☆技巧 AC = MC + (Closing Inventory – Opening Inventory) x OAR *The absorption costing requires subjective judgments.预算估计主观判断太多 *There is often more than one way to allocate the overheads.制造成本分摊可操纵
Arbitrary apportionment 任意分配
★考点‐计算题(10.Dec.Q4)
Problems when implementing ABC：
‐ 耗时
‐ 需要上层支持，因为缺乏信息
‐ Project team 运作，成员来自各个部门
‐ IT 部门支持
‐ 了解成本结构
‐ Cost‐benefit analysis★成本效益分析
Maturity
Sales volume: Stable high volume
主要：
Initially profits keep increase as initial set‐up and fixed costs are recovered
材料人工等 Marketing and distribution economies are achieved
适合 decision making as it highlights contribution Fixed cost are treated as period costs Profit depends on sales and efficiency
Disadvantage Danger that products sold on marginal contribution – fail to cover fixed costs Doesn’t comply with IAS 2,需要调整报表 Necessitates analysis of mixed costs between FC and VC
a large portion of costs 发生在先期，即研发和产品引进市场阶段。 4. 鼓励长期回报的政策，譬如若产品生命 5 年，这 5 年内全部盈利多少，则有多少奖
励。鼓励工程师和生产经理更多从大局考虑，而非短期的盈利性。 5. 鼓励最大化产品周期内的投资回报 ★考点计算题：Profitability = total sales revenue – total cost，不要忘记 R&D 阶段费用
过程中就要考虑成本，而不是后来产生时再考虑。
‐ Performance management: 业绩管理 focus on 确保完成 sales targets 以及提高生产
加工方式 improve production processed to drive down costs ，至少达到目标成本。
★get costing in service industries
基于服务行业的以下 4 个特点，服务行业不适用于 target cost
Simultaneity 同时性:created at time consumed
Heterogeneity 异质性: quality/ consistency varies
Control OC by managing cost drivers
Limited benefit 当成本和 volume related
Profitability analysis to customers 或生产线 Multiple cost drivers 情况复杂，导致不精确
Better understanding of what drives OC
1) 购买便宜的材料（bulk buying 采购折扣或新供应商）
Selling price
2) 降低人工成本
Target profit: margin/ ROI 3) 提高生产能力，生产效率
Target cost
4) 以自动化替代人工 automation
Close the cost gap
Complies with IAS 2 – accounting for
Based on the assumption that overheads
inventory
are volume related
OAR 由 Estimates 计算得，主观偏差
Task 1‐2. Marginal costing Advantage
成本驱动 drive：不同单位，不同 OAR
◆解题步骤：Cost Pool → Cost Drive → OAR → Absorbed → Full Cost
★考点 Advantage
★考点 Disadvantage
More accurate cost/unit.适用绩效 appraisal. Time consuming & expensive
Task 2. Activity‐based costing ★考点 Traditional absorption costing 适用于 One or a few simple and similar products Overhead costs 占很小比例 proportion
★考点 Activity‐based costing 适用于 Production has become more complex Assess product profitability realistically 资源 consumption not driven by volume Larger organizations & the service sector
Target 3. Target costing Cost plus pricing 传统成本法
Target costing
Focus on internal
Focus on external
Steps of target costing
如何减少 Cost gap
Product specifications
看，最大化的降低成本。
Minimize the time to market 缩短入场时间，尽早占据市场，且竞争对手的产品不多 Maximize the length of the life cycle itself. 将产品可盈利的时间拉长，来增加收益 Minimize break‐even time 尽快达到盈亏平衡点，即尽早收回投资，实现盈利 Manage the product’s cash flow 管理现金流
Intangibility 无形的: of what is provided
Perishability 易腐烂性: cannot make in advance and store up
No transfer to ownership 物权不转移
除此以外，服务行业需要更多的定性的 qualitative information 来实现价格和评估表现, eg:
实际计算 Cost of sale (COS) 时，Overhead absorbed = OAR x actual activity level
Advantage
★考点 Disadvantage
Recognize selling prices cover all costs
通过改变生产规模 Manipulate profit
Growth
Sales volume: Rapid increase
主要：
Sales revenue increase dramatically
投入设备和广 Marketing and promotion cost will continue through this stage
告
Costs decrease as fixed costs are recovered over greater sales volumes
Key time periods need to be measured：
Time to market Break‐even time after product launch Return factor 投资收回后收益
Implications 对企业的启示/意义 True costs of product are identified 特点：考虑了 R&D，全面考虑了产品盈利性 Price will change according to demand 产品价格随市场需求/竞争情况而调整 Assess profitability over product life not by period 从生命周期看利润情况，而非阶段 ★考点 Benefits 优势： 1. 考虑了预期寿命内的外部因素 external factors 2. 考虑所有成本包括 R&D 费用，进而在设计时就考虑了成本降低问题 3. 非常适用于当前的 competitive environment，现代产品生命周期都较短，大部分费用
产品区别化来 Price competition and product differentiation will start to erode profitability
提高竞争力 as new customers are limited
Decline
Sales volume: Falling demand
Quality of service 或 Repeat customers 等等
Task 4. Life cycle costing
Development Sales volume: None
主要：
A high level of set‐up costs