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Objectives

• The Primary Objectives of the course are to help Delegates 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 makers
  • Identify and manage key financial and non-financial indicators for the business

The Delegates

• This course is designed for cost estimators, project designers, cost planners and schedulers, contracts professionals, project procurement and purchasing staff, and project control and business services professionals who have the responsibility for preparing cost and project proposals in client and contracting companies.
• 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 skills from having the opportunity to consider new ideas and methods
• Personnel on a fast-track development .

Contents

• Introducing the link 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
• 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 centres
  • 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

The Discount

10% in case of Three P. (or more)