Step-down allocation, also known as the sequential allocation method, involves distributing service department costs to both production and other service departments. To calculate it, first allocate the costs of the service departments to other service departments based on a predetermined allocation base (like labor hours or machine hours). After allocating costs to service departments, the remaining costs are then allocated to production departments. This method ensures that all costs are accounted for, providing a clearer picture of the overall cost structure.
Support costs can be allocated using several methods, including direct allocation, where costs are assigned directly to departments based on their usage, and activity-based costing, which assigns costs based on actual activities that drive overhead. Another common method is the step-down approach, where support costs are allocated sequentially to departments based on a predetermined hierarchy. Finally, the reciprocal method considers the mutual services provided among departments, allowing for a more accurate allocation of shared costs.
Common costs are shared between the units ie departments or products. Traceable costs are specific to the unit. While I've never heard common costs being called untraceable they are cannot be traceable to the specific units while they are common to all units. They are either traceable or common.
All fixed operating expenses from overhead (indirect) departments
The step down allocation method is a way of distributing indirect costs to different departments or cost centers within an organization. It involves sequentially allocating service department costs to production departments based on a predetermined basis, such as usage or direct labor hours. This method recognizes that service departments also provide support to one another, allowing for a more accurate representation of total costs. However, it does not fully allocate all service department costs to each other, which can lead to some costs remaining unallocated.
Finance is related to other departments because these departments need various cash flows to operate. The research department usually incurs some costs in order to carry out surveys and focus groups.
The method that allocates costs by explicitly including all the services rendered among all support departments is called the "reciprocal method" or "reciprocal allocation method." This approach recognizes the interrelationships between support departments and allocates costs based on the services exchanged among them, providing a more accurate reflection of their true costs. It typically involves solving a system of linear equations to determine the final cost allocations.
Support costs can be allocated using various methods, including direct allocation, where costs are assigned based on actual usage or benefit received by each department. Another common method is the step-down allocation, which prioritizes the allocation of costs from support departments to production departments in a sequential manner. The reciprocal method is more complex, allowing for mutual support between departments by considering interdepartmental services. Lastly, the activity-based costing (ABC) method allocates costs based on the specific activities that generate costs, providing a more precise approach to cost allocation.
Purchasing departments research products and the costs of products to determine the best options. Purchasing departments are a big factor when you consider a company's ability to make a profit.
There are three basic methods to allocate service department costs to production departments or programs in a not-for-profit: (1) the direct method; (2) the step method; and (3) the reciprocal method.
Prior department costs behave the same as direct materials, which are typically added at the start of production. They are treated separately because they represent the accumulation of costs from previous departments rather than the receipt of materials from the stores area. It is helpful to separate prior department costs from other costs because the manager of the department receiving the transferred units has no control over the costs incurred in prior departments. Thus, the prior department costs are not useful for evaluating the performance of the manager of the department receiving the units.
Leased departments have such advantages as generating direct revenues, bringing new customers and cutting down on operational costs. The disadvantages include delayed payments and facing fierce competition.