The company in question is one of India’s largest consumer electronics companies, producing a wide range of consumer durables, including speakers, IT accessories, mobile accessories, personal care appliances, and medical products. It has sold over a billion products and services across 20,000+ pin codes in India.
To develop a detailed and comprehensive product costing substructure mechanism that embeds into the overall product cost management (PCM)  structure. Thus, the PCM framework will form part of the comprehensive management information system (MIS), facilitating a decision support system for the management to make well-informed decisions.
Re-configure the product costing framework into the SAP-ERP system (SAP-CO-PC) to enable its alignment with MIS and SAP systems.
Product costing is assigning costs to products based on the principle of cause-and-effect. Given below is a framework for deriving costs for each cost element:
Data Source and Validation Rules
* Actual Material Consumption = Material Opening Stock + Quantity Purchased – Material Closing Stock
Standard Material Consumption = Product BOM recipe X FG quantity produced (using MCRP tcode)
Overheads (Production, Administrative and Selling & Distribution)
Warehouse/ Branches cost (Forming part of S&D overheads)
*Actual Sales = Opening Stock + Quantity Produced - Closing Stock ± Other Adjustments
SAP Costing Methodology
The company implemented the new product-costing framework effectively. Following are the significant achievements:
The company observed that the variance between actual and standard material consumption was ~10-15% (which was charged off to the product material cost). Accordingly, an adequate internal controls mechanism/ framework was implemented to plug the variance gap, which got reduced to ~2-5%.
Duplicate bills of materials (BOMs) for different products were identified and subsequently revised/ refined by recalibrating BOMs.
Earlier, material movements were not adequately captured, resulting in reconciliation gaps at the SKU level with even unavoidable quantity loss (~2% of the total production). The new framework helped in traceability at the SKU level. Thereby reducing quantity losses to ~0.1% of the total production.
Earlier, there was no distinction between the material codes for products manufactured and traded. After the new product costing framework, the traceability at the SKU level became comparatively more straightforward, resulting in efficient allocation of differential costs to manufactured and traded products.
Selling and distribution cost
The new product costing framework enabled the identification of the selling and distribution costs based on the principle of cause and effect instead of the revenue allocation approach.
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Partner, Chandra Wadhwa & Co. (Cost Accountants) | B.Com, FCMA, ACA, DISA | Certified SAP-CO Consultant | Executive Program on Management and Finance (IIM, Ahmedabad)
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