Chicago Co: Activity-Based Costing (ABC) vs Traditional
I need some help in addressing the following questions:
1. What are some differences between activity-based costing and the traditional costing systems?
2. What are some of the reasons that activity-based costing may be resisted by top management?
3. Why are activity rates important to management? In your opinion, why is the activity-based costing approach probably unacceptable for external financial reports?
The controller of Chicago Company is in charge of installing a new costing system that includes the allocation of indirect manufacturing costs to the producing departments. After studying the situation, he found there were three cost drivers that could be used to assign the indirect costs, each with its own merits. After computing the allocations for the departments on a sample month, he found that each cost driver favored (that is, assigned less costs to) a different department. Machine hours favored Department X, direct manufacturing labor hours favored Department Y, and number of processing steps performed favored Department Z.
4. What additional factors must the controller consider before deciding on an allocation base for the indirect manufacturing cost assignment to the departments?
Your tutorial is 583 words and discusses competitive, pricing and management reasons for activity-based costing as well as times when it would not be a good choice. The best practices for choosing cost drivers is mentioned.
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