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Team Members: Akul Sharma(221 1!" Ankit #houdhary (221 2$" Ankit Kapoor (221 2!" Ankit %agrath (221 2&" Ashish Arora (221 '!" (tika Aggar)al (221 !*"
#ontents
Contents................................................................................................................................. 2 1. INTRODUCTION................................................................................................................3 2. ADVANTAGES OF ABC SYSTEM OVER TRADITIONAL COSTING SYSTEM.................4 3. SCOPE AND OBJECTIVES OF T E STUDY....................................................................! 4. RESEARC MET ODOLOGY..........................................................................................!
". T E CASE ANALYSIS.......................................................................................................# !.IMPLEMENTATION OF NE$ COST STRUCTURE............................................................% !.1 ABC &o'e( )o* St+'ent Se*,-.e De/0*t&ent 0t Re1-st*0*2s O))-.e.................................13 #.RECOMMENDATION AND CONCLUSION.......................................................................13 %.LIMITATIONS OF T E STUDY.........................................................................................1" 4.REFERENCES.................................................................................................................. 1"
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A countrys economy in large depends on industries particularly service sectors such as insurance company, financial institutions, health service, transportation. As more corporate sectors venturing into service industries create competition, they are required to provide a quality customer service at reasonable cost. A number of service firms have gone into bankruptcy as a result of poor control over escalating overhead cost. Thus, the survival of a firm in service industry is largely depending on the availability of timely and quality information for decision-making and the ability to keep the operation cost at marginal level. Consequently, cost and management accounting concepts and techniques are not only used in manufacturing sectors but also in service sectors to provide cost information for decision-making. A study found that the focus of cost management should be on decisions and the various cost management techniques, systems and measurements that spur and help managers to make iser economic decisions. !f the many available cost management systems, research reveals that a bigger number of companies uses Activity- based costing "A#C$ method in comparison ith the traditional costing system in providing timely and quality cost information. %o ever, the implementation of such system is costly and often the idea of implementing the system is drop as a result of time consumption and lack of e&pertise. 'n some cases, the cost for carrying out the A#C analysis is higher than the returns. (evertheless, there is a gro ing body of literature, hich argues that, compared to the traditional costing systems, Activity- #ased costing "A#C$ offers important advantages to organi)ations.
The ob,ectives of this research are as follo s+ 3. A costing system that identify and eliminate non-value added costs. These are the costs of activities that can be eliminated ith no deterioration of service quality and performances. 4. A costing system that determines the efficiency and effectiveness of all ma,or activities performed in the 7niversity. 3. A costing system that identify and evaluate ne performance of the 7niversity. activities that can improve the future
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The research methodology of this case study is a combination of both descriptive and quantitative analyses as follo s+ 1. Descriptive analyses A study of the 7niversity Annual /eport A study of the 8epartment budgets and general ledger items 2. Quantitative analyses Computation of !verhead rate 9uggestion of (e cost :odel A costing model based on Activity #ased Costing is developed for /egistrar office as an illustration. A hypothetical case has been developed in order to study the benefits of A#C 9ystem over traditional system in an educational 7niversity. The figures used in the case have been picked up from the Annual /eports of a 7niversity in :alaysia and adapted for a 7niversity in 'ndia. The costs have been allocated to resource and activity centres on a hypothetical basis after studying the Annual reports of different universities online. This has been done in order to compute the overhead base on Activity #ase Costing system.
!. T6/ #AS/ A%A32S(S This is a hypothetical case of a 7niversity hich as established in 'ndia about seven years ago ith a ,oint venture partner ith one of the foreign university. The university recogni)ed ma,or dra backs ith current costing system for not being able to detect and control the escalating operational cost. The present cost management system does not provide accurate cost information in order to facilitate the decision planning particularly in eliminating non added value activities. #ased on analysis, the current costing system does not achieve the ob,ective of directing and controlling operational activities. -or e&le, in directing, the university requires cost data to be classified according to each departments activity in order to avoid any activities consuming university resources ithout adding any value. As for controlling, the university requires a cost tool to measure the departments performance. Therefore, the university requires a cost management system that not only provides analysis of its products and services but also helps the management ith the strategic planning and control of the organi)ations overall functions. The universitys department operation is managed through budgetary control of responsibility centres, hich is lacking of ;true cost data information. This system requires each department head to forecast numbers in the preset budget. The preset budget only outlines department direct traceable costs such as 9alary < .ages e&penses, *rinting < 9tationary, and Telephone < -a& and -reight < Courier e&penses. !ther indirect costs of university hich are fi&ed in nature, for instance =quipment leasing, 8epreciation e&penses, 7tility e&penses and supplies are not sho n in the budget neither are they absorbed into department budgets. 'n addition, neither direct cost nor indirect cost is disseminated to other sub divisions of the department as per activitiy that drives the cost. This approach gives very little costing information about the departments activities that drive the cost and, therefore, it is not effective ay of cost monitoring. Thus, the disadvantage of the universitys current costing model is that true cost < effectiveness of resources is unkno n, it is difficult to fit mandated activities ithin shrinking budget envelopes and the system is not an appropriate tool as a performance measurement frame ork. As a result, the university requires an alternative costing model that goes beyond the first stage cost allocation to the second stage of cost allocation, hereby the costs are further allocated per activity that drives the cost. The present university costing system only does the first stage allocation and not the second. The suggested costing system based on Activity- #ased Costing "A#C$ is a better form of costing system that meets the demand of the university for continuous improvement and manages business process.
Stage 2:Developing cost assignment model for t e university using t e ABC costing system. The model consists of the follo ing elements+ /esources =conomic elements used to perform activities. Activity centre A cluster of related activities /esources 8rivers -actors used to allocate resource or pools of costs to activities Activity Cost *ool Total cost assigned to an activity Cost 8river A factor used to assign cost from an activity enter to other activity cost pools or cost ob,ects Cost =lements The amount paid for a resource and assigned to an activity Cost !b,ect The ultimate goal for performing an activity, and in A#C it represents the final cost assigned to a product or service. Analy)ing and identifying the drivers are important tasks in the A#C costing system. There are t o types of drivers namely 3$ /esource 8river and 4$ Cost or Activity 8river. /esource 8rivers are the links bet een the resources and the activities. As sho n in -igure 4 the resource driver allocates the total budget of registrar office division to each resource centreA hich is the 9tudent 9ervice 8epartment. The resource driver is also used to disseminate the 9tudent 9ervices budget to other sub division of the student service department. The resource driver "allocation base$ is used for the selected general ledger items is sho n in Table 4.
?eneral Cedger 'tems -reight and Courier ?raduation =&penses !rientation =&penses
There are a total of five sub-division of activity centre in the student service department, namely 9tudent Affair 8ivision, 'nternational 9tudent 8ivision, %ousing 8ivision, Admission < =nrolment 8ivision, and =&amination 8ivision, as sho n in Table 3. -or the purpose of illustrating A#C allocation of cost pools the Admission and =nrolment division is used as sho n in Table 3 and 5. The final stage of A#C model is calculating the cost pool rate. A pool rate is calculated by allocating the total of sub division cost to the cost ob,ect by using activity "cost$ driver. The cost ob,ect represents a product and service that the organi)ation generates revenue from. As for the university, the cost ob,ect is the student and the activity or cost driver is the number of students. The cost pool rate for Admission and =nrolment 8ivision of 9tudent 9ervice 8epartment in the /egistrars !ffice is sho n in Table 6. Table 3 Assignment of Costs from /egistrars office "8ivision$ to 9tudent 9ervice 8epartments"/esource Centre$ Cost *ool Amount "/s.$ /esource 8river 9tudent 9ervice 8epartment -reight and Courier 435,DDD Traced 3F,DDD ?raduation =&penses 44,3DD Traced 44,3DD !rientation =&penses E,EDD Traced E,EDD *rinting < 9tationery 3F,DDD Allocated by 34,DDD estimated Telephone < -a&es 6,DDD (o Calls and -a&es 3,DDD Transportation - 3,DDD Allocated FDD ?eneral Traveling =&penses 5,EDD Allocated 4,DDD >isa@*ermit 3,DDD Traced 3,DDD 9alaries < .ages 35F,4DD Traced "5DG$ 33H,4FD =*53,FDD Traced "5DG$ 3E,I4D 9!C9! 3,DDD Traced "4DG$ 4DD *ayroll Ta&es ED,DDD 4DG of .ages 4I,F6E =quipment Ceasing 3D,DDD 3DG of .ages 33,H4F 3
Table 5 Assignment of Costs from 9tudent 9ervice Centre "/esource Centre$ to Admission and =nrolment 8ivision "Activity Centre$ Cost *ool Amount "/s.$ /esource 8river Cost Assignment to A < = 8ivision. -reight and Courier 3F,DDD Traced 34,DDD *rinting < 9tationery 34,DDD Allocated by F,DDD estimated Telephone < -a&es 3,DDD (o Calls and -a&es 4,DDD Transportation - FDD Allocated 4DD ?eneral Traveling =&penses 4,DDD Allocated FDD 9alaries < .ages 33H,4FD Traced "36G$ 4D,FH4 =*3E,I4D Traced "36G$ 4,6DF *ayroll Ta&es 4I,F6E 4DG of .ages 5,3IF =quipment Ceasing 33,H4F 3DG of .ages 4,DFH 8epreciation 46,DDD #y -loor 9pace 3H,6DD =&penses 7tility =&penses 3F,I6D #y -loor 9pace 33,6DD 9upplies 4D,DDD Traced F,DDD !otal 2(#%'') ('%**#
Table 6 Admission and =nrolment 8ivisions cost pool rate Activity Centre Cost *ool @ Cost 8river J Cost *ool /ate KH3,EEI @ 3E5D students J /s. 6I.33 per students. The service cost of Admission and =nrolment division per students is /s.6I.33.
The ultimate purpose of A#C system is to assign every activity cost incurred to product or service. As in the university case the cost is assigned to student as each activity centre incurred cost as a result of service rendered to the students. The A#C cost activity analysis sho s clearly to the department head ho much cost is incurred by the division in performing services for each student and to kno hether this cost is ,ustifiable to provide the service. This system also eliminates non added value activities as discussed above to sho the true cost that the division incurred. -inally this cost can also be used as a performance evaluation tool to evaluate the division performances from one year to another. 3
'n a nutshell, the A#C system clearly indicates that it can help the university to understand here the costs are, hat drives them to occur, and hich costs may be lo value - added to the cost ob,ect. The system enables the department heads of the university to analy)e and see things, through the lens of costs and ork activities. This definitely ill replace their decision-making behavior through intuition and assertions to fact -based. Therefore, A#C system helps in - predicting, planning, cost estimation and elimination of non-added value activities, hich are useful for operational strategic decision.
The allocation of costs under A#C system as done on a hypothetical basis rather than actual tracing of costs to the various activities.
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Adams, :. "3HHE$. Activity-based costing "A#C$ and the Cife 'nsurance 'ndustry. The 9ervice 'ndustries Lournal, 3E "5$, 633-64E. #aird, 0.:., %arrison, ?.C., < /eeve, /.C. "4DD5$. Adoption of activity management practices+ a note on the e&tent of adoption and the influence on organi)ational and cultural factors. :anagement Accounting /esearch, 36, 343-3HH. #rignall,9. "3HHI$. A contingent rationale for cost system design in service. :anagement Accounting /esearch, F, 346-35E. Cag in, 8. < #ou man, :.L. "4DD4$. The association bet een activity-based costing and improvement in financial performance, :anagement Accounting /esearch, 33, 3- 3H.