外文文献翻译 作为战略管理工具的作业成本法和经济 增加值的整合研究.docx

外文文献翻译 作为战略管理工具的作业成本法和经济 增加值的整合研究.docx

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外文文献翻译作为战略管理工具的作业成本法和经济增加值的整合研究

外文文献翻译

2010届

译文一：

作为战略管理工具的作业成本法和经济增加值的整合研究

译文二：

运用作业成本法和经济增加值的具体应用：

小制造企业

学生姓名缪金钗

学号06111123

院系经济与管理学院

专业会计

指导教师赵秀芳

完成日期2009年11月30日

TheRESEARCHOFIntegratedActivity-BasedCostingandEconomicValueAddedSystemasaStrategicManagementTool

NarcyzRoztocki

StateUniversityofNewYork

ABSTRACT

ThispaperdescribesafieldstudywhichexaminestheimplementationofanintegratedActivity-BasedCostingandEconomicValueAddedSystemintwosmallmanufacturingfirms.TheresultsofthisstudysuggestthatthisintegratedapproachoutperformsbothtraditionalcostaccountingandstandardActivity-BasedCostingmethods.Furthermore,thefindingsfromtwosmallcompaniesshowthatthereliabilityofcostinformationobtainedbythisintegratedsystemincreasessubstantiallywhendifferencesincapitalusageexist.Factorsthatcouldcreatethesedifferencesincapitalusageandleadtodistortedcostinformationarediscussed.Usingactualdatafromthefieldstudy,possibledistortionstoproductcostasaresultofahomogenouscapitalcostallocationarealsoexamined.Finally,theimpactofthisintegratedapproachonthedecision-making、strategicplanningandlong-termbusinessperformanceofthetwoparticipatingcompaniesisdiscussed.

KEYWORDSActivity-BasedCosting;EconomicValueAdded;strategicmanagement

Introduction

Intoday’sbusinessenvironment,manymanufacturingcompaniesarefacingafiercecompetitionindomesticandglobalmarketsimplementingstrategicmanagementtools,inordertoincreasetheircompetitiveness.Activity-BasedCosting（ABC）andEconomicValueAdded（EVA）aretwosuchexamplesofthesestrategicmanagementtools.

Traditionally,ABCandEconomicValueAddedmethodshavebeenusedseparately.ABChasbeenusedasacostingsystem,mainlytoimproveoperatingefficiency;whileEconomicValueAddedhasbeenusedasafinancialperformancemeasure,mainlytoimprovefinancialefficiency.Inrecentyears,someresearchershaveproposedthatABCshouldbecombinedwithEconomicValueAddedtocreateanintegratedcostingandperformancesystem（Hubbell,1996a;Hubbell,1996b;Cooper&Slagmulder,1999;Roztocki&Needy,1999c）.TheABCcomponentofthisintegratedsystemwouldfocusonoperatingexpenseswhiletheEconomicValueAddedcomponentwouldfocusoncapitalcosts,however,thisintegratedstrategicmanagementsystemwouldbeabletoaccountforallcostsincurredintheprocessofgeneratingproducts、jobsorservices.

Thispaperdescribesafieldstudyattwosmallmanufacturingcompanieswherethreedifferentcostingsystems（TraditionalCostAccounting,ABC,andtheIntegratedABC-EVASystem）wereusedtoobtainproductcostinformation.Theresultstheyyieldedwerecompared.ThemainfocusofthisanalysiswastoidentifyfactorsthatleadtodistortionsinproductcostinformationinboththeTraditionalCostAccounting（TCA）andcommonABCsystemsandtodemonstratethereliabilityofproductcostinformationintheIntegratedABC-EVASystem.

Methodology

Afieldstudywaschosenasthemainresearchmethodology.Thefieldstudywascarried

outinfourmajorphases:

systemdesign、systemimplementation、datacollection,anddataanalysis.TheManagerswereabletoactivelyparticipateineachphaseofthestudy.

Inpreparationforthedesignphase,managerswerefamiliarizedwiththeIntegratedABCandEVASystem.PresentationsoncombiningABCwithEconomicValueAddedandexamplesofsuccessfulimplementationincompaniesweregiven.Then,inthefirstphase,anIntegratedABCandEVASystemwasdesignedforeachparticipatingcompany.

Inthesecondphase,theindividuallytailoredIntegratedABC-EVASystemswereimplemented,alongsideexistingcostingandaccountingsystems.Duringtheseinitialphases,methodologydevelopedbyresearchersfromtheUniversityofPittsburghandtheStateUniversityofNewYorkatNewPaltzwasapplied.（Formoredetailsaboutthismethodology,whichwasdevelopedinordertomoreefficientlyimplementtheIntegratedABC-EVASysteminasmallbusinessenvironment,aninterestedreadermayrefertothecitedarticles.）

Inthethirdphase,datadrawnfromeachcostingsystemwascollectedfromallparticipantsandbroughttogetherwiththeresearchers’ongoingcalculations.

Inthefourthphase,thecollecteddatawasanalyzed.Usingthestep-by-stepimplementationmethodologytoperformtheirowncalculations,themanagerswereabletoverifythefigureswhichwehadrecordedindependentlyandtoobservetheagreementbetweenourcalculationsandtheirs.This“handson”approachenabledthemanagerstobetterunderstandandappreciatetheconsistencyofthesystem.

Thedataanalysisyieldedindividualfindingsforeachcompany.ThesefindingswerethencomparedinordertoreachaconclusionaboutthevalueoftheIntegratedABC-EVASystemformanufacturingcompaniesingeneral.ThemorespecificobjectiveofthedataanalysiswastoinvestigatewhichfactorsmaydistortinformationprovidedbytheTCAorABCsystemwhencapitalcostsarenotallocatedorareallocatedarbitrarily.Becausefactorssuchasdiversityinproductionvolume、productsize、productcomplexity、materialandsetupsoftentendtodistortcostinformation（Cooper,1988）,thesefactorsareexaminedcloselyforpossiblecapitalallocationdistortions.

Bytracingoperatingcoststocostobjects,theABCsystemhastheabilitytoeliminatemanyofthesedistortionsbyusingmultiple（operating）costdrivers.However,becausetheABCsystemdoesnottakeintoaccountcapitalcosts,itcanbeassumedthatanarbitrarycapitalcostsallocationmayallowotherdistortionstooccur.Inaddition,itcanbeassumedthatsincethestandardABCcostanalysisonlyconsidersdirectandoperatingcosts,themanagerswhoareforcedtomaketheirdecisionsbasedonoperatingprofitsalone,orwhotrytosomehowarbitrarilyallocatecapitalchargestocostobjectswillsometimesmakewrongdecisions.

Afieldstudy:

SMALLmanufacturingcompanies

Inthissection,theimplementationoftheproposedIntegratedABC-EVASystemattwosmallmanufacturingcompaniesispresented.Themanagersofthecompanieswishedfortheircompanynamestoremainanonymous.Therefore,theywillbereferredtoas“CompanyX”and“CompanyY”fromhereon.

Priortothefieldstudy,bothcompanieswereusingtraditionalcostingsystems.Theoverheadwasallocatedtoproductlinesbasedondirectlaborhours.Inbothcompanies,managersfeltthattheirtraditionalcostingsystemswerenotabletoprovidereliablecostinformation.

1CompanyX

CompanyX,locatedinPittsburgh,Pennsylvania,wasasmallmanufacturingcompanywithapproximately30employees.CompanyX’smainproductslineswereOverlays、Membranes、Laser、RollLabelsandN’Caps.Inthemid1990’s,agroupofinvestorspurchasedthecompanyfromthepreviousowner-managerwhohadretired.Atthetimeofthestudy,thecompanywasmanagedbyitsformervice-president,whowassupportedbyathree-personmanagementgroup.Investorswereprimarilyconcernedwithfinancialperformanceratherthandailydecision-making.Themanagementgroupwasveryeagertoparticipateinthefieldstudyfortworeasons.First,themanagementwasunderpressurefromtheirnewinvestorswhowerenotsatisfiedwiththecurrentreturnfromexistingproductlines;Second,managementwastryingtoidentifythemostlucrativeproductlineinordertoinitiateamarketingcampaignwiththebiggestimpactonoverallprofits.

2CompanyY

CompanyY,alsolocatedinPittsburgh,Pennsylvania,wasownedandmanagedbythreeowner-managerswhoboughtthecompanyfromalargecorporationinthemid1990’s,CompanyYemployedapproximately40people.Themajorityofthiscompany’sbusinesswasintheareaofmanufacturingelectricaldevicesandtheirmainproductlineswereMotorsandMotorParts、Breakers、andControlParts.CompanyYsolditsproductsinthedomesticmarketaswellasabroad.Aportionofthecompany’soutputwassolddirectlytoend-users,whiletheremainderwassoldwiththehelpofindependentdistributors.ThemanagementofCompanyYwasinterestedinusingtheIntegratedABC-EVASystemforthepurposeofcostcontrolandprofitplanning.

3Comparisonofthecostingsystems

Duringthefieldstudy,threecostingsystems（TCA,ABCandtheIntegratedABC-EVASystem）wereusedtoobtaincostinformationforeachcompanyinordertoidentifyfactorswhichmayleadtodistortionsthrougharbitraryallocationofcapitalcosts.Inacomparison,capitalcostswereonlyabletobetracedbytheIntegratedABC-EVASystem.ThenatureoftheTCAandABCsystemsresultedinarbitraryallocationsofcapitalcosts.

4RESULTS

ThemainobjectiveofthedataanalysispresentedinthissectionistoinvestigatewhichfactorsmostoftendistortinformationprovidedbytheABCsystem.Asmentionedinthemethodologysection,factorssuchasdiversityinproductionvolume、productsize、productcomplexity、materialconsumption,andsetupsoftendistortcostinformation.Thesefactorsareexaminedcloselyforpossibleallocationerrors.

4.1DataAnalysisforCompanyX

ThedataanalysisforCompanyXbeganwithanexaminationofitscoststructure.CompanyX’soverallcostsfor1998wereevaluatedbycomparingthepercentagesofdirectcosts（directlaboranddirectmaterial）、operatingcosts（overhead）andcapitalcostsasshowninExhibit1.

Exhibit1.CostAnalysisforCompanyXinThousandsofDollars

DirectCost

OperatingCost

CapitalCost

TotalCost

1664

829

326

2819

59.0%

29.4%

11.6%

100.0%

Capitalcosts,at11.6percent,representedanotableportionofCompanyX’stotalcosts.Thisrelativelyhighcapitalcostscouldbee