OPERATIONAL PLANNING AND CONTROL WITH AN ACTIVITY-BASED COSTING SYSTEM

Abstract

Theeuwes and Adriaansen (1994), among others, have asserted that activity-based costing (ABC) is inappropriate for operational decision-making. In this article, ABC is modified to reflect separate flexible and committed cost driver rates for an activity. This enables the model to reflect the difference in the behavior of an activity’s flexible and committed costs needed for operational planning decisions. The modified ABC facilitates determining the resources required to produce the product mix developed from the firm’s strategic plan and the excess capacity that will result. The modifications made to ABC aid in determining an optimal product mix when the firm has excess capacity, while the traditional ABC may not. Equally important, it facilitates measuring the financial implications of the resource allocation decisions that comprise the firm’s operational plan. As the operational plan is implemented, operational control is used to ensure that it is performed in an efficient and effective manner. The modified ABC enables the firm’s managers to compute the different types of deviations that arise from using flexible and committed resources at the unit, batch, and product levels of the firm’s operations. This aids in understanding problematic aspects of the firm’s operations and identifying where management resources are needed to improve operational efficiency.

Citation

Kee, R.C. (2003), "OPERATIONAL PLANNING AND CONTROL WITH AN ACTIVITY-BASED COSTING SYSTEM", Advances in Management Accounting (Advances in Management Accounting, Vol. 11), Emerald Group Publishing Limited, Leeds, pp. 59-84. https://doi.org/10.1016/S1474-7871(02)11003-3