Strategic Cost Management

STRATEGIC COST MANAGEMENT: An Activity-Based Costing Approach Richard Chivaka, Carol Cairney. Accountancy SA. Johannesburg: Jul 2007.

Abstract (Summary) The rationale behind activity-based costing (ABC) is that the provision of products and service requires the performance of activities. The performance of activities in turn consumes (uses) resources. It is the consumption (use) of resources that generates costs, most of which are overheads (indirect costs). However, where a company produces several products or services, assigning these costs to the different products and services is often not easy, because such costs arise from the consumption of common resources. It is necessary that ABC be applied in the context of a cost management as opposed to a cost cutting philosophy. In addition, the real benefits of an ABC system can only be realised if the costing system is informed by, and thus integrated into, an organisation's strategy. Copyright South African Institute of Chartered Accountants Jul 2007 This article discusses activitybased costing (ABC) as a strategic costing technique with the objective of demonstrating what makes it a superior costing technique in comparison to the traditional costing techniques. The article then discusses what really makes ABC a strategic costing technique. In doing this, the article highlights the significance of the philosophy underpinning the use of ABC as a strategic costing technique.

Introduction Part 1 of this series discussed strategic cost management in the context of the philosophy that informs the manner in which costing techniques are used in order to realise benefits from any cost management initiatives. The purpose of part 1 was to establish the context within which strategic costing techniques such as activity-based costing are used. In this article, ABC is discussed with the objective of demonstrating why and how it is superior to

traditional costing techniques, how it can be used as a strategic costing technique and how it is integrated within an organisation's strategy. In a recent study conducted across Australian manufacturing firms, which asked users to indicate their satisfaction with a wide range of management accounting techniques, ABC and activity-based management (ABM) were ranked amongst the bottom 10% of the wide range of techniques listed (Chenhall and Langfield-Smith, 1998). Given the dissatisfaction with the technique that exists, it is not surprising that numerous attempts have been made to explain the failure of the technique to deliver its promised benefits primarily of improved decision making and cost management. It is interesting to note that criticism is seldom levelled at the underlying logic of the technique itself, but rather, explanations revolve around a variety of organisational and other contextual factors. It is with this in mind that this part 11 of the series is written to discuss organisational and contextual factors, which form the philosophy that informs the use of ABC. Before we discuss these organisational and contextual factors, we will briefly discuss the characteristics and logic of the ABC technique in order to highlight some of the crucial factors that practitioners should take into account in order to realise fully the benefits of this technique.

Activity-based costing system: Characteristics and logic The rationale behind ABC is that the provision of products and service requires the performance of activities. The performance of activities in turn consumes (uses) resources. It is the consumption (use) of resources that generates costs, most of which are overheads (indirect costs). However, where a company produces several products or services, assigning these costs to the different products and services is often not easy, because such costs arise from the consumption of common resources. The cost caused by the use of the common resources cannot easily be traced to a particular product or service, thus making the costing of products and services difficult. Yet, many companies require accurate product and service costs to establish (1) what should be charged to customers (in cases of cost plus pricing), (2) how profitable products and services are, and (3) how best to provide such products and services in a cost-effective way. Therefore, in order to have a more accurate picture of the costs of products and services, it is necessary first to understand and identify the activities that the products and services require. Once activities required by the product and service have been identified, the costs incurred (resources consumed) in the performance of those activities can then be established.

ABC therefore recognises that there is no direct relationship between the overhead costs incurred and the products and services provided to customers. The relationship between overhead costs incurred and the various products and services provided by companies is established via the activities that those products and services consume. As such, ABC establishes a causal relationship between overhead costs incurred and the products and services provided to consumers via the activities that the products and services require. The process of assigning overhead costs to products and services is done in the following manner: (i) Overhead costs are first assigned to activities that have consumed the resources that gave rise to these costs. (ii) The costs assigned to activities are then assigned to the various products and services that have consumed those activities. The result of this process of assigning costs to products/services is a more accurate picture of the common resources consumed by the products/services, and thus a better picture of the overhead costs associated with these products/services.

Benefits of ABC In order to support strategic cost management effectively, companies should allocate overhead costs correctly by identifying the relevant activities associated with the different products and services. Using ABC, the costs associated with the unit-level, batch-level and service-sustaining activities can be identified and assigned as such. This process allows company management to understand fully what is driving costs (the identification of root causes of costs as discussed in part 1 of the series) in the different products and services it provides. It is important to point out the fact that, for most products and services, the assumption made by the traditional costing methods that only one cost driver explains why overhead costs are increasing in the cost structure is not valid. ABC is superior to the traditional costing methods because it captures every form of diversity that causes overhead costs in products and services, as shown in figure 1 opposite. Figure 1 (on next page) demonstrates that there is no one cost driver that explains why companies incur overhead costs. Thus the overhead costs, as shown in the company's accounting records (as recorded in the general ledger), arise from, or are caused by, a number of cost drivers, such as the complexity of the process that generates a product or service, volume of output and degree of product/ service customisation. The more complex the

process, the higher the number of activities that need to be performed, and thus the more the costs incurred in the provision of such a product or service. Where products, services and processes are highly customised, companies perform numerous activities, which in turn consume resources, resulting in higher overhead costs. Also, the customisation of products and services precludes companies from realising economies of scale due to very few identical products and services that can be produced. Thus, from a cost behaviour point of view, the fixed cost per unit for such products and services is usually higher than if standard products and services (which can be mass produced) were produced.

Figure 1: Cost consequences of production/ service diversity In addition, ABC facilitates the identification of the root causes of costs (primary causes of costs) as a way of achieving effective cost management. The point here is that a company needs to understand the difference between

primary causes of overhead cost (product customisation and process complexity) and secondary causes of overheads (technology and support infrastructure). We can summarise the relationship between primary causes of overheads and secondary causes of overheads as shown in figure 2 below. Overhead costs that manifest in high technology and support infrastructure costs are usually only symptoms of decisions about a company's business model. Decisions about a company's business model (how the company chooses to compete against others) do have an impact on the level of process complexity, volume of different products produced and degree of product and service customisation. Product and service diversity forms the primary cause of overheads, which in turn impacts on nature and extent of the technology and support infrastructure required. If a company fails to make the distinction between primary and secondary causes of overheads, its cost analysis will result in wrong cost management decisions. For example, if the primary cause of overhead is process complexity, a company may be forced to use technology to manage such complexity (secondary cause). In that situation, trying to achieve cost management by cutting back on labour might not work because such an action is simply 'barking up the wrong tree'. What the company needs is to simplify its processes, which will then lead to less expensive technology needed, and thus less overhead costs being incurred.

Figure 2: The relationship between primary ft secondary causes of overheads Alternatively, failure to identify that process complexity is the root cause of overheads results in management focusing its attention on labour (a secondary cause of overheads) as a way of reducing costs. However, the benefits from such cost cutting measures are short-lived as the main cause of overhead costs is left unchanged. In addition to the above, companies should assign overheads on the basis of the various products' consumption of activities, rather than simply on volume. Failure to take into account the different demands that products place on activities, which in turn results in different overhead costs that should be assigned to these products, results in a larger proportion of overheads being assigned to high-volume products and a lower proportion being assigned to low-volume products.

However, such an approach fails to take into account the fact that it is not necessarily the volume of a particular product, but its consumption of activities (which is a function of complexity or customisation) that causes costs. Such an approach results in cross-subsidisation among product and service lines by default due to failure to identify root causes of costs. This in turn negatively impacts on the company's ability to identify sources of rising costs. Consequently, companies are unable, amongst other things, to identify process improvement opportunities. An objection that is frequently raised is that many overhead costs are fixed in nature and will not decline in line with reduced usage of the resource to which that fixed cost is attached. A typical example is that of the rental cost of the premises from which a factory or warehouse operates. The rental cost is incurred regardless of the activities carried out, or distribution of space within the factory/warehouse premises. However, charging rental costs to products based on the space and time consumed by that product, would have the following effects, provided proper accountability structures are in place: Departments and staff responsible for sales would de-emphasise the products that consume above average space in the factory/warehouse as the increase in cost charged to the product impacts unfavourably on the profitability of that product The converse would also occur, with products (or services) that are less resource intensive receiving increased emphasis, provided that sales staff are incentivised on the basis of profit, and not volume or revenue. This change in behaviour leads to more profitable use of the warehouse space by changing the mix of activities from unprofitable products and services to more profitable ones. By influencing the organisational attention away from less profitable to more profitable products and services, a company invariably increases its return on the assets (warehouse space in this example). It is necessary to point out at this juncture that, despite the seemingly impeccable credentials of the ABC technique enshrined in its basic logic and characteristics, the benefits that the technique can potentially confer on companies remain largely elusive. We argue that the explanation for this paradox lies, amongst other factors, in what actually makes ABC a strategic costing technique. Here, our thesis is that, it is the ability of organisations to (i) adopt an appropriate cost management philosophy, and (ii) integrate ABC in their strategies, which collectively transform a costing technique into a strategic costing technique.

Cost management philosophy and ABC As discussed in part 1 of this series, a strategic cost; management philosophy takes a process view rather than a silo mentality to the arrangement of work and understanding of costs, adopts a multi-functional team approach; rather than an individual approach, views cost management as a managerial rather than a finance function; takes a long-term rather than a short-term, quick-fix cost cutting approach, and broadens the scope of cost management to include both suppliers and customers. A process view of the organisation facilitates process mapping and activity mapping, which are prerequisites for the implementation of ABC. In order to conduct process mapping and activity mapping successfully, a multifunctional approach is required due to the fact that processes often cut across functional boundaries. Thus, a process view supported by a multifunctional team approach facilitates an understanding of how the actions of one functional area or business unit within an enterprise impact on resources consumed by another. An end-to-end cost visibility is therefore made possible, which in turn enhances the elimination of duplication (non-value added activities). Using the silo approach, a lot of costs are regarded as facility sustaining for each function within an organisation, and thus unalterable (fixed). As such, the cause and effect relationship between many of these costs and the activities that actually drive them is not evident, due to the activity driving costs of one functional area falling within the ambit of another functional area of the organisation (see the third part of this series for more discussion of this issue). The point that we want to make is that a costcutting philosophy that adopts a silo approach cannot support the effective implementation of ABC. As a technique that relies of process and activity visibility, ABC requires a cost management philosophy in order for its potential benefits to be realised.

Integration of ABC into organisation strategy In part 1 of the series, it was argued that: ".......strategic cost management requires that a cost managemen t system should be designed and developed in such a way that its structure and lifecycle evolve to support a company's changing competitive strategy with respect to product/service, market, human resources and technologies, " (Chivaka, June 2007; pp 38).

The above point means that successful implementation of ABC should be based on a careful analysis of the organisation itself. This requires answering the following two questions (Estrin et al,, 2004;p73): 1. Is it likely that ABC will generate cost information that is significantly different from, and better than, cost information produced by the conventional accounting? 2. If ABC generates cost information that is regarded as better than the current information, will the better information change management decisions that are dependent on this information? The first question is concerned about the extent to which cost information generated by ABC is more accurate than that produced by the traditional costing system. The second question centres on the usefulness of ABC information in supporting strategy, given constraints imposed by the organisation's strategic options. This means that ABC information should be used to support organisation strategy by creating cost visibility, reducing costs and improving processes and, at the same time, strengthening the strategic position of the company. However, in order to achieve this, the information produced by an ABC system should be in sync with the decision-making processes necessitated by organisational strategy. As such, managers must regard ABC cost information as more beneficial for the company in order to use it in decisionmaking. In addition, the environment within which managers operate must facilitate the use of this information. This means that the organisational culture, the nature of competition facing the company, the legal as well as the social environment must all be conducive to the use of ABC cost information. Factors that influence management's ability to use the ABC generated cost information freely in supporting organisational strategy include the following (Estrin et al, 2004; p 73): * Management's freedom to set prices. * The ratio of period costs to total costs. * Strategic considerations. * The climate and culture of cost management within the organisation. * The frequency of analysis that is desirable or necessary. Strategic considerations are constraints imposed by an organisation's explicit or implicit strategies on management decisions. It is important to take into account the extent to which such strategic constraints override insights generated by ABC cost information when it comes to management decisionmaking. Therefore, the suitability and benefits of ABC cost information should be evaluated on the basis of the organisation's strategic

focus and information needs. Management should thus answer some of the following questions (Estrin et al., 2004; p 76): * Is a 'market niche' strategy being employed? Is the strategy dependent on product profitability/costs? * Are capital expenditures for new products, manufacturing changes, or capacity expansions frequently justified explicitly on the basis of 'strategic reasons' rather than economic returns? * Are capital expenditures frequently initiated implicitly and driven by strategic considerations, with financial benefits of the project being used merely to obtain project approval? * What type of analysis and justification is necessary for approval of REtD expenditures? Is the true rationale more strategic in nature? * Does the organisation establish customer process based on costs or market? If the company sells to related entities using prices based on costs, would changes in the transfer pricing result in changes in volume or in the receiving location's decisions? * Are changes in product design or manufacturing process driven mainly by costs, or are other sources such as market or product requirements critical? * Are product discontinuation analyses performed regularly in an attempt to reduce (indirectly) costs, or for reasons such as fostering specific market perceptions? The insights generated from answering these questions do inform management of the usefulness of applying ABC to support organisation strategy. For example, where most decisions are based on strategic considerations rather than costs, investing huge sums of money in a costing system such as ABC will not necessarily make for better decisions. The implication of this point is that management and finance professionals should ensure that organisation strategy informs the nature of costing techniques used. It is only when that link is established that the costing technique used assumes the strategic dimension that makes it a strategic costing technique.

Conclusion It is necessary that ABC be applied in the context of a cost management as opposed to a cost cutting philosophy. In addition, the real benefits of an ABC system can only be realised if the costing system is informed by, and thus integrated into, an organisation's strategy. On its own, ABC is simply a costing system that has potential to give more accurate cost information compared to the traditional costing systems. Its true potency as a strategic costing technique is subject to the extent to which it is fully integrated into an organisation strategy. In other words, it is very dangerous for managers and finance professionals to think that ABC on its own is the antithesis to traditional cost cutting systems, and thus a panacea to costing, decisionmaking as well as process improvement problems. On the contrary, trying to implement ABC in an organisation that is informed by a cost cutting culture, with no strategic cost management philosophy, can only result in the dismal failure of the costing system to generate the anticipated benefits. In conclusion, there is nothing inherently strategic' about ABC; rather it is (i) the philosophy that underpins its implementation, (ii) the use to which ABC information is put and (iii) the extent to which it is integrated into an organisation's strategy; that make ABC a strategic costing technique. Consequently, both finance professionals and general management need to bear this in mind before spending huge sums of money and effort trying to implement ABC and yet at the same time remaining in the cost-cutting mode that divorces a costing system from organisation strategy and other contextual factors. Without synchronising the organisation's strategy information needs and ABC, and the creation of a cost management philosophy that supports the implementation of ABC, attempts to realise benefits conferred by ABC will only be disappointing at best.

Reference

[Reference] Chenhall, R.H. and Langfield-Smith, K., (1998). "Adoption and benefits of management accounting practices: An Australian study," Management Accounting Rexarch, Vol. 9, pp. 1-19 Chivaka, R., (2007). Strategic Cost Management: Context and Philosophy, Accountancy SA, June 2007, pp 38. Cokins, G., (1996). Activity-Based Cost Management Making it work, McGraw-Hill, 1996. Estrin, T.L., Kantor., J., and Albers., (2004). "Is ABC Suitable for Your Company? An impartial analysis of overall operations can tell you yes or no": in Readings in Management Accounting, fourth edition, Pearson Prentice Hall pp. 73 - 78. [Author Affiliation] Dr Richard Chivoka PhD, MSc, BCom, is an Associate Professor, Department of Accounting at the University of Cape Town and Carol Cairney CA(SA) is a lecturer, Department of Accounting at the University of Cope Town. [Photograph ] [Author Affiliation] Dr Richard Chivaka is an Associate Professor in the Dept of Accounting at UCT. He is Director of the Honours & Masters degree programme in Strategic Cost Management. His research interests include strategic cost management, costing systems design (ABC Et ABM), supply chain management and value chain analysis.