| Start Date | End Date | Country | City |
|---|
+966 920007771
 |
 |
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 perspective
Internal Business Process perspective, Learning and growth perspective
Developing and adapting scorecard Case 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
