ABC can help in
analysing the profitability of different customer segments
by identifying the resources consumed in serving each
segment. This information can be used to focus resources
on high-profit customers or to renegotiate contracts with
low-profit customers.
3. Service Improvement: By understanding the activities
that drive costs, service organizations can identify areas
for improvement. For example, if customer support calls
are a significant cost driver, measures can be taken to
reduce the number of calls by improving product quality
or providing better documentation.
4. Service Pricing: ABC provides insights into the cost
structure of services, allowing organizations to set prices
that accurately reflect the cost of providing those
services. This can help in avoiding under-pricing that
leads to losses or overpricing that drives away customers.
In both manufacturing and service industries, ABC provides a
more accurate picture of costs and profitability, enabling
better decision-making and resource allocation. However,
implementing ABC can be resource-intensive and requires
commitment from management to gather data and maintain
the svstem.
ILLUSTRATION 1
ABC Ltd. is a multiproduct company, manufacturing three
products A, B and C. The budgeted costs and production for
th e year end.ln~ 31s t U arch are as follows:
vi B C
Production quantity (Units) 4,000 3,000 l,60C
Resources per Unit:
-Direct Materials (Kg.) 4 6 3
-Direct Labour (Minutes) 30 45 60

The budgeted direct labour rate was ' 10 per hour, and the
budgeted material cost was ' 2 per kg. Production overheads
were budgeted at ' 99,450 and were absorbed to products
using the direct labour hour rate. ABC Ltd. followed the
Absorption Costing System.
ABC Ltd. is now considering to adopt an Activity Based
Costing system. The following additional information is made
available for this purpose.
1. Budgeted overheads were analysed into the
following:
.
n
Material handling 29,100
Storage costs 31,200
Electricity 39,150

2. The cost drivers identified were as follows:

Material handling Weight ofmaterial handled
Storage costs Number ofbatches ofmaterial
Electricity Number ofMachine operations

3. Data on Cost Drivers was as follows:

A BC

For complete production:

Batches ofmaterial JO 5 15
Per unit ofproduction:
Number ofMachine operations 6 3 2

You are requested to:

1. PREPARE a statement for management showing

the unit costs and total costs ofeach product

using the absorption costing method.
2.PREPARE a statement for management showing
the product costs of each product using the ABC
approach.
3. STATE what are the reasons for the different
vroduct costs under the two avvroaches?
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 1. C Ltd manufactures four products W, X, Y and Z. Output and cost data for the period just
ended are as follows:

Products Output units Material Labour Cost per unit , Machine Time per unit (Hours)

Cost per unit ,

w 3,000 50 50 0.50

X 500 70 50 D.50

y 300 160 100 2.00

z 1,000 180 75 4.00

Products w )( ~ ~ Total

No. of Set-up 10 1 2 5 18
No. of Purchase Orders 6 1 1 5 13

No. of Material Handling 12 1 ~ 15 30

The following are the Overhead Costs:

Particulars
"
Set-up Costs 9,000

Purchase Ordering Costs 10,400

Handling Costs 6,000

Other Factory Overhead Costs 1 27.000

t 52.400

Presently overheads costs are charged to the products on the basis of Machine Hours. Prepare the
Cost Statements under Traditional and ABC.
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 2. Kalyani Manufacturing Company has three salaried accounts payable clerks responsible for
processing purchase invoices. Each clerk is paid a salary of ~30,000 and is capable of
processing 5,000 invoices per year (working efficiently).

In addition to the salaries, Kalyani spends ~,000 per year for fforms, postage and so on (assuming
15,000 invoices are processed). During the year, 12,500 invoices were processed.

Required

a. Calculate the activity rate for the purchase order activity. Break the activity into fixed and
variable components.

b. Compute the total activity availability, and break this into activity usage and unused activity.

c. Calculate the total cost of resources supplied, and break this into activity usage and unused
activity.
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3. Information relating to the four products made and sold by a company is as follows for one
period.

Output in units 120 100 80 120

Direct material (~ per unit) 40 50 30 60
Direct labour(~ per unit) 28 21 14 21
Machine hours per unit 4 3 2 3
The fow products are similar and are usually produced in production runs of 20 units and sold
in balches of of IO units. The total of the production overhead for the period has been
analysed as follows:

Machine department costs (rent, business rates. depreciation and supervision) 10,430
Set-up costs 5.250
Stores receiving 3,600
Inspection/quality control 2. 100
Materials handli ng and d ispatch 4.620
26,000
You have ascertained that the cost drivers to be used in an ABC exercise are as listed below
for the overhead costsshown:

Set-up cost Number of production runs

Stores receiving Requisitions raised
Inspection/quality control Number of production runs
Materials handling and dispatch Orders executed
The number of requisitions raised on the stores was 20 for each product, and the number
of orders executed w11~42, e11ch nrder heing for II hntch nf In of 11 product
Calculate the production costs per unit, using ABC.
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 4. A.Ltd. manufactures four products, namely A, 8, C and Dusing the same plant and process.
The following information relates to a production period:

roduct

utput in units

ost per unit('): Direct Material

irect labour

M achine hours per unit

The four products are similar and are usually produced in production runs of 24 units and sold in
batches of 12 units. Using machine hour rate currently absorbs the production overheads. The total
overheads incurred by the company for the period is as follows:

Particulars

[Machine operation and Maintenance cost

'63,000

ISetup costs 20,000

IStore receiving 15,000

Inspection 10,000

M aterial handling and dispatch ~

f ,10,592
During the period the following cost drivers are to be used for the overhead cost:

iCost Cost driver

ISetup cost No. of production runs

IStore receiving No. of Requisition raised

~nspection No. of production runs

Material handling and dispatch Orders executed

It is also determined that:

rn Machine operation and maintenance cost should be apportioned between setup cost, store
receiving and inspection activity in 4:3:2.

rll Number of requisition raised on store is SO for each product and the no. of order executed is 192,
each order being for a batch of 12 of a product.

Required:

( i) Calculate the total costs of each product, if all overhead costs are absorbed on machine
hour rate basis.

( ii) Calculate the total costs of each product using activity base costing.

(iii) Comment briefly on differences disclosed between overhead traced by present system
and those traced by activity based costing.
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