The Response Time Spiral–Legacy of the Scale and Cost Management Strategies

Market pressures and external demands to sustain access, improve cost management and accountability, and increase productivity continue to persist in departments and schools of kinesiology. Confidence in the sustainability of an institution’s business model is eroding. To address these challenges, one possible approach for enhancing institutional performance, accountability, and stability is to revise an institution’s management process or budgeting model. Indicators suggest that many institutions are changing budget models to an incentive-based budgeting (IBB) system (i.e., responsibility-centered management [RCM]). The management strategies reviewed in this article are important for higher education budget administrators that implement, or are considering implementing, an IBB system as a means for assessing outcomes or institutional decision-making.

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Cost-Containment and Cost-Management Strategies

Journal of Healthcare Management ◽

10.1097/00115514-201009000-00004 ◽

2010 ◽

Vol 55 (5) ◽

pp. 308-311

Author(s):

Alan J. Goldberg ◽

William P. Fleming

Keyword(s):

Cost Containment ◽

Cost Management ◽

Management Strategies

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Cost Management in Project Alliancing: An Exploratory Investigation

Applied Mechanics and Materials ◽

10.4028/www.scientific.net/amm.174-177.2893 ◽

2012 ◽

Vol 174-177 ◽

pp. 2893-2897 ◽

Cited By ~ 1

Author(s):

Gang Chen ◽

Guo Min Zhang ◽

Mike Xie

Keyword(s):

Cost Management ◽

Management Strategies ◽

Target Costing ◽

Exploratory Investigation ◽

Survey Results ◽

Project Objectives

This study aims to explore cost management strategies and supporting techniques used in project alliancing. Survey results show that cost management in project alliancing has most features of target costing. More importantly, it was found that cost management in project alliancing, supported by a sophisticated risk/reward arrangement, aligns contracting parties’ interests toward the achievement of owner’s project objectives and links contracting parties’ financial pain/gain with both cost and non-cost areas of performance.

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Taking the complexity out of managing the expense line—general and administrative (G&A) cost-management strategies for LNG and CSG projects

The APPEA Journal ◽

10.1071/aj11069 ◽

2012 ◽

Vol 52 (2) ◽

pp. 655

Author(s):

Jonathan Smith

Keyword(s):

Performance Indicators ◽

Cost Management ◽

Management Strategies ◽

Key Performance Indicators ◽

Capital Projects ◽

Management Philosophy ◽

Early Stages ◽

The World ◽

Financial Issue

Cost management is often viewed as a financial issue, but the leading organisations are driving cost-management cultures across their whole businesses. In the world of complex LNG and CSG capital projects, it is those companies that avoid cost escalation and will outperform their competitors. In the early stages of a project, the G&A expense line often gets disregarded as the focus is getting through FEED to FID and beyond. Experience shows that without rigorous processes and systems, G&A costs can grow significantly, often without real transparency of the activity that is driving these costs and from where they are being driven. The lack of transparency in the burdening of G&A costs can lead to an operator having to absorb tens of millions of dollars of un-budgeted expense or the non-op JV’s being burdened with higher costs. This extended abstract highlights some of the leading practices and examines some of the issues facing the LNG and CSG industry: Why do G&A costs get out of control so quickly on major capital projects? What can be done to ensure there are processes and systems in place to support a no-loss, no-gain cost-management philosophy? What are the key enablers to building a cost culture? What key performance indicators can operators use to help manage G&A costs during the major capital projects phase, to first gas and beyond?

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Correlational Evaluation of Cost Management and Supply Chain Performance of Food and Beverages Firms in Port Harcourt

Archives of Business Research ◽

10.14738/abr.94.9845 ◽

2021 ◽

Vol 9 (4) ◽

pp. 143-159

Author(s):

Ibama Awoiyim Cyril ◽

Gabriel A. Okwandu ◽

Kenneth. C. Adiele

Keyword(s):

Supply Chain ◽

Cost Management ◽

Management Strategies ◽

Predictor Variable ◽

Variable Cost ◽

Supply Chain Performance ◽

Food And Beverages ◽

Top Managers ◽

Port Harcourt ◽

The Relationship

This study adopted a correlational investigation to examine the relationship between Cost Management and Supply Chain Performance of food and Beverages firms in Port Harcourt. The population for this study consists of seventeen (17) food and beverages firms in Port Harcourt. The researcher conducted a census study due to the small size of the population. However, a total of Eighty Five (85) top managerial staff of the firms constituted the respondents for the study. Furthermore, Eighty five (85) copies of the questionnaire were administered to the top managers of each of the 17 food and beverages companies while seventy (70) copies were retrieved and used for the study. The respondent’s demographics were analyzed by employing the measures of central tendencies and measures of dispersions. Correspondingly, the Pearson Product Moment Correlation was used in testing the study hypotheses in other to ascertain the relationship between the predictor variable (Cost Management) and the criterion variable (Supply Chain Performance).The result of the analysis revealed that Cost Management significantly influenced Supply Chain Performance of food and Beverages firms in Port Harcourt. Hence, the authors concluded that Cost Management significantly affect Supply Chain Performance and therefore recommended that the management of food and Beverages firms in Port Harcourt should adopt appropriate cost management strategies in other to increase their level of supply chain performance.

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