Gary Cokins's Activity-based Cost Management: An Executive's Guide PDF

By Gary Cokins

ISBN-10: 047144328X

ISBN-13: 9780471443285

Proven procedure for decreasing creation and working expenditures whereas expanding gains

As the expansion of the net shifts energy to shoppers, the strain on businesses to maintain costs low will proceed to mount. more and more organisations are counting on ''margin management'' and provide chain administration as a method of preserving costs low whereas elevating gains. Activity-based costing and administration (ABC/M) facts is essential to succeeding in either those severe administration techniques. This booklet explains how executives can successfully use the data provided via state of the art ABC/M structures. the writer, an said professional within the box, essentially defines the ABC/M procedure and explains the way to use the knowledge it offers for most sensible effects. He presents a rational framework for realizing the fifteen key defining features of ABC/M and hands readers with an ABC/M Readiness review try out besides super basic exhibits.

Gary Cokins (Far Bingham Farms, MI) is Director of kinfolk at ABC applied sciences, the world's prime provider of activity-based details software program. he's an the world over famous professional, speaker, and writer.

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Additional info for Activity-based Cost Management: An Executive's Guide

Example text

But this framework attempts to put together the jigsaw puzzle that is currently confusing managers. When it comes to selecting a costing system, a blend is best. DEPARTMENTS A AND B TRAINING EXERCISE The fundamental concept behind how ABC/M assigns and traces cost is quite simple. The example in this section describes the basic “pump-and-valve” mechanism that is universal to any form of absorption costing, and to ABC/M in particular. 5 illustrates the example. 6 illustrates the ABC/M cost assignment methodology discussed in the exercise.

Educators A few university faculty began to realize that traditional cost allocations were not adequately causal-based. Often the methods used were political or simply convenient. Professor Robert S. Kaplan of the Harvard Business School received the most attention (and was my personal trainer when he contracted with KPMG Peat Marwick to implement ABC/M systems). However, it is useful to realize that Professor Kaplan did not invent ABC/M; he was a loud voice advocating that organizations apply it.

Some had heard that this ABC thing identified what resources were used by work activities, and how much they cost. Along the way, the explorers found a magic cross. Finally the team met with the man who had dared to ask for ABC. He had a simple request. On a tablet of stone he had written down that the total costs for the products his organization made were between $X and $Y. This information, he said, was not helpful enough to manage affairs. It may not even be accurate, he thought. Fortunately, the finance and accounting functions were somewhat rebellious in their ways, unusual for their breed.

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Activity-based Cost Management: An Executive's Guide by Gary Cokins

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