TAILIEUCHUNG - Lecture Financial and managerial accounting (12/e): Chapter 18 – Williams, Haka, Bettner, Meigs

Chapter 18 - Costing and the value chain. After studying this chapter you will be able to: Define the value chain and describe its basic components, distinguish between non-value-added and value-added activities, explain how activity-based management is related to activity-based costing, describe the target costing process and list its components,. | Costing and the Value Chain Chapter 18 2 R & D and Design Suppliers and Production Distribution and Marketing Customer Service The value chain is the set of activities and resources necessary to create and deliver products and services valued by customers. The Value Chain—Focus on Core Operations Non-value-added activities add cost without additional desirability, and can be eliminated without reducing quality or performance. Value-added activities add to product or service desirability in customers’ eyes. Identify Eliminate Non-value- added activities Value and Non-value-Added Activities Analysis and Classification Activities Value and Non-value-Added Activities Non-value- Added Activities Reduce or Eliminate Value- Added Activities Continually Evaluate and Improve Examples of non-value-added activities are: Storage of materials, work-in-process, or finished goods. Moving parts and materials in the factory. Waiting for work. Inspection. Get rid of them! Non-value-Added Activities What’s the difference between activity-based costing and activity-based management? Activity-Based Management — Drive Out Costs Activity-based management focuses on managing activities to reduce costs. Activity-based costing establishes relationships between overhead costs and activities. Activity-Based Management — Drive Out Costs Analyze activities Collect benchmark information Determine cost per unit of activity Identify activity measures Create cost pools Identify activities Activity-based costing Activity-based management ABC: a Subset of Activity-Based Management Chart activities needed to meet customer expectations. Use ABC to determine cost of activities. Classify all activities as value-added or non-value-added. Improve value-added activities and eliminate non-value-added activities. Activity-Based Management and the Value Chain Let’s move along to a new topic. The Target Costing Process — Creating Customer Satisfaction Focused on design. Consideration given to the .

• Kế toán - Kiểm toán
• Value chain
• Managerial accounting
• Business decisions
• Financial accounting
• Lecture Financial and managerial accounting
• Activity based costing
• Marketing channel
• Economic analysis of rice value chain
• Rice value chain
• Associated byproducts
• Journa science
• International Journal of Financial Research
• Upgrading value chain
• Tea value chain
• Vietnam tea industry
• Vietnam value chain
• The dairy industry in Viet Nam
• A value chain approach
• The dairy industry
• Vietnam dairy industry
• Dairy value chain
• Vietnam value chai
• The Philippine mango global value chain
• Mango global value chain
• Gravity model approach
• Value added contribution
• Correctly estimate
• Global Value
• Supply chain management
• Logistics and supply chain management
• Synchronous supply chain
• Managing the global pipeline
• Managing risk in the supply chain
• Supply chain integration
• Value chain cooperation
• Fisheries commodity in Kei Islands
• Value chain cooperation attributes
• Fisheries micro enterprises
• Micro enterprises of fisheries business
• Processing of Makhana
• Value chain financing in Bihar
• Value chain financing
• Processed manually
• Financing practice of processor
• Gender gap
• Awareness level
• Role performance
• Value chain model
• Women centric rice value chain model
• Value chain mapping
• Growth rate analysis
• Challenges and raw materials
• Raw materials
• Value chain analysis
• Global value chain
• Productivity and job market effect
• Backward GVC linkage
• Forward GVC linkage
• Low productivity groups
• Agricultural value chain finance
• Seng Cu rice
• Rural finance
• Lao Cai province
• Rice chain participants
• Supply chain
• Competitive strategy
• Customer value
• Strategic lead time management
• Small tea grower
• Value chain analysis of tea
• Constraints faced
• Small tea growers
• Special reference to state Assam
• Value chain mapping of katarni rice
• Katarni rice
• Important role
• Local rice processor play
• Summary of Doctoral dissertation
• Summary of Doctoral dissertation in Economics
• Bank credit
• Pangasius value chain
• Credit for pangasius value chain
• American Keiretsu
• Value Constellation
• Lean Enterprise
• Corporate Governance
• Effective Communication
• Value added
• Comparative advantage
• Vietnamese footwear manufacturers
• GVC participation
• Local economy
• Financial benefits
• Coconut and products from coconut
• Added value
• Coco peat
• Producers of nata de coco
• Innovation system
• Interactive learning
• Coffee value chain
• Enterprises’ value chain
• Coffee farmers
• Summary of Doctoral thesis
• Summary of Doctoral thesis in Economics
• Value of tea products
• Characteristics of the production process
• The supply chain
• Matching supply
• Measuring logistics costs
• Tạp chí khoa học
• Tạp chí Công nghệ
• Quản lí công nghệ
• Public S&T organizations
• Dairy industry
• Vietnam’s dairy industry
• Production management
• Supporting industries
• Planning policy
• Supporting industries for Vietnam
• Value Chain in Vietnamese Industrial Sector