战略成本管理价值链的角度外文翻译.docx
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战略成本管理价值链的角度外文翻译.docx
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战略成本管理价值链的角度外文翻译
外文翻译
外文题目StrategicCostManagement:
TheValueChain
Perspective
外文出处JournalofManangementAccountingResearch,
1992(4):
179-197
外文作者Jonek.Shank,VijayGovindarajan
原文:
StrategicCostManagement:
TheValueChainPerspective
WhenErnst&Youngsurveyedmorethan23,000seniormembersoftheUSInstituteofManagementAccountantsoncostmanagementandmeasurementin2003,itelicitedanumberofconfusingresults.Although80percentoftherespondentsratedcostmanagementasstrategicallyimportant,98percentadmittedthattheircurrentpracticesinthatareawereleadingtocostdistortions.Three-quartersreportedthattheyweren'tsignificantlyconstrainedbyalackofin-housetechnicalaccountingskills,whilenearly80percentagreedthattheintroductionofnewmanagementaccountinginitiativeswasnomorethanamediumpriorityfortheirorganisations.
Ifsomanyrespondentswerereportingthatcostmanagement(and,byextension,measurement)wasimportant,thattheircurrentmethodswereflawedandthattheyhadin-houseskillstosolvetheproblem,whyweresofewdoinganythingaboutit?
Webelievethatmanyofthecompaniescoveredinthesurveyhadalreadytried–andfailed-toimprovetheircostmeasurementmethods.Theruleofthumbisthat70percentofsuchprojectsdonotachievetheirlong-termobjectives.Mostareabandonedwithintwoyearsasaresultof"deathbydetail"andalackofinvolvementfromtheoperationalsideoftheorganisation.
Operationalmanagersoftenaskfor"betterfinancialtransparency,soweknowwhichleverswecanpullthatwillhavethemostbeneficialeffectonthebusiness".Becausetheword"financial"isusedinsuchrequests,theytendtobepassedtotheCFO.Unfortunately,theselevers(driversofactivities)arenotfoundinthegeneralledger.,chartofaccountsorcost-centrestructure.Theyarefoundintheoperationaldata.
Strategiccostmanagementisthedeliberatealignmentofafirm’sresourcesandassociatedcoststructurewithlong-termstrategyandshort-termtactics.Althoughmanagerscontinuetopursueefficiencyandeffectivenesswithinthefirm,increasingly,improvementsareobtainedacrossthevaluechain,throughreconfiguringfirmboundaries,relocatingresources,reengineeringprocesses,andreevaluatingproductandserviceofferingsinrelationtocustomerrequirements.Structuralcostmanagementemploystoolsoforganizationaldesign,productdesign,andprocessdesigntocreateasupplychaincoststructurethatiscoherentwithfirmstrategy.Executionalcostmanagementemploysmeasurementandanalysistools_e.g.,costdriveranalysis,supplierscorecards_toevaluatesupplychainperformanceandsustainability.Usingselectedstudiesinaccounting,operationsmanagement,andbusinessstrategy,weprovideanoverviewofstrategiccostmanagement,highlightcontemporarydevelopments,andsuggestdirectionsforfutureresearch.
ShankandGovindarajanpositthattwotypesofcostdriversarethebasisforstrategiccostmanagement:
structuralcostdriversthatreflectorganizationalstructure,investmentdecisions,andtheoperatingleverageofthefirm;andexecutionalcostdriversthatreflecttheefficacyandefficiencyofexecutingthestrategy.Stateddifferently,structuralcostmanagementmaybeconceivedofasachoiceamongalternativeproductionfunctionsthatusedifferentinputsorcombinationsthereoftomeetaparticularmarketdemand.Executionalcostmanagementisconcernedinsteadwithwhether,foragivenproductionfunction,thefirmisontheefficientfrontier.TomkinsandCarrlinkthetwomodesofcostmanagement,positingthatcostdriveranalysisisacatalystforimprovingexistingprocesses_i.e.,executionalcostmanagement_aswellasacatalystforreengineeringprocessestocreateadifferentcoststructure_i.e.,structuralcostmanagement_.
Structuralandexecutionalcostmanagementhavealwaysbeencentraltoprofitablefirms.Increasingly,firmsareapplyingprinciplesofstrategiccostmanagementtothesupplychainasanimportantavenueforprofitgrowth.Structuralcostmanagementopportunitiesareevidentinpartnerselectionprocesses,inthewaythatgovernanceandcontrolsystemsaredesignedtoalignpartnerinterests.Executionalcostmanagementopportunitiesareevidentintheperformancemeasurementandmanagementprocessesthatareusedtoevaluateandimprovetransaction-levelperformance,relationship-levelperformance.
AllthesefactorswereonourmindswhentheCFOofBarclaysUKRetailBankaskedustocreatefinancialtransparency,includingend-to-endprocesscapacityandcostmeasurementsdifferentiatedbyproductandchannel,acrosstheorganisation.Weknewthatdoingthiswoulddependonachievingoperationaltransparency,sothatwasourstartingpoint.Wedulyfoundareasonablecustomersegmentdatastructure;aproductfamilydatastructure;anorganisationdatastructurecapturedbycostcentres;andaresourcedatastructurecapturedbythegeneralledgerchartofaccounts.But,althoughaprocessdatastructurewaskeytotheCFO'send-to-endprocesscostrequirement,wewereunabletofindone.
Stageone:
datastructure
Somepeoplerefertoadatastructureasataxonomysimilartothatwhichdescribesrelationshipsintheanimalkingdom.Themainreasonforneedingaprocessdatastructureisthattheprocessdefinesthecustomerexperience.Itisalsothebasisforcapacityandcostmeasurement.Buildingaprocessdatastructurewasourfirststeptowardsestablishingoperationaltransparency.WecalledourStructuretheprocessclassificationframework.Wemappedactivitiesinalldepartmentstoaprocessintheframework.Wealsoidentifiedmorethan30channelsthroughwhichcustomerscouldcontactthebankandthroughwhichitcouldcontactthem-eg,facetofaceinbranches,onthetelephone,online,viacashmachinesetc.Whentheprocessisconnectedtothechannel,theend-to-endprocessisdefined.
Stagetwo:
datacontrol
Ourprimarycontrolforfinancialdatawasthegeneralledger.Weneededacomparablecontroltovalidateoperationaldata.Reconcilingthedemandforcapacitytothesupplyofcapacitybecameourcontrol.Capacityrepresentsresources-ie,employeesand/orequipment.Thereisademandforcapacityandasupplyofcapacity.Theyaredefinedusingthefollowingequations:
•Demandforcapacityintime=activityvolumeXprocesstime.
•Supplyofcapacityintime=numberoffull-timeequivalentresources(peopleorequipment)xaveragedaysatworkinayearxaveragetimeavailabletoperformtheprimaryworkbysubtractingtimerequiredformeetingsandbreaksforpeopleandmaintenanceforequipment.Managingsupplyanddemandiscrucial:
toolittlecapacitywillresultincustomerdissatisfactionandlostbusiness,whiletoomuchwillresultincostlyanduncompetitiveprocesses.Becausedemandforcapacitycanbecomputedwithoutknowledgeofsupply,andbecausesupplyofcapacitycanbecomputedwithoutknowledgeofdemand,thereconciliationofdemandandsupplyvalidatesthesetwoindependentsetsofoperationaldataandbecomestheprimarycontrolforoperationaldatatransparency.Secondarycontrolsincludeaccountingforallvolumesandallresourcesanduseofthedatabysales,distributionandoperations.
Stagethree:
application
Thesalesprocessprovidesanexampleofhowwehavebeenintegratingtheprocessclassificationframeworksupportedbydemandandsupplydataqualitycontrol.Tothisend,wehave:
•Establishedaworkingrelationshipwiththesalesmanagementteam.
•Usingthebank'sstandardlistofproductsandprocesses,draftedasurveyseekingtheaveragetimestakenbythesalesteamtoworkoneachproductandprocess-eg,selling,fulfilmentandservicing.
•Testedoutthesurveywithtwoorthreesalesassociates.
•Conductedthesurveywithfocusgroupsrepresentativeofthewholesample.
•Collatedthedata,removedoutliers,reconcileddemandandsupply,obtainedapprovalfromsalesteamandsoughtpermissiontopresentthefindingstotheheadofthedepartment.Thepresentationofthisoperationaldatabecomesanothercontrol,becauseitdemonstratesthatthesalesteamacceptsthedata.
OurexperienceatBarclayshastaughtusthatoperationaltransparency,whichisaprerequisiteforfinancialtransparency,canbeestablishedbycombiningaprocessclassificationframeworkwithoperationaldatacontrol.Theprojectweworkedontoachievethishasalsohighlightedidlecapacity,processtimesthatcouldbeimprovedandnon-sellingactivitiesperformedbythesalesteam.Anotherbenefitfromthisapproachtofinancialtransparencyisthatitcanimprovethemanagementaccountant'sabilitytospeakthelanguageofthesales,distributionandoperationsfunctions-andtolearnmoreaboutthedriversusedinfinancialtransparency.
Duringthelastyearsissuesofstrategicmanagementaccountinghavereceivedwidespreadattentionintheaccountingliterature.Yettheconceptualfoundationofmostproposalsisnotclear.Thispaperpresentsatheoreticalanalysisofoneofthemostprominentapproachesofstrategicmanagementaccounting,i.e.Targetcosting.Weanalysethreedistinctcharacteristicsofthisstrategicmanagementaccountingtool,namelyitsmarketorientation,itsuseasco-ordinationinstrumentanditsinteractionwithotherfactorsaffectinglong-termcoststructureintheformofstrategiclearning.Theanalysisshowsthatthemore‘strategic’dimensionsareaddedtotheproblemofcostmanagement,thelessvalidare‘strategic’managementaccountingproposalsintermsoftheusualwaytargetcostingisemployed.
Themorestrategicfactorsareincludedintheproblemoflong-termcostmanagement,thelesscleararetherelatio
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- 战略 成本 管理 价值链 角度 外文 翻译
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