1. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-1 Mgt. Acctg.--Strategic Implications n M/A’s must use KTT in their business decisions to meet “customer” needs. n M/A’s must be cost efficient and cost effective. n M/A’s must promote the economics of time and excel at their own time mgt.

2. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-2 IMA’s M/A Roles n Business and strategic partner n Provider of strategic business understanding n Participant in problem solving n Team member n Provider of information n Process facilitator

3. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-3 From Scorekeeper to Player n Role change driven by: n Information technology n Global competition n Two models for M/A’s n Corporate cop--evaluator n Business advocate--enabler n Dual accountability & org. structure n Solid vs dotted-line relationship

4. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-4 Mgt. Acctg.--Attribute Implications n M/A’s must possess broad business oriented technical skills. n M/A’s must possess the behavioral attributes of a team member, be tolerant with ambiguity and be comfortable with “soft” future- oriented numbers.

5. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-5 Mgt. Acctg.--Attribute Implications n M/A’s must be culturally ethical and develop the mindset of a participant.

6. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-6 Cost Actg. Review n Cost…an economic sacrifice

7. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-7 Critical Cost Terms n Fixed vs. Variable n Product vs. Period n Manufacturing vs. Non-manufacturing n Direct vs. Indirect n Controllable vs. Uncontrollable n Opportunity and Sunk Costs n Differential Cost and Revenue n Cost Drivers n FCO’s

8. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-8 Cost Drivers and Final Cost Objectives n Cost Drivers n Activity n Volume n Other n Structural n Executional n Final Cost Objective (FCO)

9. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-9 Manufacturing Cost Flows BOH I O EOH RAW MATERIAL WORK-IN-PROCESS FINISHED GOODS B O/H R/M B O/H WIP B O/H F/G R/M PURCHASES TRANSFERS TO WIP E O/H R/M R/M TRANSFERS DIR. LABOR MFG OVERHEAD MANUFACTURING COSTS COST OF GOODS MANUFACTURED (COGM) E O/H WIP COGM COST OF GOODS SOLD (COGS) E O/H F/G P&L

10. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-10 Activity Based Costing (ABC)

11. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-11 Trad. Costing Limits n Overall purpose: accounting values n Volume n Size n Complexity

12. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-12 Activity Based Costing n Benefits n More accurate costs n More accurate operating information n Better access to relevant costs n Limits n Allocations are still used n Cost omission n Time and expense

13. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-13 Contemporary Advantages n Comprehensive cost information n Emphasis on operations and activities n Costs are attached to activities n Provides driver visibility

14. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-14 Ansari: MOA n Strategic Implications n Info @ the cost of value-added features n Info @ the overall cost of the product n Reflects time considerations in the attribution process

15. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-15 MOA, cont. n Attribute Implications n Technical n Provides decision relevant information n Enhances process understanding n Behavioral n Cost structure visibility n Facilitates communication n Empowers employees n Risk of “failed expectations” re: “true” cost n Cultural n Supports process focus n Encourages cross-functional participation

16. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-16 ABC Implementation n Select an area n Identify primary activities (5-10) n Cost each activity n Determine one driver for each activity n Apply the costs to the final cost objectives on the basis of the drivers.

17. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-17 Remember... n ABC does NOT yield “true” costs!

18. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-18 ABC/ABM Case- Gulfstream Recreation Gulf Stream Recreation, a major sporting goods firm in California has two major products--the Bobcat Racer and the Snidley Whiplash Cruiser. For the current year, overhead was planned at $850K. Overhead is applied on the basis of machine hours. Each racer uses 2 machine hours and each cruiser uses 1 machine hour. GSR planned to build 10K racers and 50K cruisers. The cost structure for each product is as follows: RacerCruiser Direct Material$35$50 Direct Labor 25 13 Machine Hours 2 1 GSR is considering some type of activity based costing system. Sandra Jones, the cost accounting manager, suggested the following drivers: Driver Relationship to FCO Driver Total Activity Cost Total Racer Cruiser Activity P.O.'s(#)$300K 2000 1250 750Purchasing Rework Hrs. (Hrs)$200 450 200 250 Quality Control Invoices (#)$200 600 150 450 Billing Change Orders (#)$150 300 150 150 Mfg. Eng. 1.Calculate the unit costs of each product under the traditional method. 2.Calculate the unit costs of each product under activity based costing. 3.What pricing implications are inherent in this example.

19. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-19 Gulfstream Recreation Solution Standard Overhead Rate: $850K/70K Mhrs. = $12.14 per machine hour Traditional Cost Structure: RacerCruiser Direct materials$35$50 Direct labor$25$13 Overhead$24$12 Total$84$75

20. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-20 Gulfstream Solution, continued ABC Overhead Rate: RacerCruiser Purchasing$187.5$112.5 Quality control $ 88.9$111.1 Billing$ 50.0$150.0 Mfg. Engineering$ 75.0$ 75.0 Total$401.4$448.6 Per unit$40.10$ 8.97 ABC Cost Structure: RacerCruiser Direct materials$35$50 Direct labor$25$13 Overhead$40$ 9 Total $100$72

21. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-21 Implementation Strategy n Involve management and employees n Parallel system approach n Find a winner n KISS n Incentivize n Education users

22. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-22 Activity Based Management (ABM)

23. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-23 Ansari: ABM n Strategic Implications n Visibility on the efficiency & effectiveness (the quality) of activities n Visibility of costs for process redesign n Insight into timing consideration of actions

24. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-24 ABM, cont. n Attribute Implications n Technical n Greater focus on work n Provides cross-functional cost impact n Highlights operational interdependencies n Behavioral n Heightens importance of process knowledge n Reinforces continuous improvement n Empowers employees--be careful of “non-value” terminology n Cultural n Reorients focus on process not people n Challenges current thinking n May add cultural conflict

25. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-25 ABM, cont. n ABM Process n Obtain existing cost information n Determine the major processes n Identify process inputs and outputs n Determine the specific activities n Identify the resources used n Define output measures (what we measure) n Define performance measures (how we measure it) n Assess performance through benchmarking n Brainstorm improvements

26. STRATEGIC COST MANAGEMENT - BA122B - Fall 2005Slide 2-26 ABC, ABM & Strategic Cost Applications n Comparison of cost structure to competition n Pricing, design and other operational impact n Mass customization impact n Behavioral impact of common components n Changes in the production process n Changes in the distribution system n Changes in source and types of supplies/suppliers n Profitability impact n Identification and elimination of non-value added activities n Quality and time implications