<![CDATA[Micro, small, and medium enterprises (MSMEs) in the culinary sector generally make daily operational decisions based on the owner's experience and intuition, without adequate cost analysis support. This study aims to identify the financial management practices of a waffle culinary MSME and relate them to the concept of relevant costing in managerial accounting. A descriptive qualitative approach with a single case study design was employed. Primary data were obtained through semi-structured interviews with the MSME owner and staff, covering business profile, financial management, human resource management, operational decision-making, and marketing strategy. Data were analyzed through reduction, presentation, and conclusion drawing, linking the findings to the theories of relevant cost, differential cost, sunk cost, opportunity cost, and avoidable cost. The results show that the MSME has separated personal and business finances and keeps daily routine records, yet still experiences periodic cash deficits because relevant cost analysis is not formally applied, particularly in staff scheduling, production adjustment to seasonal demand fluctuations ranging between 60%-80%, and evaluation of digital marketing costs that remain limited to free social media use. The discussion indicates that applying relevant costing principles can help the MSME identify costs that are truly relevant to short-term decision-making, while also avoiding the sunk cost fallacy related to initial business capital, thereby reducing the risk of cash deficits. The study concludes that basic managerial accounting education, particularly the concept of relevant cost, has the potential to improve the quality of decision-making among culinary MSMEs]]>
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