Peppa Company produces two products, X and Y, both made from the same material. Until now, it has used traditional absorption costing to allocate overheads to its products. The company is now considering an activity based costing system. Information for the two products for the last year is as follows:
X |
Y |
|
Production and sales volumes (units) |
30,000 |
50,000 |
Selling price per unit |
€20 |
€30 |
Raw material usage (kg) per unit |
4 |
6 |
Direct labour hours per unit |
0·6 |
0·44 |
Machine hours per unit |
1.0 |
1.4 |
Number of production set ups per annum |
24 |
36 |
Number of purchase orders per annum |
46 |
54 |
Number of deliveries to retailers per annum |
20 |
25 |
The price for raw materials remained constant throughout the year at €2 per kg. Similarly, the direct labour cost for the whole workforce was €15 per hour. The annual overhead costs were as follows:
Cost Pool Driver €
Machine set up costs Number of Production Set Ups 30,000
Machine running costs Machine Hours 40,000
Ordering costs Number of purchase Orders 45,000
Delivery costs Number of Deliveries 45,000
Total Overhead cost 160,000
(Total 50 Marks)
Carley budgets to sell 1 product, Gamma, and has provided you with the following selling prices and variable costs:
Product |
Sales Units |
Selling Price per unit € |
Variable Cost per unit € |
Gamma |
1,000,000 |
6 |
3 |
Annual fixed costs are budgeted at €1,5000,000.
(Total 30 Marks)
‘The budgeting process is an important feature of effective management performance’.
(Total 20 Marks)