Launch offer — 25% off with code LAUNCH-25 See plans →
Microlesson · 5-min read

Activity Based Costing – Fundamentals, Terminology, and Cost Drivers

## Activity Based Costing (ABC) – Definition

ABC is an accounting methodology that assigns costs to activities rather than products or services, enabling overhead costs to be assigned more accurately to the products and services that actually consume them.

> ABC identifies the cost of each cost-driving activity and uses it as the basis for apportioning costs to different cost objects (jobs, products, customers, or services).

---

## Why ABC Was Developed – Key Triggers

1. Growing overhead costs due to increasingly automated production – traditional volume-based methods became distorting

2. Intense market competition requiring more accurate product costs for pricing

3. Increasing product diversity – a single overhead rate misrepresents cost when products have very different complexity

4. Falling IT costs – made detailed activity tracking economically viable

---

## When is ABC Suitable?

ConditionWhy ABC Helps
High overhead costsOverheads form a significant share of total cost – accuracy matters
Wide product range / diversityDifferent products consume activities in different proportions
Significant non-volume-related activitiesE.g., material handling, inspections, set-ups – traditional costing can't handle these well
Stiff competitionAccurate costs enable better pricing and cost reduction decisions

ABC also identifies non-value-adding activities that can be targeted for elimination, enabling cost reduction beyond just better measurement.

---

## Key Terms in ABC

TermDefinition
ActivityAn event that incurs cost (e.g., machine set-up, inspection, material handling)
Cost ObjectAn item for which cost measurement is required – a product, service, or customer
Cost DriverA factor that causes a change in the cost of an activity
Cost PoolA group of cost items that share the same cause-and-effect relationship (e.g., all machine set-up costs)

---

## Types of Cost Drivers

### Resource Cost Driver

  • Measures the quantity of resources consumed by an activity
  • Used to assign resource cost → activity / cost pool
  • Example: Square footage used by an activity (to assign rent to the activity)

### Activity Cost Driver

  • Measures the frequency and intensity of demand placed on activities by cost objects
  • Used to assign activity cost → cost objects (products/customers)
  • Example: Number of set-ups (to assign set-up cost to products)

---

## Cost Drivers by Business Function

Business FunctionTypical Cost Drivers
Research & DevelopmentNo. of research projects; personnel hours on a project
Design of products/servicesNo. of products in design; design complexity index

Worked example

### Example 1

Identifying cost drivers:

A factory produces two products: Product A (simple, high volume) and Product B (complex, low volume).

Activities and cost drivers:

ActivityCost PoolCost DriverProduct AProduct B
Machine set-up₹80,000No. of set-ups1040
Quality inspection₹60,000No. of inspections2080
Material handling₹40,000No. of material moves1535

Cost per set-up = 80,000/50 = ₹1,600

Product B set-up cost = 40 × ₹1,600 = ₹64,000 vs Product A = 10 × ₹1,600 = ₹16,000

Under traditional volume-based absorption (proportional to units), Product B's complexity would be hidden and Product A would be over-costed.

### Example 2

Resource vs Activity cost driver distinction:

  • Resource Cost Driver: The Maintenance department uses 500 sq ft of factory space. Rent = ₹10,000/month. Resource driver = floor area → ₹20/sq ft assigned to the Maintenance activity cost pool.
  • Activity Cost Driver: Maintenance cost pool = ₹50,000. Maintenance is driven by no. of maintenance hours: Product A requires 200 hrs, Product B requires 300 hrs. Activity driver rate = 50,000/500 = ₹100/hr. Product A bears ₹20,000; Product B bears ₹30,000.

⚠️ Common exam mistakes

  • Confusing cost driver with cost pool – a cost pool is a bucket of costs; a cost driver is the measure used to distribute that bucket.
  • Confusing resource cost driver with activity cost driver – resource drivers link resources to activities; activity drivers link activities to products/customers.
  • Applying ABC where only one product is made or all products consume activities proportionally – ABC adds complexity without benefit; traditional absorption costing is adequate.
  • Using volume-based cost drivers (units produced, direct labour hours) for non-volume-related activities like set-ups and inspections – this defeats the purpose of ABC and produces the same distortion as traditional costing.
  • Treating all activities as value-adding – ABC should trigger a review for non-value-adding activities (e.g., rework, excessive inspections) that should be eliminated rather than just costed.
Reference:
Now that you've read this — what's next?
Move from understanding → mastery in 3 clicks. Each option below picks up from this lesson's topic.
Start 15-min diagnostic