| Start Date | End Date | Country | City |
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+966 920007771
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Objectives
Enhance cost awareness and its relationship with strategy
Describe specific cost analysis and performance measurement techniques
Select the costing measurement system that works
Select the systems of performance measurement that works
Discuss real case studies
From cost to strategy to performance measurement
Broadening the management accounting knowledge
Deliver more timely and useful information to decision makers
Identify & manage key financial and non-financial indicators for the business
Outlines
Day 1 :
- - Introducing the linkages between strategy and costing
- Managing contemporary organisation
- Strategic Plan, Budgeting, Costing and Management Control
- Management Accounting for organizational control systems
- Responsibility accounting and the process-view
- The context for costing
- The Budget and its role for achieving organizational targets
- What is it the situation in your organisation?
Day 2 :
- Cost analysis and classifications
- Cost terms and classification
- Inventoriable vs. period costs
- Manufacturing vs non-manufacturing costs
- Variable vs. Fixed costs (CVP analysis)
- Direct vs. indirect cost
- Under-costing and Over-costing problems
- Problems and Examples - Case study illustration
Day 3 :
- - From cost accounting to management control
- Cost allocation: traditional costing and activity-based costing (ABC)
- From traditional budgeting to Activity-based budgeting (ABB)
- Activity-based management
- Decentralized organizations
- Cost/Profit/Investment centers
- Transfer-pricing issues
- Problems and Examples - Case study illustration
Day 4 :
- Flexible budgets and variance analysis
- The features of budgetary control
- Define the master budget and explain its major benefits to an organization
- Describe the difference between a static budget and a flexible budget
- Compute flexible-budget variances and sales-volume variances
- Explain why standard costs are often used in variance analysis
- Integrate continuous improvement into variance analysis
- Case study, problems and exercises
Day 5 :
- Linking strategy to actions: Beyond costing
- Shortcomings of traditional approaches to measurement
- The Balanced Scorecard: linking Strategy to Performance Measurement
- Financial perspective, Customer perspectiveInternal Business Process perspective, Learning and growth perspective
- Developing and adapting scorecardCase study illustration
Who Should Attend
All business disciplines and sectors of industry, irrespective of functional responsibilities, where personnel have to plan and cost and who are responsible for strategic analysis
Other professionals who would benefit from having the opportunity to consider new ideas and methods and personnel on a fast-track development
Duration
5 Days
