Cost Analysis to Support Strategic Decisions
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Cost Analysis to Support Strategic Decisions Course
Introduction:
Performing cost-benefit analysis allows companies to measure the benefits of a decision (benefits of taking action minus the costs associated with taking that action). It involves measurable financial metrics such as revenue earned, and costs saved as a result of the decision to pursue a project.
Cost analysis is linked with strategy formulation, the budgetary process, and performance management. It is crucial to interpret how costs behave so that realistic budgets and plans can be produced, and appropriate financial and non-financial resources can be made available to the business.
This program will allow you to explore the traditional tools of cost analysis and control as well as new advanced approaches, which reflect and respond to the current complex business environment.
Course Objectives:
At the end of this Cost Analysis to support strategic Decisions training course, participants will be able to:
- How to add value to the bottom line
- Enhance cost awareness and its relationship with strategy
- Describe specific cost analysis and performance measurement techniques
- Learning how to get from cost to strategy then to performance measurement
- Broadening the management accounting knowledge
- Deliver more timely and useful information to decision-maker
- Identify and manage key financial and non-financial indicators for the business
Who Should Attend?
This Cost Analysis to Support Strategic Decisions Course is ideal for:
- All business professionals 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 like to increase their skills by having the opportunity to consider new ideas and methods
- Personnel on a fast-track development
Course Outlines:
Introducing the Linkages Between Strategy and Costing
- Managing contemporary organization
- 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 in achieving organizational targets
- What is the situation in your organization?
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
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
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
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
