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CPA104 Strategy Management Accounting
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WEEK TWO
这星期发出了两份NOTES,MODULE 1和MODULE 2的
MODULE ONE (10%)
Module 1对management accounting的历史和角色变化进行了介绍,描述了作为management accountant的职责。最重要的,是介绍了五种management support techniques,这部分是Module 1的重点,这个重点包括了Reading 1.1 - 1.4。
Part A: The role of strategic management accounting
Part A一开始,就是比较了Internal accounting和external accounting的不同,management accounting是作为internal accounting,为了管理层分析公司运行,成本控制,根据公司特色对财务数据进行分析,而不需要按照GPFR编制财务报表。从传统的management accounting到strategic management accounting,management accounting的scope不断地扩大,到2000年以后,更加地注重对外部的影响,并且focus on a broader range of stakeholders。对这种角色变化的影响主要来自于一下几个因素:
1)Globalization, including: global competition, physical and capability factors, social factors and national cultures, and legal and political systems;
2)Technology;
3)Corporate governance;
4)Internal structures, including: off-shoring and outsourcing, virtual offices and global teams, and joint ventures and alliance.
Management accounting的角色曾经被质疑,Johnson & Kaplan 1987: 'Today's management accounting information... is too late, too aggregated, and too distorted to be relevant for managers' planning and control decisions'. 一句话,management accounting所提供的资料和数据并不relevant,不能为管理层进行决定起到有力的帮助。因此,to achieve relevant, the role of strategic management accounting has expanded to include a focus on helping managers solve problems and improve their competitive position。
Part B: Understanding and supporting management
Management accounting的目标是要帮助公司在运行过程中创造价值,不仅是为shareholders创造价值,还要创造customer value。所以,the key focus is on CUSTOMER VALUE CREATION within the organization's VALUE CHAIN which in turn is expected to generate shareholder value due to increased profitability & growth。
这里,区分shareholder value和customer value是非常重要的:
Customer value:an output has value if there are customers willing to pay for it...
Shareholder value:producing the output for less than the customer is willing to pay...
The primary focus of this segment is on generating customer value through improving activities in the organizational value chain.
Management accounting的activities分为两种:
1)Strategic management:宏观方面的管理,包括determining what is the vision, mission or purpose of an organization; setting specific objectives; and creating and implementing the strategies to achieve these objectives.
2)Operational management:主要关注中短期的目标。
Operational Management Support Techniques (重点!)
这部分介绍了5种比较重要的techniques,正文部分只是对每种技术进行概括的介绍,主要关键的内容(包括计算等)都在后面Reading部分。一定要看!!!
在此之前,先读一下Reading1.1 Cost Concepts,了解不同cost的概念
1、Product Costing
生产成本对于internal decision-making和GPFR中的存货和COGS的准确确定是非常重要的。生产成本的计算有两种方式,分别为Job costing和process costing。另外,在传统的生产成本计算中,共有四个步骤:
1)resources are obtained(acquisition);
2)resources are used in the production process(production);
3)the production process is completed and there are finished goods(finished goods); and
4)the finished goods sold(goods).
阅读Reading 1.2,对四个步骤所涉及的会计分录进行了介绍 important & examinable。
2、Cost-volume-profit analysis (highly examinable)
CVP 运用固定成本和变动成本,对产量和价格定价进行分析,并且决定是否在全负荷运行的情况下接受客户新的订单。三个主要的measures,包括:contribution margin,break-even point,和desired profit。
Table1.5(formulas required for CVP analysis)是这个学期的新内容,基本上是必考的内容。
3、Budgeting
预算的目的是为了让管理层能够更好的分配有限的资源。预算期有长有短,可以是下星期的预算,也可以是对下一年的运营进行预算。
制定预算的顺序是非常重要的,这在Reading 1.3里面进行了介绍,下面按照编制的先后顺序:
sales budget ----> production budget ----> direct labour budget & raw materials purchase and usage budget ----> cash budget
个人觉得这部分非常重要,因为on-line self assessment中的一个大题就是计算预算表中的数字。
4、Variance analysis
变动成本分析的目的是为了更有效地控制生产成本,并且评估预算的准确性。Table 1.6提供了formulas for variance analysis,据lecturer说,是非常重要的部分。变动成本分析对各种生产活动预计了标准成本(standard cost)和变动成本(variance cost)。
有两种变动成本:
第一种 is the difference between a budgeted level of activity and the actual level;
第二种 is the difference between the consumption of resources that should be incurred for a 'given level of activity' as compared to what is actually consumed.
5、Working capital management
Working capital是短期资产和短期负债之差,主要包括:cash, accounts receivable, accounts payable, and inventory。对Working capital的关注,不仅可以是企业避免现金流短缺的威胁,还可以帮助改善企业的日常运行。
Reading 1.4是这一学期的新内容,是重点部分,对working capital的四个部分进行了讨论。
Part C: Management accounting systems
Risk management,企业应该将对风险的管理是为日常的活动,但也包括对远期的规划。
Management Accounting Systems最大的失败在于提供的信息不能够有效地解决问题,not timely,not relevant,not reliable等等。
Part D: The emerging role of the strategic management accountant
关注SMA所面对的挑战,包括:technology,managing resources,和innovation。
MODULE TWO
Part A: Value Creation
这部分,首先讨论了什么是organisation 以及organisation是如何被管理的,然后研究了两种分析方法包括:the organization value chain & the industry value chain。
Organization存在的原因,是由于它能更有效地创造出价值,即:organizations are an efficient means of organizing the production of goods & services。在生产达到一定规模以后,通常大型的企业可以获得规模效应和信息优势,并且有效地降低交易成本(了解交易成本包括哪些)。对于企业的运营,交易成本的必须,但是,交易成本并不能创造出价值,所以企业必须设法最小化其交易成本:All are transaction costs and should therefore be minimized for efficient operation of the organization。因此,SMA 需要关心三个问题,分别是:
- How can transaction costs be identified, measured and managed effectively?
- How are these be to be shared across the value chain?
- Can an organization successfully transfer some of these costs to suppliers, customers or other stakeholders?
Corporate governance是管理整个企业的方式,包括internal和external的。根据IFAC 2009,企业管理需要取得三个方面的成果,包括:financial, social & environmental goals,即所谓的 TBL " triple bottom line"。企业的BOD需要承担起CG的责任。CG和business ethics可以通过corporate social responsibility (CSR) 联系起来。
企业的最终目的就是创造价值,但是,所创造的价值是符合可持续性发展的目的,即:organizations create value in a sustainable way。需要记住一个关键的公式:
value created = value of benefits obtained - direct costs - opportunity costs of capital resources used
Figure 2.2 给出了the input-transformation-output model,lecturer强调了这个图标的重要性,包括在input过程中需要的resources,认识并了解value drivers。Value driver是可以影响企业在价值创造的因素,innovation则是可以得到更高效更多的价值的活动。
Porter强调了在creating stakeholder value中,最重要的customer value。员工、顾客、供应商和股东的价值并不一定是零和博弈,there may be opportunities to create additional value throughout the organization's value chain or sphere of influence by collaborating with all stakeholder groups。
这部分最重要的,应该是Porter's organization value chain,包括primary activities 和support activities。如何分辨一项企业活动是属于primary activities还是support activities,有时候是比较困难的一件事情。
- Primary activities包括:inbound logistics, operations, outbound logistics, marketing & sales, and after-sales services
- Support activities包括:procurement, technology development, human resource management, systems, and marketing
Industry value chain包括了从最初的原材料到卖给最终消费者的整个产业链。产业整合包括vertical integration和horizontal integration。
Vertical integration occurs when one organization expands to take on multiple roles within roles within an industry。有upstream integration和downstream integration两种方式;Horizontal integration则是企业合并自己的竞争者已达到规模效应。
Part B: Strategic Management
Strategic Management包括四个方面,分别为:
1)strategic analysis
2)strategic planning
3)strategic choice; and
4)strategic implementation
Strategic management framework包括mission, vision, goals和objectives。前两者是宏观的、长期层面上的,后两者则是具体的、注重于短期的。
Strategic analysis是对整个企业内部和外部的整体环境进行分析和了解,主要有两种方法,value analysis和SWOT分析方式。
Value analysis在Part A已经详细地介绍过了,就是对企业和企业所属行业的价值链进行分析,value analysis identifies how an organization adds value for customers at each stage of its value chain。价值分析试图去找出在价值链中不能创造价值的活动,尝试着去减少甚至消灭这种活动。有四种主要的价值驱动因素,分别为:collaboration,innovation,efficiency 和 market awareness。这四种因素存在着trade-off,特别是在efficiencty和其他三种因素之间。
SWOT包括分析企业的内部因素(strengths & weaknesses)和外部因素(opportunities & threats)。重点内容,有较多的理论需要掌握。
1)Internal analysis:需要分析的因素主要有 assets, resources, people & management, and systems & processes。内部分析有两种理论,分别是product life cycles theory (introduction, growth, maturity & decline)和BCG market growth/share matrix (star, cash cow, question mark, and dog);
2)External analysis:主要有Porter's five forces (new entrants, existing competitors, customers, suppliers and alternative products),如果在分析了以上五种力量之后仍旧不能解决问题,则还需要研究PEST理论,主要有political, economic, social and technological的因素。
Strategic planning的目的是为了找出可以实现企业价值的方式,或者提高现有的企业strategy。这部分最重要的内容,是Porter的三种generic business unit strategies that can deliver competitive advantage,包括:cost leadership, differentiation和focus。
cost leadership和differentiation是针对整个市场的方案,而focus则是对这市场的某一分支而采取cost leadership或者differentiation。cost leadership和differentiation这两种方案是具有排它性的,每一个行业只能有一个企业是cost leader,其他就是differentiation。而且,需要明白的是,cost leadership是只成本费用的最低化,而不是价格的最低化。
Strategy choice Porter认为,一个business unit必须追求三种方案中的某一种,如果企业没有能够选择单独的某一种方案,那么 it will be stuck in the middle and will be unprofitable or will fail。在实践当中,明确地区分三种方案时非常困难的,同时,企业要明确的选择某一种方案执行也同样是非常困难的。
Strategy implementation的目的,是为了将拟定的strategy付诸行动,实现企业的目标。一个著名的用于控制strategy implementation是balanced score card (BSD)。很多企业在实施计划的过程中都以失败结束。Understanding how new systems work takes time, and the learning process is often unexpectedly drawn out and expensive。当企业对员工进行的培训不适当的时候,这种困难就更为地明显。
MODULE 3总结请参见第386页
MODULE 4总结请参见第392页
Module 5 总结请参见第430楼
CASE STUDY 概要请参见第434楼
[ 本帖最后由 aying0122 于 2010-10-14 20:16 编辑 ] |
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