Chapter-wise Marks Distribution
Note:
(1) Chapters 2, 9 & 10 are newly added in Syllabus 2022. So, no Weightage has been given here till Dec. 2022.
(2) In earlier Syllabus 2016, Management Accounting carried a weightage of 50 marks only.
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Sl. No. Chapter201720182019 202120222023Average JDJDJDDDJ 1.Introduction to Management Accounting 116167-57 3.78 2.Activity Based Costing --------1212 3.Marginal Costing2226716121822162217.89 4.Applications of Marginal Costing in short term Decision Making 87749---7 4.67 5.Transfer Pricing 891148469 5.56 6.Standard Costing & Variance Analysis 14171920201718111817.11 7.Forecasting, Budgeting & Budgetary Control 811131391116231813.55 8.Divisional Performance Measurement 5113116525207.56 9.Responsibility Accounting --------11 10.Decision Theory --------1616
Previous Exams Trend Analysis
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YearQuestion No. CompulsoryChapter NameMarksCategory July 2023 [Syllabus 2022] 1(a)YesMarginal Costing2Theory & Practical Standard Costing & Variance Analysis 1Practical Forecasting, Budgeting & Budgetary Control 1Theory Divisional Performance Measurement 4Theory Activity Based Costing2Theory & Practical Responsibility Accounting1Theory Decision Theory1Theory 1(b)YesIntroduction to Management Accounting 1Theory Marginal Costing2Theory Standard Costing & Variance Analysis 1Theory Transfer Pricing1Theory Forecasting, Budgeting & Budgetary Control 1Theory Divisional Performance Measurement 1Theory 1(c)YesStandard Costing & Variance Analysis 1Theory Marginal Costing3Theory Activity Based Costing1Theory Divisional Performance Measurement 1Theory 2(a)Introduction to Management Accounting 6Theory 2(b)Activity Based Costing9Practical 3(a)Marginal Costing4Practical
I-8 PREVIOUS EXAMS TREND ANALYSIS
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YearQuestion No. CompulsoryChapter NameMarksCategory 3(b)Marginal Costing4Theory Marginal Costing7Practical 4(a)Transfer Pricing8Practical 4(b)Applications of Marginal Costing in short term Decision Making 7Practical 5(a)Divisional Performance Measurement 5Practical 5(b)Divisional Performance Measurement 6Practical Divisional Performance Measurement 4Theory 6(a)Forecasting, Budgeting & Budgetary Control 7Practical 6(b)Forecasting, Budgeting & Budgetary Control 8Practical 7(a)Standard Costing & Variance Analysis 5Practical 7(b)Standard Costing & Variance Analysis 10Practical 8(a)Decision Theory7Practical 8(b)Decision Theory8Practical July 2023 [MTP-1] 1(a)YesIntroduction to Management Accounting 1Theory Transfer Pricing1Theory Forecasting, Budgeting & Budgetary Control 1Practical Divisional Performance Measurement 2Theory Activity Based Costing4Theory Responsibility Accounting1Theory Decision Theory2Theory 1(b)YesIntroduction to Management Accounting 1Theory Decision Theory1Theory Activity Based Costing1Theory Transfer Pricing1Theory Forecasting, Budgeting & Budgetary Control 1Theory Divisional Performance Measurement 2Theory 1(c)YesTransfer Pricing2Theory
TAXMANN ® PREVIOUS EXAMS TREND ANALYSIS I-9 YearQuestion No. CompulsoryChapter NameMarksCategory Introduction to Management Accounting 1Theory Marginal Costing1Theory Divisional Performance Measurement 1Theory Decision Theory1Theory 2(a)Introduction to Management Accounting 7Theory 2(b)Activity Based Costing8Practical 3(a)Marginal Costing4Practical Marginal Costing4Theory 3(b)Marginal Costing7Practical 4(a)Transfer Pricing7Practical 4(b)Applications of Marginal Costing in short term Decision Making 8Practical 5(a)Divisional Performance Measurement 7Practical 5(b)Divisional Performance Measurement 5Practical Divisional Performance Measurement 3Theory 6(a)Forecasting, Budgeting & Budgetary Control 8Practical 6(b)Forecasting, Budgeting & Budgetary Control 7Practical 7(a)Standard Costing & Variance Analysis 7Practical 7(b)Standard Costing & Variance Analysis 8Practical 8(a)Decision Theory7Practical 8(b)Decision Theory8Practical July 2023 [MTP-2] 1(a)YesMarginal Costing3Theory Transfer Pricing2Theory Forecasting, Budgeting & Budgetary Control 2Theory Introduction to Management Accounting 3Theory Applications of Marginal Costing in short term Decision Making 2Theory 1(b)YesIntroduction to Management Accounting 1Theory Marginal Costing2Theory
I-10 PREVIOUS EXAMS TREND ANALYSIS
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YearQuestion No. CompulsoryChapter NameMarksCategory Forecasting, Budgeting & Budgetary Control 3Theory Divisional Performance Measurement 1Theory 1(c)YesForecasting, Budgeting & Budgetary Control 2Theory Introduction to Management Accounting 1Theory Marginal Costing1Theory Divisional Performance Measurement 1Theory Decision Theory1Theory 2(a)Introduction to Management Accounting 7Theory 2(b)Activity Based Costing4Practical Activity Based Costing4Theory 3(a)Marginal Costing4Practical Marginal Costing4Practical 3(b)Marginal Costing7Practical 4(a)Transfer Pricing8Practical 4(b)Transfer Pricing7Practical 5(a)Divisional Performance Measurement 5Practical Divisional Performance Measurement 4Practical 5(b)Divisional Performance Measurement 6Theory 6(a)Forecasting, Budgeting & Budgetary Control 8Practical 6(b)Forecasting, Budgeting & Budgetary Control 4Theory Responsibility Accounting3Theory 7(a)Standard Costing & Variance Analysis 8Practical 7(b)Standard Costing & Variance Analysis 7Practical 8(a)Decision Theory7Practical 8(b)Decision Theory3Theory Decision Theory5Practical
Chapter-wise Comparison with Study Material
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Chapter No. Name of ChapterStudy Material Module 1.Introduction to Management Accounting Module 1 2.Activity Based Costing Module 2 3.Marginal Costing Module 3 4.Applications of Marginal Costing in short term Decision Making Module 4 5.Transfer Pricing Module 5 6.Standard Costing & Variance Analysis Module 6 7.Forecasting, Budgeting & Budgetary Control Module 7 8.Divisional Performance Measurement Module 8 9.Responsibility Accounting Module 9 10.Decision Theory Module 10 I-11
TAXMANN ® Chapter-wise Marks Distribution I-5 Previous Exams Trend Analysis I-7 Chapter-wise Comparison with Study Material I-11 Chapter 1 INTRODUCTION TO MANAGEMENT ACCOUNTING 1.1 Chapter 2 ACTIVITY BASED COSTING 2.1 Chapter 3 MARGINAL COSTING 3.1 Chapter 4 APPLICATIONS OF MARGINAL COSTING IN SHORT TERM DECISION MAKING 4.1 Chapter 5 TRANSFER PRICING 5.1 Chapter 6 STANDARD COSTING & VARIANCE ANALYSIS 6.1 Chapter 7 FORECASTING, BUDGETING & BUDGETARY CONTROL 7.1 Chapter 8 DIVISIONAL PERFORMANCE MEASUREMENT 8.1 Chapter 9 RESPONSIBILITY ACCOUNTING 9.1 Chapter 10 DECISION THEORY 10.1 PAGE Contents I-13
TRADITIONAL COSTING SYSTEM
Introduction:
The traditional cost accumulation system of absorption costing was developed at a time when most organisations produced only a narrow range of products (so that products underwent similar operations and consumed similar proportions of overheads).
The overhead costs were only a very small fraction of total costs.
The benefits of more accurate systems for overhead allocation would probably have been relatively small. In addition, information processing costs were high.
Traditional costing systems, which assume that all products consume all resources in proportion to their production volumes, tend to allocate too great a proportion of overheads to high volume products (which cause relatively little diversity and hence use fewer support services) and too small a proportion of overheads to low volume products (which cause greater diversity and therefore use more support services).
Drawbacks of Traditional Costing System:
(
a)Different products utilize different amount of resources, which is not recognized in traditional costing system.
(
b)Overheads now constitute the largest share of cost, often greater than 50% and are typically applied to products as percentage of the smallest cost (direct labour) leading to serious distortion of product cost.
(
c)By relying on volume-related measures to determine product costs, traditional costing system do poor job in reflecting supporting costs for manufacturing and distribution of products or services. More and more factory overheads, such as set-up cost, materials handling cost, and product design and research and development costs, are unrelated to the number of units produced.
(
d)Traditional costing system tends to overcast standard, high volume products and under-cost low-volume products, leading to incorrect pricing and product-mix decisions.
(
e)It creates a bias toward direct labour reduction as a cost reduction rather than overall productivity improvement.
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CHAPTER
A Quick Review 2.1
2
2.2 ACTIVITY BASED COSTING
(f) It provides no information useful in either identifying productivity improvement opportunities or determining if productivity improvement efforts have yielded significant results. Indeed, often traditional costing system indicates higher cost in the presence of known productivity improvement or vice versa.
ACTIVITY BASED COSTING
Definition:
According to CIMA Official Terminology, Activity Based Costing is ‘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.’
Meaning of Activities:
Activities comprise of units of work or tasks. For example, purchase of materials is an activity consisting a series of tasks like purchase requisition, advertisement inviting quotations, identification of suppliers, placement of purchase order, follow-up, etc.
1. Value Added Activities (VA):
These are activities necessary for the performance of the process. These represent work that is valued by the external or internal customer. They improve the quality or function of a product. Hence, the customers are usually willing to pay for the service.
VA activities result in ‘Cost’ and not in losses.
Example: Making product more versatile for certain other uses.
2. Non-Value Added Activities (NVA):
These are additional and extraneous activities, not fully necessary for the performance of the process.
These represent work that is not valued by the external or internal customer. NVA activities do not improve the quality or function of a product or service but they can adversely affect costs and prices.
NVA activities create waste, result in delay of some sort, add cost to the products or services for which the customer is not willing to pay.
Example: Moving materials and machine set up for a production run.
Steps in ABC System:
1. To identify the different activities within the organisation:
Usually, the number of cost centres that a traditional overhead system uses is quite small, say up to 15. In ABC the number of activities will be much more, say 200 the number will depend on how the management sub-divides the organisation’s activities. It is possible to break the organisation down into many very small
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activities, but if ABC is to be an acceptable and practical system it is necessary to use larger groupings, so that, say, 40 activities may be used in practice.
2. To determine what causes the cost of each activity: The cost driver (e.g. machine hours; number of dispatch orders).
3. To calculate the total cost for each activity: The cost pool (e.g. total machining costs; total costs of dispatch department).
4. To calculate an overhead absorption rate for each cost driver.
5. Activity Cost Driver Rate = Total Cost of an Activity/Cost Driver.
6. To calculate the total overhead cost for each product manufactured.
7. To calculate the overhead cost per unit for each product.
Applications of ABC:
(
a) When an ABC analysis is combined with a review of investment costs for various tactical or strategic options, one can determine the return on investment to be expected for each of the investment options.
(
b) An ABC system can accumulate all of the costs associated with a particular distribution method, which allows managers to compare this cost to the profit margins earned on sales of products that are sold through it.
(
c) An ABC analysis will itemize the costs of each plant, and correctly allocate these costs to the activities conducted within them, which allows a company to determine which plants are more efficient than others.
(
d) An ABC analysis includes all activity costs associated with a manufactured item, which yields a comprehensive view of all costs associated with it, and which can then be more easily compared with the cost of a similar item that is purchased.
(e) By using internal ABC analyses to determine the cost of various activities, a company can create a benchmark for what these costs should be in potential acquisition targets. If the targets have higher costs than the benchmark levels, then the acquiring company knows that it can strip out costs from the acquisition candidate by improving its processes, which may justify the cost of the acquisition.
(
f) An ABC analysis can reveal the cost of each activity within an organisation. The system is really designed to trace the costs of only the most significant activities, but its design can be altered to itemize the costs of many more activities. This information can then be used to determine which activities are so expensive that they will be the main focus of management attention, or which can be profitably combined with other activities through process centering. This is a primary cost-reduction activity.
(g) An ABC analysis reveals all of the costs associated with a product, and so is useful for determining the minimum price that should be charged. However, the actual price charged may be much higher, since this may be driven by the ability of the market to absorb a higher price, rather than the underlying cost of a product.
TAXMANN ® ACTIVITY BASED COSTING 2.3
(h) An ABC analysis can be combined with product prices to yield a list of margins for each product sold. When sorted by market, product line, or customer, it is easy to see which products have low or negative returns, or which yield such low margin volume that they are not worth keeping.
(i) An ABC analysis reveals the cost of anything that a management team needs to know about—activities, products, or customers—which can then be sorted to see where the highest-cost items are located. When combined with a value analysis, one can determine what costs return the lowest values, and structure a cost-reduction effort accordingly.
(
j) An ABC analysis can itemize the costs that are specific to each customer, such as special customer service or packaging issues, as well as increased levels of warranty claims or product returns. When added to the margins on products sold to customers, this reveals which customers are the most profitable after all costs are considered.
Merits of ABC:
(
a) ABC recognizes the increased complexity of modern businesses with its multiple cost drivers, many of which are transaction based rather than volume based.
(
b) ABC is concerned with all overhead costs, including such ‘non-factory floor’ costs as quality control and customer service, and so it takes cost accounting beyond its ‘traditional’ factory floor boundaries.
(
c) ABC gives a meaningful analysis of costs which should provide a suitable basis for decisions about pricing, product mix, design and production.
(d) ABC helps with cost reduction because it provides an insight into causal activities and allows organisations to consider the possibility of outsourcing particular activities, or even of moving to different areas in the industry value chain.
(e) ABC can be used in conjunction with Customer Profitability Analysis (CPA) to determine more accurately the profit earned by serving particular customers.
(f) ABC can be used by service and retail organisations. Many service and retail businesses have characteristics very similar to those required for the successful application of ABC in modern manufacturing industry.
Demerits of ABC:
(a) The cost of obtaining and interpreting the new information may be considerable. ABC should not be introduced unless it can provide additional information for management to use in planning or control decisions.
(b) Some arbitrary cost apportionment may still be required at the cost pooling stage for items like rent, rates and building depreciation. If an ABC system has many cost pools, the amount of apportionment needed may be greater than ever.
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2.4 ACTIVITY BASED COSTING
(c) Many overheads relate neither to volume nor to complexity. The ability of a single cost driver to fully explain the cost behaviour of all items in its associated pool is questionable.
(d) There will have to be a trade-off between accuracy, the number of cost drivers and complexity.
(e) ABC tends to burden low-volume (new) products with a punitive level of overhead costs and hence threatens opportunities for successful innovation if it is used without due care.
(
f) Some people have questioned the fundamental assumption that activities cause cost; they suggest that decisions cause cost or the passage of time causes cost or that there may be no clear cause of cost.
Use of ABC in Decision Making:
(a) For decisions like relocation or opening of a new distribution center, reduction in freight or other logistics costs can offset the expense of a new facility, staff or equipment. ABC system can identify the specific cost elements being targeted, providing a much clearer picture according to which management can decide and act accordingly.
(b) ABC is a complement to Total Quality Management (TQM) and it provides quantitative data that can track the financial impact of improvements implemented as part of the TQM initiative.
(c) Using traditional absorption system, overheads may get distributed equally across all product lines. ABC system traces the costs back to the activity and the consumption of resources by each product. This helps in analysing the costs and profits of existing and new products in a more realistic manner.
(d) ABC can augment decision support for human resources. ABC can present a number of options, including outsourcing, productivity improvements through automation and determination of employee/revenue ratios.
AREAS IN WHICH ACTIVITY BASED INFORMATION IS USED FOR DECISION MAKING
Product line profitability
Capital Investment decisions
Transfer Pricing
Pricing of products
Market Segmentation and Distribution Channels
Make-or-Buy decisions and outsourcing
Plant shut-down decisions
Evaluation of off-shore production, etc.
COST POOLS
Cost pools are commonly used for the allocation of factory overhead to units of production, as required by several accounting frameworks. They are also used
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2.6 ACTIVITY BASED COSTING
in activity-based costing to allocate costs to activities. A business that wants to allocate costs at a highly-refined level may choose to do so using a number of cost pools.
The various Cost Pools may be as under in a manufacturing company:
a. Purchasing Department
b. Receiving Department
c. Material Handling
d. Set-up of Machines
e. Inspection and Quality Control
f. Research and Developments
g. Customer Service
h. Production Control
COST DRIVER
It is a factor that causes a change in the cost of an activity.
Categories of cost driver:
1. 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.
For example, number of purchase orders placed will influence the cost of materials to be purchased.
2. 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. Activity cost drivers can be transaction drivers (e.g. No. of purchase orders processed, no. of customer orders processed, etc.) as well as duration drivers (it represent amount of time required to perform an activity e.g. Setup hours, inspection hours, etc.)
3. Volume Based Cost Drivers:
They assume that a product’s consumption of overhead is directly related to units produced i.e. in case of Machine hours, if volume is increased by 10%, machine hours will increase by 10% hence energy cost will increase by 10%.
4. Non-volume Based Cost Drivers:
They are in contrast of volume based cost drivers. Non-volume based activities are not performed each time a unit of the product or service is produced e.g. number of production runs for production scheduling & the number of purchase orders for the purchasing activity.
Some Cost Drivers that are used in the context of Activity Based Costing:
Number of requisitions rose
Number of machine set-up
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Number of machine hours
Number of production runs
Number of processed orders
Number of purchase orders
Number of orders completed
Number of labour hours
Number of orders packed and delivered
Number of inspections
Number of customers visit, etc.
COST OBJECT
It is an item for which cost ascertainment is required. For example, a product, a service, a job, a work order No. or a customer, etc.
Past Examination Questions
OBJECTIVE QUESTIONS
Q.1 A company manufactures two products using common handling facility. The total budgeted material handling cost is ` 60,000. Other details are:
ParticularsProduct AProduct B
Number of units produced3030
Material moves per product line515
Under Activity Based Costing System, material handling cost to be allocated to Product A per unit is
(A) ` 1,000 (B) ` 1,500 (C) ` 500 (D) ` 2,500. [Dec. 2014, 2 Marks]
Ans. (C) ` 500
Working Note:
Total move in material handling = 5 + 15 = 20
Percentage move for Product A = 5/20 = 25%
Material handling cost to be allocated to Product A = ` 60,000 × 25% = ` 15,000
Therefore, per unit = ` 15,000 ÷ 30 units = ` 500.
Q.2 Activity Based Costing is a traditional method of charging overhead. (True/False) [Dec. 2014, 1 Mark]
Ans. False
TAXMANN ® ACTIVITY BASED COSTING 2.7
2.8 ACTIVITY BASED COSTING
Q.3 RTM Ltd., using Activity Based Costing (ABC), manufactures two types of products P and Q respectively. During a period, the company incurred ` 50,000 as inspection cost and it worked for 10 and 15 production runs respectively for producing products P and Q. The inspection cost for product P under ABC system was:
(A) ` 20,000
(B) ` 30,000
(C) ` 40,000
(D) None of the above [July 2023, 1 Mark]
Ans. (A) ` 20,000
Working Note:
Inspection Cost per run = 50,000/ 25 = ` 2,000.
Inspection cost for P = 2,000 × 10 = ` 20,000.
Q.4 The term, _______ is used to describe a location to which overhead costs are initially assigned.
(A) Cost driver
(B) Cost pool
(C) Activity
(D) Cost objects [July 2023, 1 Mark]
Ans. (B) Cost pool
Q.5 In Activity Based Costing, the allocation basis used for applying costs to services or products is called ________. [July 2023, 1 Mark]
Ans. Cost Drivers
THEORY QUESTIONS
Q.1 Write a short note on the Activity based Costing System. [June 2013, 5 Marks]
Ans. Activity Based Costing (ABC) System:
Activities in a process are identified and analysed. It may be a production or a service.
The process of making the product or rendering the service is broken down into smaller activities for analysis and elimination of wasteful and non-value added activities.
The point of focus for the costs relating to an activity is called an activity pool. It may consist of different cost elements. All cost elements assigned to an activity is called an activity pool.
Factors that determine the cost of an activity or the resources consumed, varying which the level of activity itself varies are called activity cost drivers.
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The cost pool is analysed according to the cost drivers and the cost of the activity is done as per the resources consumed. The more detailed the breakup, the greater the accuracy of the cost of the activity. But depending on the cost and benefit arising out of such detailed analysis, the level of detail required is determined.
Q.2 Outline the steps involved in Activity Based Costing. [Dec. 2014, 5 Marks]
Ans. Outline of the steps involved in ABC System:
(
i) To study the manufacturing process and various stages involved in the product or service to identify the activities involved.
(ii) To ascertain the resources and cost of each activity.
(iii) Tracing each cost with the cost objects.
(iv) Ascertaining the cost driver rate of each activity considering the cost of such activity and the related cost driver.
(v) Applying the cost driver rates to the product.
PRACTICAL PROBLEMS
Q.1 Bright Engineering Co. Ltd. manufactures two products X & Y in its factory, similar raw material and similar production processes are involved in their production. The following particulars are given for the year 2012.
The Co. incurred total over heads of ` 11,60,000 during the year. These overheads have been related to Machine activity, set-ups activity and Handling orders activity to the extent of ` 9,00,000, ` 80,000 and ` 1,80,000 respectively.
You are required to calculate the overhead absorption rate for both the products using Traditional Costing method and the Activity Based Costing method. [Dec. 2013, 10 Marks]
Ans. Statements showing Overhead rate of different products assuming absorption of overhead on a Labour Hour Rate basis (`)
rate = 11,60,000/80,000 = ` 14.50 per labour hour
TAXMANN ® ACTIVITY BASED COSTING 2.9
XY No. of units produced10,00015,000 No. of orders (total)30120 No. of Labour Hours per unit24 Set-ups in the year2080 Machine hour per unit62
ParticularsXY Output (units)10,00015,000 Labour hours per unit24 Total Labour Hours20,00060,000 Overheads
Overhead
per unit @ ` 14.50 per labour hour2958
2.10 ACTIVITY BASED COSTING
Statement Showing calculation of overhead rate per unit of cost driver
Total Machine hours = (10,000×6) + (15,000×2) = 90,000 Statement showing Overhead rate of each product assuming activity-based costing (`
Q.2 The following information provides details of costs, volumes and cost drivers for a particular period in respect of AKASH INDUSTRIES LTD. for the products X, Y and Z:
*The company operates a just-in-time inventory policy and receives each component once per production run.
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Total Overheads
Driver Machine Activity9,00,000Machine hours90,0009,00,000/90,00010 Set-up Activity80,000No. of set-ups10080,000/100800 Handling orders1,80,000No. of orders1501,80,000/1501,200 Total Cost11,60,000
ParticularsXY Output (units)10,00015,000 Machine Activity @ ` 10 per Machine hour6,00,0003,00,000 Set-up Activity @ ` 800 per set-up16,00064,000 Handling orders @ ` 1,200 per order36,0001,44,000 Total Cost6,52,0005,08,000 Overhead per unit65.2033.87
` DriversNo.Cost per unit of
)
Product XProduct YProduct ZTotal Production and sales (units)30,00020,0008,000 Raw material usage (units)5511 Direct material cost (`)25201112,38,000 Direct Labour hours4/32188,000 Machine hours4/31276,000 Direct labour cost per unit (`)8126 No. of production runs372030 No. of deliveries932032 No. of receipts (2×7) *1535220270 No. of production orders15102550
Overhead Costs(`) Setup 30,000 Machines7,60,000
In the past, the company has allocated overheads to products on the basis of direct labour hours. However, the majority of overheads are related to machine hours rather than direct labour hours. The company has recently redesigned its costing system by recovering overheads using two volumerelated bases: machine hours and a materials handling overhead rate for recovering overheads of the receiving department.
Both the current and the previous cost systems reported low profit margins for Product X, which is the company’s highest-selling product.
The cost accountant has recently attended a seminar/workshop on Activity Based Costing and the overhead costs for the last period have been analysed by the major activities in order to compute activity-based costs.
Required:
(i) Compute the product costs using a traditional volume-related costing system based on the assumption that:
(A) all overheads are recovered on the basis of direct labour hours (i.e. the company’s past product costing system); and
(B) the overheads of the receiving department are recovered by a materials handling overhead rate and the remaining overheads are recovered using a machine hour rate (i.e. the company’s current costing system).
(ii) Compute product costs using an Activity Based Costing System. [Dec. 2013, 12 Marks]
Ans. Statements showing total cost of different products assuming absorption of overhead on a Labour Hour Rate basis (`)
Direct Material252011
Direct Labour8126
Overheads @ ` 21 per Labour hour284221
Total Cost per unit617438
Overhead rate = 18,48,000/88,000 = ` 21 per Labour hour
Statements showing total cost of different products assuming absorption of receiving department overhead based on material handling rate and remaining overheads on a Machine Hour Rate basis (`)
TAXMANN ® ACTIVITY BASED COSTING 2.11 (`) Receiving4,35,000 Packing2,50,000 Engineering3,73,000 18,48,000
ParticularsXYZ
2.12 ACTIVITY BASED COSTING
Overhead per unit of product in case of ABC costing
= Cost per unit of cost driver × No. of units of cost driver for the product/No. of units of product
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ParticularsXYZ Direct Material252011 Direct Labour8126 Receiving Department overheads @ 35.14% on Material Cost 8.797.033.87 Remaining overheads @ ` 18.59 per machine hour 24.7918.5937.18 Total Cost per unit66.5757.6258.05 Material handling rate = 4,35,000/12,38,000 = 35.14% of Material Cost Machine hour rate = 14,13,000/76,000 = ` 18.59 per hour
Total Overheads ` DriversNo.Cost per unit of Driver Set-up30,000No. of production runs3030,000/301,000 Machines7,60,000No. of machine hours76,0007,60,000/76,00010 Receiving4,35,000No. of receipts2704,35,000/2701,611 Packing2,50,000No. of deliveries322,50,000/327,813 Engineering3,73,000No. of production orders 503,73,000/507,460 Total Cost18,48,000 Statement showing
of
assuming activity-based costing (`) ParticularsABC Direct Material252011 Direct Labour8126 Overheads: Set-up @ ` 1,000 per production run0.100.352.50 Machines @ ` 10 per machine hour13.331020 Receiving @ ` 1,611 per receipt0.812.8244.30 Packing @ ` 7,813 per deliveries2.341.1719.53 Engineering @ ` 7,460 per production order3.733.7323.31 Total cost per unit53.3150.07126.64
Statement Showing calculation of overhead rate per unit of cost driver
total cost
each product
Q.3 MAGATRON LTD. produces and sells four products A, B, C and D. Details of the four products and relevant information are given below for week ended March 29, 2014:
The four products are similar and are usually produced in production runs of 20 units and sold in batches of 10 units.
The production overheads during the period are as follows: Particulars
The production overhead is currently absorbed by using a Machine-hour rate and the company wishes to introduce Activity Based Costing (ABC) system and has identified major cost pools for production overheads and their associated cost drivers.
Information in these activity cost pools and their drivers is given below:
Activity Cost PoolsCost Drivers
Factory Works ExpensesMachine-hours
Set up costsNumber of production runs
Stores receivingRequisition raised
Inspection/Quality ControlNumber of production runs
Material handling & dispatchNumber of orders executed
The number of requisitions-raised on the stores was 20 for each product and number of orders executed was 42, each order being for a batch of 10 of a product.
Requirements:
(i) Total cost of each product assuming the absorption of overhead on Machine-hour basis.
(ii) Total cost of each product assuming the absorption of overhead by using Activity Based Costing.
(iii) Show the differences between (i) and (ii) and Comment. [June 2014, 12 Marks]
TAXMANN ® ACTIVITY BASED COSTING 2.13
ProductsABCD Output (units)12010080120
unit
Direct Material40503060 Direct Labour28211421
4323
Cost per
(`)
Machine-hours (per unit)
Factory
expenses20,860 Set
Stores
Inspection/Quality
Material
`
works
up costs10,500
receiving7,200
control4,200
handling and dispatch9,240
2.14 ACTIVITY BASED COSTING
Ans. Statements showing total cost of different products assuming absorption of overhead on a Machine Hour Rate basis (`)
Overhead rate = 52,000/1,300 = ` 40 per Machine hour
[Total Machine hours = (120 × 4 +100 ×3 + 80 ×2 + 120 ×3) = 1,300]
Statement Showing calculation of overhead rate per unit of cost driver
No. of production runs = No. of units/ batch size of run = 420/20 = 21
(No: of production runs for each product have been computed similarly)
Statement showing total cost of each product assuming activity-based costing (`)
TAXMANN ®
ParticularsABCDTotal Output (units)12010080120420 Direct Material40503060180 Direct Labour2821142184 Overheads @ ` 40 per machine hour 16012080120480 Total Cost per unit 228191124201 Total Cost27,36019,1009,92024,12080,500
Total Overheads
DriversNo.Cost per unit of Driver Factory Work expenses20,860Machine hours1,30020,860/1,30016.05 Set up costs10,500Production runs2110,500/21500 Stores receiving7,200Requisitions807,200/8090 Inspection/Quality control 4,200Production runs214,200/21200 Material handling & dispatch 9,240Orders429,240/42220 Total
`
Cost52,000
ParticularsABCD Output (units)12010080120 Direct Material40.0050.0030.0060.00 Direct Labour28.0021.0014.0021.00 Factory Work expenses @ ` 16.05 per machine hour 64.1848.1432.0948.14 Set up costs @ ` 500 per production run25.0025.0025.0025.00 Stores receiving @ ` 90 per requisitions15.0018.0022.5015.00 Inspection/ Quality control @ ` 500 per production run 10.0010.0010.0010.00 Material handling & dispatch @ ` 220 per order 22.0022.0022.0022.00
Overhead per unit of product in case of ABC costing
= Cost per unit of cost driver × No. of units of cost driver for the product/No. of units of product
Statement showing Differences
Comments: Comparison of the ABC cost with the original traditionally calculated cost reveals that product-A was significantly over costed by the traditional system relative to the ABC system, whilst product Byproduct C and product D were seriously under costed. Product A consumes comparatively more of machine hours than other three products, This, result is therefore to be expected. ABC reflects reality in its allocation of production overhead costs to the product. The traditional approach allocated all production overhead costs to products as if the overheads were driven by unit level activities i.e. the number of direct labour hours worked.
In the light of above criteria, it may be commented that ABC gives a better insight into the cost of producing the products than traditional cost.
Q.4 Nanu Bank operated for years under the assumption that profitability can be increased by increasing rupee volumes. But that has not been the case. Cost analysis has revealed the following:
required to: (i) Calculate cost driver rates for each activity.
TAXMANN ® ACTIVITY BASED COSTING 2.15 ParticularsABCD Total cost per unit204.18194.14155.59201.14 Total cost24,501.6019,414.0012,447.2021,136.80
ParticularsABCD Total Cost (Machine hour rate)27,360.0019,100.009,920.0024,120.00 Total Cost (ABC Costing)24,501.6019,414.0012,447.2021,136.80 Difference2,858.40(314.00)(2,527.20)(16.80)
ActivityActivity Cost (`) Cost DriverActivity Capacity used Checking Accounts Personal Loans Gold Visa Providing ATM Services 5,50,000No. of transactions 2,80,000NIL1,60,000 Computer Processing 55,00,000No. of transactions 35,00,0005,00,00010,00,000 Issuing Statements 44,00,000No. of transactions 14,00,0002,00,0006,00,000 Customer Inquiries 19,80,000Telephone Calls 8,50,0002,34,0005,00,000 Units Produced1,50,00025,00040,000 You
are
Management Accounting (MA) | CRACKER
AUTHOR : TARUN AGARWAL
PUBLISHER : TAXMANN
DATE OF PUBLICATION : AUGUST 2023
EDITION : 2023 EDITION
ISBN NO : 9789357783002
NO. OF PAGES : 336
BINDING TYPE : PAPERBACK
Description
Rs. 325 | USD 33
This book is prepared exclusively for the Intermediate Level of Cost & Management Accountancy Examination requirement. It covers the questions & detailed answers as per the syllabus of ICMAI.
The Present Publication is the latest 2023 Edition for CMA Intermediate | Dec. 2023 Exam. This book is authored by CA Tarun Agarwal, with the following noteworthy features:
Strictly as per the Syllabus of ICMAI
Coverage of the book concludes:
[Past Exam Questions] till CMA-Intermediate July 2023 Exam
Part I – Objective Questions [MCQs, Blanks, True/False, Match and Short Sums]
Part II – Descriptive Questions
Part III – Numerical Problems
[Introduction] to each Chapter covering:
Important Definitions
Concepts
Formulas
[Sample Questions] for Topics newly introduced in the syllabus
[ Tabular Summary ] at the beginning of each chapter is given in this book
[ Marks Distribution ] is given Chapter-wise from June 2017 onwards
[ Previous Exam Trend Analysis ] is provided in this book
[ ICMAI Study-Material Comparison ] is also given module-wise
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