1、Strategic Cost ManagementProfessor William F. OBrien, MBA, CPAFall 2004STRATEGIC COST MANAGEMENT-FALL 20041-2Session 1A-Introduction & Cost Accounting ReviewnCost ManagementnFinancialnNon-FinancialSTRATEGIC COST MANAGEMENT-FALL 20041-3Financial Management EvolutionTodaysCorporateFocus is onResults!S
2、TRATEGIC COST MANAGEMENT-FALL 20041-4CompanyF/SUsersEconomicDecisionsFinancial Impact(useful &relevant)Financial Accounting ModelSTRATEGIC COST MANAGEMENT-FALL 20041-5Managerial Accounting ModelPlanImplementMonitorAdjustAccountingInformationCommunication EnvironmentSTRATEGIC COST MANAGEMENT-FALL 200
3、41-6Four Management Functionsanother PerspectivenStrategic ManagementnPlanning and Decision MakingnManagement and Operational ControlnF/S PreparationnHow is Cost Management Info Used?STRATEGIC COST MANAGEMENT-FALL 20041-7Factors Influencing Todays Business EnvironmentnGlobal competitionnManufacturin
4、g and IT advancesnCustomer focusnRevised organizational structuresnSocial, political and cultural changesSTRATEGIC COST MANAGEMENT-FALL 20041-8Contemporary Mgt. TechniquesnBenchmarkingnTotal Quality Management (TQM)nContinuous ImprovementnActivity-Based Costing (ABC) and Mgt. (ABM)nReengineeringnThe
5、ory of Constraints (TOC)nMass CustomizationnTarget CostingnLife-cycle CostingnThe Balanced ScorecardSTRATEGIC COST MANAGEMENT-FALL 20041-9EthicsnLack of ethics-everyone losesnRecent examplesnEnronnWorldComnAdelphianArthur AndersenSTRATEGIC COST MANAGEMENT-FALL 20041-10Ethics and YounYou will face an
6、 ethical challengenIt could impactnYour jobnYour familynYour relationshipsnYour financial stabilitynYour physical well-beingnYou have only ONE reputation.STRATEGIC COST MANAGEMENT-FALL 20041-11Cost Actg. ReviewnCostan economic sacrificeSTRATEGIC COST MANAGEMENT-FALL 20041-12Critical Cost TermsnFixed
7、 vs. Variable nProduct vs. PeriodnManufacturing vs. Non-manufacturingnDirect vs. IndirectnControllable vs. UncontrollablenOpportunity and Sunk CostsnDifferential Cost and RevenuenCost DriversSTRATEGIC COST MANAGEMENT-FALL 20041-13Cost Drivers and Final Cost ObjectivesnCost DriversnAnything that caus
8、es a cost to occurnFinal Cost Objective (FCO)nGenerally used in conjunction with Activity Based CostingSTRATEGIC COST MANAGEMENT-FALL 20041-14Manufacturing Cost FlowsBOHIOEOHRAW MATERIAL WORK-IN-PROCESS FINISHED GOODSB O/H R/M B O/H WIP B O/H F/GR/M PURCHASESTRANSFERS TOWIPE O/H R/MR/M TRANSFERSDIR.
9、 LABORMFG OVERHEADMANUFACTURINGCOSTSCOST OF GOODSMANUFACTURED(COGM)E O/H WIPCOGMCOST OF GOODSSOLD(COGS)E O/H F/GP&LSTRATEGIC COST MANAGEMENT-FALL 20041-15Direct CostingnAlso known as “Contribution Margin Format”nDirect costing direct costsnP&L format:Sales xxxVariable costs -xxxContribution margin x
10、xxFixed costs -xxxNet income xxxSTRATEGIC COST MANAGEMENT-FALL 20041-16CVP AnalysisnUsesnRevenue planningnCost classificationnCommission analysisnVolume and mix determinationnABC modificationsSTRATEGIC COST MANAGEMENT-FALL 20041-17Break-even AnalysisnSales - variable costs = fixed costsnContribution
11、 Margin ApproachnFC/contribution margin ratio ($)nFC/unit contribution margin (units)nEquation Approachn(Unit SP)x - (unit VC)x = FC (units)nX - (VC%)x = FC ($)nCM approach is the easier to applySTRATEGIC COST MANAGEMENT-FALL 20041-18Margin of SafetynActual sales - B/E salesnMargin of safety percent
12、agenMargin of safety/actual salesSTRATEGIC COST MANAGEMENT-FALL 20041-19Operating LeveragenCM/NInReflects the percentage increase in sales compared to the percentage increase in net incomenHigh OL reflects high opportunity and high riskSTRATEGIC COST MANAGEMENT-FALL 20041-20Multiple Product Line For
13、matMultiple Product Line ExampleProduct Line APruduct Line BPruduct Line CTotal Company$%$%$%$%Sales Var. CostsContr. Mar.Fixed CostsNet IncomeSTRATEGIC COST MANAGEMENT-FALL 20041-21Behavioral IssuesnRisk aversion biasnUncertaintySTRATEGIC COST MANAGEMENT-FALL 20041-22CVP LimitationsnRelevant range
14、assumptionnDifficulty in cost determinationnAllocationsnThe “Scarlet Letter” of accountingSTRATEGIC COST MANAGEMENT-FALL 20041-23Scarlet Letter of Accounting Lacks Cost Mgt. Error Prone Distraction STRATEGIC COST MANAGEMENT-FALL 20041-24Session 1B-Strategic Cost Management & theOrganizational Role o
15、f Management AccountantsSTRATEGIC COST MANAGEMENT-FALL 20041-25Strategic Cost ManagementnStrategic cost management is the development of cost management information to facilitate the principal management function-strategic management.STRATEGIC COST MANAGEMENT-FALL 20041-26Ansari: SMAnStrategic Trian
16、gle (QCT)nCompetition based on quality, cost & TimenMgt. Acctg. Triangle (TBC)nImpacts technical, behavioral & cultural aspectsnMgt. Acctg. Links Strategy with ActionnIt is not an end unto itselfnIt is an integrating toolSTRATEGIC COST MANAGEMENT-FALL 20041-27SMA, cont.nThe two triangles are depende
17、nt upon each othernThis process is a framework to ensure that our management accounting tools possess the attributes necessary to achieve our strategic goalsSTRATEGIC COST MANAGEMENT-FALL 20041-28SMA, cont.nQCT TrianglenSelf evidentnTBC TrianglenProvides Technical insightnEncourages Behavioral chang
18、esnSupports Cultural beliefsSTRATEGIC COST MANAGEMENT-FALL 20041-29Accounting Business Skills“The What” nBusiness PerspectivenOrganizational FocusnBias for ActionnCommunication ExcellencenPeople ProficiencySTRATEGIC COST MANAGEMENT-FALL 20041-30Financial Management Guidelines“The How”nCc: communication versus controlnKTT: know the territorynMBWA: manage by wandering aroundnR R3: respect is a function of.nresponsivenessnreliabilitynrelevance
