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1. Meaning
CHAPTER 24
Activity-Based Costing (ABC)
Activity-Based Costing (ABC) is that costing in which costs begin with tracing of activities and then
to producing the product. In other words, it is the process of costing system which focuses on activities
performed to produce products. This system assumes that activities are responsible for the incurrence of
costs and products creates the demand for activities. Costs are charged to products based on individual
product's use of each activity.
ABC aims at identifying as many costs as possible to be subsequently accounted as direct cost of
production. Any cost that is traced to a particular product via its consumption of activity becomes direct of
the product. For instance, in conventional costing system, cost of setup and adjustment time is considered
as factory overhead and subsequently assigned to different products on the basis of direct labour hours.
But in Activity-Based Costing, setup and adjustment time is determined for each product and its costs are
directly charged to each product. Thus. by emphasing activities, ABC tries to ascertain the factors that
cause each major activity, cost of such activities and the relationship between activities and products
produced.
According to professor Vipul "Activity-Based Costing had it genesis in the increasing importance of
indirect costs in the manufacturing operations. The direct processing costs which are easier to handle are
being relegated to the bl<;;kgrouild with each passing day due to automation. In this changing scenario
where indirect costs (ar outweigh the direct processing costs in many a situation, one cannot be content
with rough and ready methods of yester years in dealing with indirect costs."
Different Stages in Activity-Based Costing
There are different activities in ABC costing. The following are the important stages of Activity-
Based Costing :
(1) Identify the different activities within the organisation.
(2) Relate the overhead cost to the activities.
(3) Support activities are then spread across the primary activities.

2. Activity-Based Costing (ABC) 5/3
(4) Determine the activity cost drivers.
(5) Calculate the activity cost drivers rate, i.e., the quantity of cost driver used by each product.
ABC and Cost Drivers
In Activity-Based Costing, activities are identified and classified into different categories that have
relationship with the different stages or parts of the production process. The factors that influence the cost
of a particular activity are known as "Cost Drivers." A Cost Driver is literally the factors, forces or events
that determine the cost of activities. The process of activity-based costing is based on the assumption that
cost behaviour is influenced by cost drives. It should be understood that direct costs do not need cost
drivers because direct costs are themselves cost drivers. They can be traced by direct relationship with the
different parts of product.
However, all other factory, office and administrative overheads need cost drives.
Examples of Cost Drivers
In order to trace overhead costs to manufacturing a product, suitable Cost Drivers should be
identified. The following are the few examples of Cost Drivers in Activity-Based Costing:
(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
(to)
(11)
Cost Drivers
Number of receiving order
Number of deliveries
Number of Purchase orders
Kilometres travelled per delivery
Number of customers' visits
Number placing orders for purchase
Number of returning or empty bottles
Number Material handling hours
Amount of labour cost incurred
Number of inspections
Number of physical delivery and}
receipt of goods
Classification of Activities
Activity
Ordering
Delivery
Order Taking
Deliveries
Customer Visit
Placing Orders
Bottles Returns
Product Handling
Labour Transactions
Inspection
Delivery
In the first stage of the Activity-Based Costing activities are identified and classified into different
categories or segments of the production process. The grouping of activities is preferably done using the
different levels at which activities are performed. Broadly, activities are classified into:
(1) Unit Level Activities
(2) Batch Level Activities
(3) Product Level Activities
(4) Facility Level Activities
(1) Unit Level Activities: Unit Level Activities are those activities which are performed each time a
single product or unit is produced. These activities are repetitive in nature. For example, direct labour hours,
machine hours, powers etc. are the activities used for each time for producing a single unit. Direct materials
and direct labour activities are also unit level activities, although they do not overhead costs. Cost of unit
level activity vary with the number of units produced.

3. 514 A Textbook of Financial Cost and Management Accounting
(2) Batch Level Activity: These activities which are performed each time a batch of products or group
of identical products are produced. All the units of a particular batch are uniform in nature and in size. The
cost of batch level activities vary with the number of batches are ascertained. Machine setups, inspections,
production scheduling, materials handling are examples of batch level activities which are related to batches.
(3) Product Level Activities: These activities which are performed to support the production of each
different type of product. Maintenance ofequipment, engineering charges, testing routines, maintaining bills
of materials etc. are the few examples of product level activities.
(4) Facility Level Activities: Facility Level Activities are those which are needed to sustain a factory's
general manufacturing process. These activities are common to a variety of products and are most difficult to
link to product specific activities. Factory management, maintenance, security, plant depreciation are the few
examples of facility level activities.
Difference Between Activity-Based Costing and Conventional Costing
Activity-Based Costing
(I) It begins with identifying activities and
then to producing the products
(2) It mainly focuses on activities performed
to produce products
(3) Cost Drivers used for identifying the
factors that influence the cost of
particular activity
(4) Overhead costs are assigned to Cost
Centre or Cost Pools
(5) Overhead costs are assigned to products
using Cost Drivers Rates
(6) Variable overhead is appropriately
identified to individual products
(7) In ABC many activity based on Cost
Pools or Cost Centres are created
(8) There is no need to allocate and re-
distribution of overhead of service
departments to production departments
(9) It assumes that fixed overhead costs
vary in proportion to changes in the
volume of output.
Conventional Costing (or)
Traditional Costing
(1) It begins with identifying cost and then to
producing the products
(2) It emphasises mainly on ascertainment of
costs after they have been incurred
(3) Cost unit is used for allocation and
accumulation of costs
(4) Overhead costs are assigned to production
departments or service departments
(5) Overheads allocated on the basis of
departmental overhead allocation rate
(6) Costs may be allocated or assigned either
on actual cost incurred or on standard cost
basis
(7) Overheads are pooled and collected
department wise
(8) The process of allocation and re-distribution
of the costs of the service departments to
production department is essential to find
out total cost of production
(9) It assumes that fixed overheads do not vary
with changes in the volume of output.

4. Activity-Based Costing (ABC) 515
Advantages of Activity-Based Costing
ABC system is a very valuable tool of control. It offers a number of advantages to the management
and the following are the main advantages :
(I) It brings accuracy and reliability of the costing data in determination of the cost of the products_
(2) It facilitates cause and effect relationship to exercise effective cost control.
(3) It provides necessary cost information to the management to take decisions on any matter,
relating to the business_
(4) It is much helpful in fixing the cost and selling price of a product.
(5) It facilitates overhead costs allocate directly to the specific product.
(6) It enables to manage the activities rather than costs.
(7) It helps to remove all types of wastages and inefficiencies.
(8) It provides valuable information to evaluate on the relative efficiencies of various plants and
machinery.
(9) Cost Driver Rates will help in significant impact on the development of new products or
modification of existing products.
Essentials Factors of a Good Activity-Based Costing System
The success of the Activity-Based Costing system depends on the following factors:
(1) Objectives of costing system and level of competition.
(2) Number of products manufactured.
(3) Product diversity and the business_
(4) Adaptation of cost management measures, standardization and technical aspects.
(5) Degree of sophistication and suitability to the firm.
(6) Determination of single or combined Cost Driver.
(7) Determination number of Activity Centre, Cost Pools and Cost Drivers.
(8) Determin.ation of total overhead costs and economy.
(9) Evaluation of trade off between measurement of costs and cost of errors.
(10) Elasticity and adoptive to the changing circumstances.
Illustration: 1
Indian pottery company is noted for a full line of quality products. The company operates one of the
plants in Mumbai. That plant produces two types of products: Indian design A, and contemporary B, Rajan
the president of the company, recently decided to change from a volume-based costing system to an
activity-based costing system. Before making the change company wide he wanted to assess the effect on
the product cost of the Mumbai plant. This plant was chosen because it produces only two types of
products, most other plants produced at least a dozen. To assess the effect of the change, the following data
have been gathered :

5. 516 A Textbook ofFinancial Cost and Managemelit Accounting
Products Quantity Prime Cost Machine Hours Material Moves Setups
Indian A 2,00,000 7,00,000 50,000 7,00,000 100
Contemporary B 50,000 1,50,000 12,500 1,00,000 50
Total Value (Rs.) 8,50,000 2,50,000 3,00,000 15,000
Rs. 2,50,000 is the cost of maintenance of machine.
Under the current system, the cost of maintenance, material handling and setups are assigned to the products on
the basis of machine hours.
Required
(1) Compute the unit cost of each product using the current unit-based approach.
(2) Compute the unit cost of each product using an activity-based costing approach.
Solution:
(1) Total overhead is Rs. 10,00,000. The plant wide rate is Rs. 16 per machine hour (Rs. 10,00,000 '"'
6,25,000)
Overhead is assigned as follows :
Indian A = Rs. 16 x 50,000 =Rs. 8,00,000
Contemporary B = Rs. 16 x 12,500 = Rs. 2,00,000
The unit costs for the two products are as follows :
Indian =
Rs. 8,00,000 + 7,00,000
= Rs. 7.50
2,00,000
Rs. 2,00,000 + 1,50,000
Contemporary = = Rs. 7.00
50,000
(2) In the activity-based approach, the consumption ratios are different for all three overhead activities, so
overhead pools are formed for each activity. The overhead rates for each of these pools are as follows :
Rs. 2,50,000
Maintenance = :;: R3. 4 per hour
62,500
Rs. 3,00,000
Material handling = =Rs. 0.375 per move
8,00,000
Rs. 4,50,000
Setup = =Rs. 3,000 per setup
150
Overhead is assigned as follows. :
Indian A:
Maintenance
Material handling
Setup Cost
= Rs. 4 x 50,000
= Rs. 0.375 x 7,00,000
= Rs. 3000 x 100
Total Overhead
=
=
=
=
Rs.
2,00,000
2,62,500
3,00,000
7,62,500

6. Activity-Based Costing (ABC)
Contemporary B :
Maintenance
Material handling
Setup Costs
= Rs. 4 x 12,500
= Rs. 0.375 x 1,00,000
= Rs. 3000 x 50
Total Overhead
This produces the following unit costs
Indian A:
Prime Cost
Add : Total Overhead Costs
Total Costs
Units Produced
Rs.
= 50,000
= 37,500
= 1,50,000
= 2,37,500
Rs.
= 7,00,000
= 7,62,500
= 14,62,500
= 2,00,000 units
Unit Cost =
Rs. 14,62,500
2,00,000
= Rs. 7.31 per unit
Contemporary B :
Prime Cost
Add : Total Overhead Costs
Total Costs
Units Produced
Unit Cost
Illustration: 2
=
Rs. 3,87,500
50,000
Rs.
= 1,50,000
= 2,37,500
= 3,87,500
= 50,000 units
=Rs. 7.75 per unit
5/7
Family store wants information about the profitability of individual product lines: Soft drinks, Fresh
Produce and Packaged food. Family store provides the following data for the year 2002-03 for each
product line :
Particulars Soft Drinks Fresh Produce Packaged Food
Revenues Rs. 7,93,500 Rs.21,00,600 Rs. 12,09,900
Cost of goods sold Rs. 6,00,000 Rs. 15,00,000 Rs. 9,00,000
Cost of bottles returned Rs. 10,000 Rs. ° Rs.O
Number of purchase orders placed 360 840 360
Number of deliveries Received 300 2,190 660
Hours of shelf-stocking Time 540 5,400 2,700
Items sold 1,26,000 11,04,000 3,06,000

7. 518 A Textbook ofFinancial Cost and Management Accounting
Family store also provides the following information for the year 2002-2003
Activity Description ofActivity Total Cost Cost - allocation Base
Bottles returns Returning of empty-bottles to store Rs.12,ooO .Direct tracing to
soft-drink line
Ordering Placing of orders for purchases Rs. 1.56,000 1,560 purchase orders
Delivery Physical delivery and
receipt of goods Rs. 2,52,000 3,150 deliveries
Shelf stocking Stocking of goods on store shelves } Rs. 1,72,800 8,640 hours of }
and On-going restocking shelf-stocking time
Customer support Assistance provided to }
customers including check-out Rs. 3,07,200 15,36,000 items sold
Required
(l)" Family store currently allocates support cost (all costs other than cost of goods sold) to product lines on
the basis of cost of goods sold of each product line. Calculate the operating income and operating income
as a % of revenues for each product line.
(2) If family store allocate support costs (all costs other than cost of goods sold) to product lines using an
Activity-Based Costing System, calculate the operating income as a % of revenues for each product line.
(3) Comment on your answers in requirement (1) and (2)
rCA, May, 2003J
Solution:
(i) Calculation of Operating Income and Operating Income as a % of revenues for each
product line :
Particulars Soft Drinks Fresh Produce Packaged Foods Total
Rs. Rs. Rs. Rs.
Revenues 7,93,500 21,00,000 12,09,900 41,04,000
Cost of Goods Sold 6,00,000 15,00,000 9,00,000 30,00,000
Store Support Cost (30%) 1,80,000 4,50,000 2,70,000 9,00,000
Total Cost 7,80,000 19,50,000 11,70,000 39,00,000
Operating Income 13,500 1,50,600 39,900 2,04,000
Operating Income}
as % of revenue 1.70% 7.17% 3.30% 4.97%
(ii) The activity rates are as follows :
Activity Cost Hierarchy Total Cost Qty. of Cost Overhead
Rs. Allocation Base Allocation Rate
Ordering Batch Level 1,56,000 + 1,560 Purchase Orders =Rs. 100 per order
Delivery Batch Level 2,52,000 + 3,150 delivers =Rs. 80 per delivery
Shelf Stocking Output Unit Level 1,72,800 + 8,640 hours =Rs. 20 per hour
Customer Support Output Unit Level 3,07,200 + 15,36,000 items sold =Rs. 0.20 per items sold

8. Activity-Based Costing (ABC) 519
Cost Allocation Statement Under Activity-Based Costing System
Particulars Soft Drinks Fresh Produce Packaged Foods Total
Rs. Rs. Rs. Rs.
Revenues (1) 7,93,500 21,00,000 12,09,900 41,04,000
Cost of goods sold 6,00,000 15,00,000 9,00,000 30,00,000
Bottle - Return cost 12,000 - - 12,000
Ordering cost } 36,000 84,000 36,000 1,56,000
@ Rs. 100 (360 x 100) (840 x 1(0) (360 x 100)
Delivery cost } 24,000 1,75,000 52,800 2,52,000
@ Rs. 80 (300 x 80) (2,190 x 80) (660 x 80)
Shelf stock cost } 10,800 1,08,000 54,000 1,72,800
@ Rs. 20 (540 x 20) (5,400 x 80) (2700 x 20)
Customer support cost } 25,200 2,20,800 61,200 3,07,200
@ Rs. 0.20 (1,26,000 x 0.20) (ll,04,OOO x 0.20) (3,06,000 x 0.20)
Total Cost (2) 7,08,000 20,88,000 11,04,000 39,00,000
Operating Income }
(1) - (2) 85,500 12,600 1,05,900 2,04,000
Operating Income as % }
of Revenue 10.78% 0.60% 8.75% 4.97%
(iii) Managers believe the Activity-Based Cost (ABC) system is more credible than the previous
costing system. The ABC system distinguishes the different type of activities at Family store
more precisely. It also tracks more precisely how individual product lines use resources.
Soft drink consume less resources than either fresh produce or packaged food. Soft drinks have
fewer deliveries and require less Shelf-Stocking time.
Managers of Family Stores can use ABC information to guide their decisions, such as how to allocate
a planned increase in floor space. Pricing decisions can also be made in a more informed way with ABC
information.
Illustration: 3
Alpha Limited has decided to analyse the profitability of its few new customers. It buys bottled
water at Rs.90 per case and sells to retail customers at a list price of Rs.108 per case. The data pertaining
to five customers are :
Particulars A B C D E
Case Sold 4,680 19,688 1,36,800 71,550 8,775
List selling price Rs.108 Rs.108 Rs.108 Rs.108 Rs.108
Actual selling price Rs.108 Rs.106.20 Rs.99 Rs.I04.4O Rs.97.20
Number of purchase Orders 15 25 30 25 30
Number of customer Visits 2 3 6 2 3
Number of Deliveries 10 30 60 40 20
Kilometers traveled Per delivery 20 6 5 10 30
Number of expedited Deliveries 0 0 0 0 1

9. 520
Its five activities and their cost drivers are :
Activity
Order taking
Customer visits
Deliveries
Product handling
Expedited deliveries
A Textbook ofFinancial Cost and Management Accounting
Cost Driver Rate
Rs. 750 per purchase order
Rs. 600 per customer visit
Rs. 5.75 per delivery k.m. travelled
Rs. 3.75 per case sold
Rs. 2,250 per expedited delivery
Required
(i) Compute the customer level operating income of each of five retail customers now being examined
(A,B,C,D, and E); comment on the results.
(ii) What insights are gained by reporting both the list selling price and the actual selling price for each
customer?
(iii) What factors Alpha Ltd. should consider in deciding whether to drop one or more of five customers?
[CA, Nov. 2003J
Solution:
Particulars A B C D E
Revenues at List Price 5,05,440 21,26,304 1,47,74,000 77,27,400 9,47,700
Less: Discount Nil 35,438 12,.31,200 2,57,580 94,770
Revenues at Actual Price 5,05,440 20,90,866 1,35,43,200 74,69,820 8,52,930
Less : Cost of Goods sold at 4,21,200 17,71,920 1,23,12,000 64,39,500 7,89,750
Rs. 90 per unit
Gross Margin (A) 84,240 3,18,946 12,31,200 10,30,320 63,180
Customer Level Operating Cost
Order taking 11,250 18,750 22,500 18,750 22,500
@ Rs. 750 (750 x 15) (750 x 25) (750 x 30) (750 x 25) (750 x 30)
Customer Visits
@ Rs. 600 1,200 1,800 3,600 1,200 1,800
Delivery Vehicles
(Rs. 5.75 per Km) 1,150 1,035 1,725 2,300 3,450
Product handling
Rs. 3.75 per case 17,550 73,830 5,l3,ooo 2,68,3l3 32,906
Expected runs
(Rs. 2250 per run) - - - - -
Total Costs (B) 31,150 95,415 5,40,825 2,90,563 62,906
Customer Level
Operating Income (A) - (B) 53,090 2,23,531 6,90,375 7,39,757 274
(i) Customer D is the most profitable customer, despite having only 52.30% of the unit volume of
customer C. A major exploitation is that customer C receives at Rs.9 discount per case while
customer D receives only at Rs.3.60 discount per case.
Customer E is less profitable, in comparison with the small customer A being profitable. Customer E received a
discount of Rs.1D.80 per case, make more frequent orders, requires more customer visits and requires more delivery
kms, in comparison with customer A.
(ii) Separate reporting ofboth the listed selling price and the actual selling price enables Alpha Ltd. to examine
which customer receives different discount documents and how sales people may differ in the discounts
they grant. There is a size pattern in the discount across the 5 customers, except for customer E.

10. Activity-Based Costing (ABC) 52!
Sales Volume Discount Per Case
C 0,36,800 Cases) 12,31,200 1,36,800 = Rs.9
D (71,550 Cases) 2,57,580 71,550 = Rs.3.60
B (19,688 Cases) 35,438 19,688 = Rs. 1.80
E (8,775 Cases) 94,770 8,775 = Rs.IO.80
A (4,680 Cases) 4,680 4,680 = Rs.O
The reasons for the Rs. 10.80 discount for customer E should be explored.
(iii) Dropping customers should be the last resort taken by Alpha Ltd. Factors to be considered include:
What is the expected future profitability of each customer? Are the currently unprofitable (E) or low profitable
(A) customers likely to be highly profitable in the future?
What costs are avoidable if one or more customers are dropped?
Can the relationship with "problem" customers be restructured so that there is a 'win win' situation?
QUESTIONS
1. What do you understand by Activity-Based Costing?
2. What is meant by Cost Driver? Explain role of Cost Driver in tracing costs to products.
3. Explain the stages in applying ABC in manufacturing company.
4. Explain the difference between Activity-Based Costing and Traditional Costing System?
5. What are the advantages of Activity-Based Costing?
6. What are the classification of activities? Explain it briefly.
7. What are the factors to be considered while adopting ABC?
DOD