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2015年ACCA《F5业绩管理》辅导讲义(2)

来源：高顿网校 2014-12-26

　　漫漫考试路，各位考生，您准备好了吗？如何快乐高效的学习？高顿网校为广大学员提供2015年ACCA考试网络课程，请各位考生紧跟网校名师的步伐尽快进入备考复习，让高顿与您共同努力，2015年考试顺利通过！祝您梦想成真！免费听课>>

1.2 ABC and cost drivers

　　ABC is an alternative approach to the traditional method of absorption costing outlined above.

　　The traditional method of overhead absorption effectively absorbs on a production volume basis and may be misleading for costs where the behaviour is not directly related to production volume.

　　For example, the cost of quality control may be driven more by the number of inspections made rather than the overall volume of units manufactured.

　　The ABC approach is to link overhead costs to the products or services that cause them by absorbing overhead costs on the basis of activities that ‘drive’ costs (costs drivers) rather than on the basis of production volume.

　　Overhead expenses incurred

　　Step 1: Overheads allocated or apportioned to cost pools using suitable bases

　　Cost pools (usually activities)

　　Step 2: Overheads absorbed into units of production using cost drivers

　　§ A cost pool is an activity that consumes resources and for which overhead costs are identified and allocated. For each cost pool, there should be a cost driver.

　　§ A cost driver is a unit of activity that consumes resources. An alternative definition of a cost driver is a factor influencing the level of cost.

　　Expandable text

　　The concepts or assumptions underlying ABC are:

　　§ In the long run, all overhead costs are variable. Some overheads are variable in the short run. However, overhead costs do not necessarily vary with production volume or service level.

　　§ Activities consume resources.

　　§ The consumption of resources drives cost.

　　Products incur overhead costs because of the activities that go into providing the products or services, and these activities are not necessarily related to the volumes of the product that are manufactured. Direct labour hours and machine hours are not the drivers of cost in many modern business environments.

　　Understanding the relationship between overhead costs, activities and products (or services) is essential for managing overhead costs and product or service profitability.

　　Absorption of overheads into unit costs on a volume basis may be misleading, particularly in a modern manufacturing environment where overhead costs are influenced by the diversity and complexity of output rather than volume.

　　Illustration 1 – ABC

　　A company manufactures two products, X and Y. The company uses absorption costing and fixed production costs and absorbed into production costs on a direct labour hour basis.

　　The budgeted information for the next financial year is as follows:

　　Product XProduct YTotal

　　Production and sales2,000 units5,000 units

　　Direct labour hours per unit32

　　Budgeted direct labour hours6,00010,00016,000

　　Fixed production costs$48,000

　　Absorption rate per direct labour hour

　　Fixed overheads absorbed$18,000$30,000

　　Using ABC

　　A review of the incidence of costs has established that the number of setups is the driver of the fixed production costs. Using ABC the fixed production costs would be allocated as follows:

　　No. of setups per 1,000 units81.6

　　Budgeted setups16824

　　Cost per setup$2,000

　　Fixed overheads allocated$32,000$16,000

　　This difference in costing could have significant implications for pricing, especially if a cost-based approach is used for profit calculation. These, and other implications are discussed in more detail below.

　　Activity-based costing could provide much more meaningful information about product costs and profits when:

　　§ indirect costs are high relative to direct costs

　　§ products or services are complex

　　§ products or services are tailored to customer specifications

　　§ some products are sold in large numbers and others in small numbers.

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