Activity-Based Costing Nowadays, information is a necessity for a company to gain competitive advantage. Furthermore, one of the means that a company can achieve such advantage is to be cost efficient leading to achieving economies of scale, which in turn creates the opportunity for the companies to sell their products at a lower price, attain profitability, and ultimately, to gain market share. Hence, determining the cost of a product in a most accurate way eliminates the costs which cause the company to have lower returns is very critical to the company’s success. Because of the limitation of information generated by traditional cost accounting system, Activity-based Costing was then introduced by Cooper and Kaplan to provide the information that cannot be generated by using traditional cost accounting alone.
ABC Costing is a cost accounting method used by the management to identify activities and assign the cost of overhead for each activity to the products or services directly to the cost objects with respect to the actual usage of resources. ABC does not reduce the overhead cost but will accurately pinpoint which product it should
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The implementation process is very complex which is difficult to understand at first because it produces numerous data, activity measures and requires collecting and checking the process (Mahal and Hossain, 2015). As cited by Rasiah, Datar and Gupta (1994) indicated that one of the disadvantages of ABC is that ABC increases the frequency of errors in product cost measurement because of increasing number of cost pools. Another disadvantage mentioned by Noreen (1991) is that ABC implementation provided beneficial results only under specific conditions. ABC required a level of exactness which is difficult to attain and time consuming. Some authors argue that ABC could not reliably measure the short-term impact of decisions on operating costs and
First I would need to review the previous controller’s closing process to determine areas that need improving. Next I would document every step of the closing process this will help itemize the nature of each task, who completes it, the time required to complete it, and any queue times that appear when a task is shifted to a different person within the process. I would also consider shifting work outside the period traditionally reserved for closing activities. I would review the closing activities to determine which ones could be shifted to the previous months and which ones can be delayed until after close. Implementing automation can also shorten the closing process.
Amerah alhajri 120016323 Q1 1-clear up assignment reason. on the off chance that the intention is to rouse the utilization of the administrations of a recently framed division, maybe no expenses ought to be dispensed in the event that the reason for existing is to dishearten working division directors from over-utilization of the administrations of bolster offices, then a rate for every unit of administration may be substantial and not in light of genuine expenses on the off chance that the reason for existing is to decide the full cost of items or administrations for long haul estimating choices, then all bolster expenses ought to be assigned 2-recognize cost pools. the reason will figure out if both settled and variable bolster division expenses ought to be dispensed the reason will figure out which expenses ought to be designated Q2 1-physical output. >> 2- market based.>> a-
By looking further into costs the awareness should increase (Antikainen, Roivainen, Hyvärinen, Toivonen, & Kärri, 2005). Knowing what each activity costs opens up an opportunity that allows managers to improve and therefore reduce the cost where possible (Cooper & Kaplan, 1991). Overall, changing the system at G.G. toys could enhance their performance as ABC-costing system has been linked to both the product being of better quality and the cycle time being shorter (Ittner, Lanen & Larcker, 2002). Cooper and Kaplan (1991) discuss that having an ABC costing system could have a financial gain for companies. Managers decision are critical, especially if the strategy is to earn profit.
Abstract The Wilkerson Company started facing declination in profits due to the price cutting on their pumps. On the contrary, while the price pumps were decreasing to record numbers, the flow controllers, which controlled the rate and direction flow of chemicals, could increase its prices without significant loss or any competitive response. Wilkerson, his controller, and manufacturing manager developed an activity-based cost model (ABC) to better comprehend the various demands that each product line makes on the organization 's indirect and support resources. Exhibit 1 showed us our operating results, Exhibit 2 showed us our product profitability analysis, Exhibit 3 displayed our product data, and Exhibit 4 was a compilation of the monthly
There were two parts in the total annual cost calculation that was looked at nearly in the calculations which were the holding cost and order cost. As shown in table 13, both current and the recommended methods show that both holding cost and order cost are associated to the thirty drugs analyzed. The results looked reasonable, for instance, in their current method their holding cost was low compared to the recommended results. This illustrates that in the recommended method, the hospital would have to store more inventory in their warehouse which would increase their holding cost. But when the order cost associated with the thirty drugs was compared, there was a significant difference in cost.
The choice of inventory accounting methods, specifically for the case of FIFO and LIFO, has developed into a decision, which includes varying consequences and comes with specific implications and benefits, such as communicating private information with FIFO (Hughes, and Schwartz, 1988, p.42) or tax benefits for the choice of LIFO (Morse and Richardson, 1983, p.125). Every firm and manager has to face the decision of which accounting method to choose, and has to include several aspects into their decision making process and weigh the pros and cons in general. However, the empirical evidence (Frankel and Hsu, 2015, p.48) shows some controversies as to what inventory accounting methods firms decided to use in the past, even though the theory would
Activity Based Budgeting Traditional approaches to budgeting are effective for unit level activity costs where the consumption of resources varies proportionately with the volume of the final output of products or services. However for those indirect costs and support activities where there is no clearly no defined input-output relationship and the consumption of resources does not vary with the final output of products or services, traditional budgeting approaches merely serve to authorise levels of spending for each budgeted item of expense. Activity budgeting approach demonstrates an activity based costing approach to the allocation of costs. The main aim of this approach is to more accurately identify product costs where the production process involves a high level of fixed costs.
Abby prefers to allocate indirect cost using activity-based costing for these orders, but recognizes that not all costs are driven by volume of output. Abby prepares a
Further more, assigning cost in process costing is that it allows managers to get detailed information on the production statistics of individual departments or workgroups and it is best suited for continuous manufacturing settings, such as factories and utility companies. The costing process help manager Process costing simplifies record keeping by relying on statistical calculations rather than actual inputs. As an example, consider a construction contractor using a job order costing system. The clothing factory has to keep track of all the cotton, needle, thread and other materials used on the job, as well as tracking workers ' lunch breaks and hours worked. Finally process costing gives managers the advantage of being able to ascertain the same qualities in entire departments and compare performance over time.
Working across the entire production line in this way gives them a powerful means to analyze financial information. It offers them with daily techniques that are simple to understand and easy to use. Math is very simple with simple formulations. Just simple equations that can be easily adjusted to analyze a variety of situations. Cost is defined as product cost, labor, overhead, consisting of materials, etc.
Now, let’s briefly consider main advantages and disadvantages of ABC Advantages: ABC provides a more accurate cost per unit. As a result, pricing, sales strategy, performance management and decision making should be improved. It provides much better insight into what drives overhead costs. ABC recognises that overhead costs are not all related to production and sales volume.
EXECUTIVE SUMMARY TABLE OF CONTENTS Executive Summary 1 Introduction 3 Competitive Situation 4 Variable Costing 5 Existing Costing System 6 Diagram ABC 8 Activity Based Costing & Profitability 9 Conclusion 14 Bibliography 15 INTRODUCTION COMPETITIVE SITUATION Firstly, here is a brief description of what Wilkerson Company specializes in. According to our case study and various online sources, Wilkerson manufactures and markets a complete line of compressed air treatment components and control products.
Activity I: a. the bank 's specific cash market risk is dependent on the increase in the interest rate because the interest rate in the futures market is a function of the interest rate in the cash market. It is calculated as follows: Cash Market Risk = 10000000 * 0.0461*(90/365) = $113,671.23 To hedge against the borrowing costs, the bank should sell Eurodollar futures because the futures interest rate is up trending. By doing so, any increase in the cash market interest rate would be matched in the futures market interest rate to offset any gain or loss on the scheduled issue of Eurodollar futures b. The best futures contract for the bank to use is June 2009 because it has the higher interest rate of 5.38%.
One of the noticeable flaws in PT is that this theory has not considered the sunk cost involve. (Garland and new port 1991. Heath 1995, Carmichaek 2003, Highhouse and yuce 1996. Parayre 1995 schaubroeck and Davis 1994). The sunk cost is very much valuable in the decision making process even though the historical practice is to ignore it.
In terms of controlling, the management of Marks and Spencer has frequent reporting of expenditures with costs to provide a form of feedback. The reactions of managers to such type of data rely on the expectations or the formal budget or planned targets. The management believes in collecting and assigning cost data that is being shifted away from control. There is a recognition related to the repetitive exercise of planning and re-planning for creating a full time job for accountants. The assessment and evaluation of cost data in the aspects of launching new product by Marks and Spencer is about gaining insights and learning ways for achieving the goals of organisation in most effective manner.