战略成本管理的框架 外文翻译.doc

《战略成本管理的框架 外文翻译.doc》由会员分享，可在线阅读，更多相关《战略成本管理的框架 外文翻译.doc（18页珍藏版）》请在三一办公上搜索。

1、本科毕业论文（设计）外 文 翻 译原文一：A Framework to Accomplish Strategic Cost Management1.0 IntroductionCurrently, economic and technological developments are growing faster in an unprecedented way. The outcome is changing a great deal of concepts, transactions, and increasing competition allover the world. GATT ag

2、reement and emerging of large conglomerates extending competition zone to encompass the whole world. In addition, the improvements in information technology, communication means, and production systems open new horizons. To respond, organizations should create sustainable competitive advantages to m

3、aintain current customers and acquire more customers. Strategic management is the best means to exceed rivals at short and long runs. Strategic management is defined a set of analysis, decisions, and activities made by an organization to create and sustain competitive advantage. Its characteristic i

4、s concentrating on general organizational goals, all stakeholders should participate in decision making, working through one vision to include both short and long perspectives, recognize trade-offs between effectiveness and efficiency. Dess and Lumpkin (2003) .Some researchers e.g. Hilton et al. (20

5、00) believe that traditional cost systems are not valid to cope with strategic management periphery. These systems focus on measuring and controlling product costs. Therefore, they are not producing information needed at current business environment. As a result, cost management concept emerges. Thi

6、s system aims to produce a continuous cycle of information about activities at both short run and long run to add value to customers and reduce costs Hamilton (2004), Horngren et al. (2003), Nicolaou (2003) .Despite cost management is a common concept in literature, this concept is not well defined

7、in acceptable way Horngren et al. (2003), Agrawal et al. (1998) . Some researchers looked at time dimension of cost management. Within that, strategic cost management hereafter, SCM has special attention as a system that generates necessary information to support strategic management and sustain com

8、petitiveadvantage at the long run Blocher et al. (1999), Shank (1989) .Other researchers Hilton et al. (2000), Dailey (1998) ignore dividing cost management into two constructs according to time dimension. Therefore, cost management concept used to maximize profit and sustain competitive advantage a

9、t short run and long run as well.Nevertheless, both parties accord to consider cost management as a system of improvement. This system aims to permit organizations to seek what is needed to cement its ties with customers to attain their satisfaction and reduce costs at the same time via specific too

10、ls to maximize profit and sustain competitive advantage by using long-term strategies Horngren et al. (2003), Nicolaou (2003), Barfield et al. (2001), Hilton et al. (2000) .In addition, it is noteworthy to report that previous studies disagree concerning number of tools and its nature that could use

11、 to accomplish SCM. Major studies consider a few tools. Consequently there is no integrative vision to combine all tools to interpret essence of SCM and indicate logical sequences of its activities.Therefore, Current study aims to analyze tools of SCM to attain an integrated framework that could be

12、useful to companies stakeholder in short run and in long run as well. This study is organized as follows. Section 2 is devoted to introduce SCM concept and its tools. In section 3, I will suggest an integrative framework of SCM. In Sections 3 through 8, I will analyze tools of SCM. The final section

13、 concludes the paper.2.0 Strategic cost management concept and its toolsCost management concept is widely accepted in literature to express a new accounting information system. This system aims to generate information needed to help organizations to create competitive advantages to hold and attract

14、customers.In addition to measuring and controlling costs, SCM produce financial and non-financial information at short run and long run as well to add value to customers in order to prevail over competitors and reduce costs at the same considering all stakeholder interests Horngren et al. (2003), Ba

15、rfield et al. (2001), Hilton et al. (2000) .The essence of cost management is to utilize a group of tools to generate information regarding planning, decision making, and control at both short run and long run in order to help organizations management to create products or provide services with more

16、 effective and efficient way comparing with competitors Horngren et al. (2003), Hansen and Mowen (2000), Hilton et al. (2000) .It is a rare event to find an integrated framework for cost management. Figure 1 illustrates a general vision of cost management system that intends to maximize profit at bo

17、th long run and short run Agrawal et al. (1998).Figure 1 presents a good vision of cost management. This vision is based on three constituents: top management commitment, workers involvement, and Establishment of a selfperpetuating system of improvement. Nonetheless, it may be unacceptable by most o

18、f researchers. The vision contains a few interconnected tools to accomplish cost management and ignores many important tools considered by prior research such as value chain analysis and target costing. In addition, vision shown in Figure 1 did not reflect reticulation among tools proposed to be inc

19、luded in cost management. In addition, the vision did not reveal time dimension of cost management. Consequently, that vision is not related directly to SCM. However, vision presented at Figure 1 is consistent with what some studies conclude to ignore SCM concept and concentrate on cost management t

20、o accomplish competitive advantage at sort run and long run as well Hilton et al. (2000), Dailey (1998) .But, Some researchers reported the importance to distinguish between activities in short run and long-term strategies that adopted to create and sustain competitive advantages Morse et al. (2003)

21、, Horngren et al. (2003), Blocher et al. (1999) .Accordingly, cost management is an information system that supports the entire managerial functions, which are: strategic management, short-term planning, operational decision-making, and control techniques Blocher et al. (1999). Thus, SCM is used to

22、support strategic decisions such as selecting products, manufacturing techniques and distribution channels. In contrast, Operational Cost Management is used to support short-term decision such as production schedules, pricing, and incentive systems. John Shank, an Accounting Professor at Dartmouth C

23、ollege, is the one who introduced SCM. He wrote his vision according to Michel Porter, Strategic Studies Professor at Harvard University, work concerning what should business organization done to create and sustain competitive advantage over its rivals in 1980s. Shank (1989), introduces SCM as a man

24、agerial usage of cost information during one or all the four phases of strategic management cycle. These phases are, strategic formulation, communicating strategies through organization, specifying and using necessary tools to implement strategies, and setting and implementing control techniques to

25、assess degree of success in achieving strategic objectives。Since then Shank authored alone or in conjunction with Govindaraian, Professor of strategic management, series of studies regarding SCM e.g. Shank (1996), Shank and Govindaraian (1992a, 1992b), Govindaraian and Shank (1992).These studies are

26、 built on using three tools to accomplish SCM, which are value chain analysis, cost drivers, and competitive advantage analysis. Their work is based on value chain analysis, which is the cornerstone of SCM. Porter (1985, 1991) states that formulating organizations strategy is made by specifying and

27、linking two groups of consecutive activities. The first group is a primarily activities, involving logistics, operations, marketing and sales, and services. Supportive activities are the second group. This group is consists of infrastructure of the firm, human resource management, management, techno

28、logy development, and procurement. According to Porter, the profit of an organization is resulting from primarily and supportive activities. Effectiveness and efficiency of these activities is vital to increase product or services revenue over its cost through value chain. That is to accomplish via

29、one of two alternatives. The first one is to reduce costs comparing to competitors. The second is to differentiate product and service through innovation to add value to customers. To reach this, an organization should adopt better cost drivers comparing rivals. As indirect costs increased in cost s

30、tructure at all organization, creation of Activity Based Costing is appropriate to SCM requirements. Accordingly, many researchers suggested employing Activity Based Costing as one of important tools of SCM Chenhall (2004), Dekker (2003), McNair et al. (2001),Trusseland Bitner (1998).After that, mor

31、e tools suggested to include in accomplishing SCM. In this context, one notice a great discrepancy of researchers opinions concerning tools fitted to SCM. Figure 2 illustrate tools suggested in prior research to accomplish SCM Morse et al. (2003), Dekker (2003), Hilton et al. (2000), Blocher et al.

32、(1999).Figure 2Tools of strategic cost managementToolNaturevalue chainanalysisadd value to customers _reducing costs, and understanding relation between business organizationand booth customersactivity based costingan analytical tool aims to provide accuracy in allocating indirect costs.Competitive

33、advantage analysisdefining strategy that an organization could adopt to excel over rivals.target costingcost that an organization is willing to incur according to competitive price that could be used to achieve desiredprofittotal qualitymanagementadopt necessary polices and procedures to met custome

34、rs expectationsjust-in-timea Comprehensive system to buy materials or produce commodities when needed in appropriate timeSWOT analysisa systematic procedure to identify critical success factors of an organizationbenchmarkinga process performed to determine critical success factor and study ideal pro

35、cedures of other organization inorder to improve operations and dominate marketbalancedscorecardan accounting report of critical success factors about the organization. It is divided into four majordimensions: financial performance, customers satisfaction, internal operation, and innovation andgrowt

36、htheory ofconstraintsa tool to improve rate of transferring material into finished goodscontinuousimprovementconducting continuous improvements in quality and other critical success factors* Source: Blocher et al. (1999) Many researcher see tools reported in Figure 2 as the essence of SCM and it cou

37、ld be used individually or as a group to deal with increasing pressures from global competition and innovationsNicolaou (2003), Barfield et al. (2001), Hilton et al. (2000), Blocher et al. (1999). These tools are vital to successes in long run. Prevailing at short-term is no longer the only criterio

38、n of success. Organization should endeavor to prosper at the long run by strengthening its relation with customers andsustaining its competitive advantages.However, it is obvious that a great deal of prior research concentrate on one or a few tools cited in Figure 2. Consequently, there is no integr

39、ative vision combining all tools to interpret SCM content and illustrate logical sequence of what should done to accomplish SCM.The existence of integrative vision of SCM is useful from both theoretical and practical perspectives. Theoretical framework may help in understanding research within SCM t

40、o reach conclusions regarding what had done and what should conducting. Practically, an integrative vision of SCM provides organizations with a good conjecture of what could they do to accomplish SCM at real world.3.0 Toward integrated framework for strategic cost Management Figure 3 illustrates a p

41、roposed framework to accomplish SCM. This framework is based on tools cited in Figure 2 to create and sustain competitive advantage to overcome rivals. To do that, an organization should achieve four long-term objectives。These are more responding to client requirements comparing to competitors, abil

42、ity to innovate products, quality, and efficiency Jones and George (2003). To attain that, an organization should have an integrative information system. Therefore, mangers could acquire financial and non-financial information and deal with sophisticated structure of people and functions.Consequentl

43、y, SCM is as an integrative information system aiming to generate information to achieve strategic objectives throughout strategic management phases，which involve strategic analysis, formulating strategies and determining basis of performance measurement, implementing strategies through value chain

44、analysis during product life cycle, and continuous improvement. The sequence of tools presented at Figure 3 should be conduced all over all managerial units from whole entity crossing strategic business units to functions within these units Dess and Lumpkin (2003), Jones and George (2003), Schermerh

45、orn (2001.Accordingly, SCM is defined as using a group of tools throughout phases of strategic management to create and sustain competitive advantages.Figure 3Strategic analysis is the first phase to be implanted to accomplish SCM. Within strategic analysis SCM team work on to identify critical succ

46、ess factors. These factors are reached through SWOT analysis and benchmarking.SWOT stands for strengths, weaknesses, opportunities, threats . analysis is a strategic tool. Through this tool, an organization could identify internal strengths to excel, internal weakness that may affect its competitive

47、 positions, external factors that could exploit to utilize internal strengths and decrease negative effects of internal weakness, and to deal with external threats. Accordingly, an organization could reach critical success factors and select appropriate strategy to accomplish it strategic objectives

48、 Jones and George (2003), Lee and Ko. (2000), Blocher et al. (1999). Figure 4 illustrate sample of SWOT analysis elements. Figure 4Sample of SWOT analysis elementsINTERNAL EXTERNALStrengthsWeaknessesOpportunitiesThreatsWell-developedstrategy?Obsolete, narrowproduct lines?Exploit new marketsegments?Increase inDomestic competition?Appropriateorganizationalstructure?Decline in R&Dinnovations?Expand into foreignmarkets?Increase in foreigncompetition?Good marketing skills?Poor materialsmanagementsystems?Diversify into newgrowth businesses?Change inconsumertastes?Bran