Traditional Overhead Costing vs Activity Based Overhead Costing Activity based costing deals with the key activities in which the firm’s resources are put. It accumulates overhead costs for each such activity. It is also used in determining the drivers of these activities. It assigns the cost of these activities to their ultimate cost centre. Activity based costing is rather a refinement over traditional costing system. The major differences are as follows: Under traditional costing‚ the overheads are
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Cost as % Sales 61.81% 66.92% 100.52% 78.16% Profit $117‚905.84 $60‚789.37 ($1‚646.08) $177‚049.12 Profit Margin 38.19% 33.08% -0.52% 21.84% Note: For detailed calculations please reference attached document. 2) Define action steps for Blue Ridge based on the analysis: The above customer profitability analysis indicates that the small customers have a negative profit margin. As this specific customer base accounts for 40% of Blue Ridges total sales volume we recommend the following action steps
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TOPIC: ACTIVITY-BASED MANAGEMENT INTRODUCTION Activity based management (ABM) is an approach to management that aims to maximize the value adding activities to the customers while minimizing or eliminating non-value adding activities. The objective of ABM is to improve the efficiency and effectiveness of an organization in securing its markets. It draws on activity based-costing (ABC) as its major source of information and focuses on managing activities to (1) reduce costs‚ (2) create performance
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reformation in performance measurement and decision makers have realized that conventional measures are not able to provide a holistic view on an organi-zation’s performance (Anderson & McAdam‚ 2004). With the beginning of the 1980s traditional accounting based performance measurement systems have been increasingly criticized for various reasons such as short-sidedness (Garvin & Hayes‚ 1982)‚ en-couraging local optimization (Hall‚ 1983)‚ lacking strategic and external focus (Kaplan & Norton‚ 1992). Acknowledging
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Defining‚ Modeling & Costing IT Services Integrating Service Level‚ Configuration & Financial Management Processes In our cost driven economy IT is facing increasing pressure to account for and reduce cost wherever possible. The old axiom “You must do more with less” has never had such an impact on IT operations and support as it does today. Thousands of IT managers are being placed in a situation which forces them to defend their staffing levels against both internal as well as external threats
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I. Executive Summary In this report we focus on the two main competitors in the package delivery industry: Federal Express Corporation (FedEx) and United Parcel Service of America‚ Inc. Studying FedEx‚ UPS and their competitive relationship in the decade from mid - 80’s to mid - 90’s gives a good insight for the companies’ and industry’s future. The two companies have different strategic goals and are operating in the same industry but in different main markets: FedEx is working on "producing
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Companies: The Case of United Parcel Service (UPS) in Turkey Molly Elizabeth McGrath / Demet Sahende Dinler ¸ For Gerhard Eggers1 Introduction ˙ On 24th January 2011‚ TÜMTIS‚ a Turkish trade union in the transport sector signed a protocol with the global logistics company‚ UPS. The protocol reinstated the majority of the 163 workers who were fired for joining the union during the UPS organizing ˙ campaign and guaranteed that TÜMTIS could freely continue its organizing activities at UPS workplaces
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Two general approaches are used for costing products for the purpose of valuing inventories and cost of goods sold. One approach is called absorption costing. Absorption costing is generally used for external financial reports. The other approach called variable costing is preferred by some companies for internal decision making and must be used when an income statement is prepared in the contribution format. Ordinarily absorption costing and variable costing produce different figures for net income
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traditional volume-based product costing system. The Overhead costs of Duo plc have been allocated using the Traditional costing system in table 1. The Overhead costs have been allocated using Direct Labour Hours (DLH) of production (Direct Labour Hour absorption approach). That is‚ Total Overhead costs were divided by the addition of all DLHs‚ giving us the overhead rate per labour hour (£10.345). This method was used since‚ firstly‚ it is the basic method of traditional volume-based costing‚ and secondly
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value and to achieve lower cost. It goes beyond historical measurements and reporting to assess the impacts of current and proposed decisions. Activity Based Management (ABM) is one of the major disciplines of cost management that focuses on the management of activities as a way to improve customer value and profit. The Basics Concept of Activity Based Management The battle to sustain and increase corporate profitability grows ever more arduous in most sectors of the economy. Margins are caught
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