СИСТЕМАТИЗАЦІЯ ВИТРАТОУТВОРЮЮЧИХ ЧИННИКІВ ДЛЯ УПРАВЛІННЯ ВИТРАТАМИ ПІДПРИЄМСТВА НА ТАКТИЧНОМУ ТА СТРАТЕГІЧНОМУ РІВНЯХ

The article attempts to substantiate the key approaches to the systematization of cost-driving factors from the enterprise cost management perspective (tactical and strategic) and offers a definition to a factor concept. The study presents the existing scientific approaches to the classification of cost drivers as well as an interpretation of cost-driving factors. Groups of structural factors within internal and external environment that affect enterprise costing have been identified along with revealing the character of such influence, i.e. whether they provide a direct indirect effect on the company expenditures. Given the tactical and strategic management objectives, the authors suggest systematization of all cost drivers into two groups. In particular, tactical management covers the following factors: output scale, product range, company cost management methods, qualification of personnel, and depreciation accrual. Within the scope of this study, strategically critical factors are represented by organizational business pattern of production, technology level, lack of brand awareness for domestic products, inflation rate, average salary range, low solvency, high costs for raw materials and energy, high tolls, import dependency, strong market competition, low demand, lack of government support, excessive tax burden, frequent changes in tax legislation, high loan interest rates, unfavourable investment environment, poor networking between domestic enterprises in complementary industries, small share of medium-sized businesses or small business alliances. In addition, in the frameworks of strategic cost management, the study offers to classify the cost drivers into the following groups: economic, market- or tax-based, financial and systemic. Apart from that, the relationship between individual cost-driving factors has been revealed. The findings argue that strategic cost management has a number of limitations associated with certain challenges to attain accuracy in forecasting change in factors for successive periods.

La Gestión Estratégica de costos. Estudio del Posicionamiento Estratégico en algunos emprendimientos en época de pandemia en la R. O. del Uruguay en el 2020. Estudio de casos / Strategic Cost Management. Study of Strategic Positioning in some ventures in times of pandemic in the R.O. of Uruguay in 2020. Case study

En el 2019 el mundo se vio conmocionado por una pandemia, la enfermedad coronavirus (Covid 19). Según la OMS desde su inicio hasta agosto 2021 se han producido 4:291.462 muertes, 202:490.807 casos reportados. Todos los países se vieron obligados a tomar medidas, por el alto contagio, y con muchas variantes por la mutación del virus, a la vez que muchos laboratorios comenzaban con el estudio para poder llegar a una solución. Las medidas tomadas han sido muy variadas, desde no tomar ninguna medida en particular, hasta el cierre total de actividades.En el caso de Uruguay, se tomaron medidas tempranas y algunos sectores de la economía permanecieron abiertos, dependiendo de la etapa en la cual se estaba.Tanto las empresas, como las personas tuvieron que tomar decisiones para poder sobrellevar la situación.La Gestión Estratégica de Costos es el análisis amplio de los costos que consideran en forma explícita las estrategias y está conformado por 3 análisis: la Cadena de Valor, el Posicionamiento Estratégico y de las Causales de Costos. En este trabajo, se analizan, básicamente, los dos últimos en nueve emprendimientos. Estos casos incluyen micro emprendimientos, emprendimientos individuales, reconversiones de empresas o la incorporación de nuevas áreas por la pandemia, todos con el mismo objetivo: sobrellevar el contexto y de ser posible obtener ganancias. Hay diferentes realidades, desde emprendimientos que obtuvieron pérdidas a otros que obtuvieron ganancias

Implementation of strategic cost management in manufacturing companies: overcoming costs stickiness and increasing corporate sustainability

In today's competitive world, three factors: price, quality and time have critical roles in the success of the companies to achieve success in the competition. For this purpose, the companies have to also adapt themselves to changes in technology and environment. Strategic cost management is the best way to improve the sustainable management models in the manufacturing companies. Strategic cost management has solved many of the problems and shortcomings of traditional accounting system and by accurate determination of costs, their proper allocation to products and elimination of waste, tries to create value for shareholders by using continuous improvement. The objective of this paper was to develop a management model called strategic cost management that reduced costs stickiness and increased corporate sustainability. Using strategic cost management approach can create competitive advantage for the companies, because it provides accurate cost price information so that the users can easily understand the information. The aim of the paper by introducing strategic cost management was to contribute toward accurate pricing, which could result in the increased profitability and competitiveness of the manufacturing companies in a highly competitive global market and at a market‐based price. Also, due to the growing competition among companies in providing high quality products with reasonable prices, a precise system of measurement of the cost of the product is necessary.

The Relationship between Management Accounting, Strategic Management Accounting and Strategic Cost Management

The object of the paper is to study the relationship between management accounting, strategic management accounting and strategic cost management. The Aim is to define each of them based on a systematic literature review of different accounting literatures in strategic management accounting, to emphasize the relation between them. The paper attempts to offer definitions of Strategic cost management based on different authors throw the years and also to reveal a relationship that exists between Strategic Management Accounting and other disciplines. The enduring value of contextual view of management accounting and its content emphasizes power and relationship between Management Accounting, Strategic Management Accounting and Strategic Cost Management. The methodology used for this paper is descriptive and comparative based on a systematic literature review from different books and journals, especially Scopus indexed journals taken by Elsevier, emerald insight and other trustable library sources. The paper explores a comparative analysis between management accounting and strategic management accounting. Practical limitations of this paper have been mainly focused on having access to Scopus indexed journals. Also, another limitation encountered is related with electronic library which in our country is very difficult and even impossible to have free access in reading and downloading related papers. The intention was to identify similarities and differences between Strategic Management Accounting and Strategic Cost Management and also the relationship that exists between them. The paper concluded that Strategic management has as its primary goal the efficient use of all resources while focusing on the competitive advantage of an organization. Hence, SMA could be considered as an integral part of the strategic management; an interaction of the management and the SMA techniques is important for the more efficient management of an entity. Received: 19 June 2021 / Accepted: 23 August 2021 / Published: 5 September 2021

Idle Costs in the Pandemic

This chapter focuses on a crucial crisis issue with consequences that have affected many companies worldwide, the spread of the COVID-19 pandemic. Deliveries were cancelled, and many companies closed their facilities completely around the world. Taking into account the capacity and structural nature of fixed costs, activity-based cost estimation may be more appropriate than traditional cost estimation to create the capacity to manage production cost structures to eliminate possibilities for idle costs, as these are a function of using the capacity offered to the installation. This chapter theoretically presents the relationship between the main costs of idleness, crisis, and profitability as a measure of the company's value. This is important, as the company's value can be delayed by the occurrence of a crisis, and the health pandemic has created a field emerging from research with advances in strategic cost management.

Developing a Framework to Study the Impact of Contingent Factors on Business Performance Using Strategic Cost Management

In the present scenario, cost and management accounting techniques have proved their effectiveness in decision making as they provide value creation. Therefore, the need for transforming traditional cost and management accounting to strategic cost management has been recognized. Manufacturing or service industries continuously seek to achieve business performance with the help of strategic cost management using contingency theory. This chapter provides a semi-systematic review of the articles and research papers examining major themes found in the literature focusing on the impact of various factors that are contingent in nature on the business performance through usage of strategic cost management. Systematic analysis of literature identified numerous relevant articles and research papers in eminent journals. The results indicated that there exists an interrelationship among variables, and the finding supports the central proposition of contingency theory where business performance increases with the usage of strategic cost management and contingent factors.

MODEL OF QUALITY ASSESSMENT THE SYSTEM STRATEGIC COST MANAGEMENT (SSCM) OF THE ENTERPRISE

The article presents a model for assessing the quality of the strategic cost management system of an enterprise, which by its characteristics is descriptive and evaluative, aimed at forming a set of qualitative characteristics of the strategic cost management system based on the results of its functioning. The model is built on the basis of the development of a set of indicators (effectiveness, efficiency, standard reliability, adequacy), for each of which their content is disclosed, the calculation procedure is provided, and boundary values are determined. Combining the gradations of such indicators in tabular form made it possible to form an overall assessment of the quality of the strategic cost management system.

The Role of Strategic Cost Management in Marketing Decisions: A Case Evidence of Brand Acquisition Assessment

While the role of strategic cost management (SCM) is heralded to pervade through all the links in a firm’s value-chain (Anderson, 2006; Shank & Govindarajan, 2004) the specific role of SCM in relation to a firm’s marketing function has thus far been limited to a few areas such as product pricing and analysing customer profitability through activity-based cost allocations (Datar & Rajan, 2018; Foster & Gupta, 1994; Van Raaij, 2005). This paper presents a case study to show how SCM concepts can be extended to evaluate brand acquisition by a large organisation. Using shareholder value analysis for pricing the brand and combining with financial statement analysis and strategic positioning models such as Porter’s five forces and SWOT, this paper conducts an assessment in order to offer recommendations for a multi-billion peso investment of a large Philippine-based processed foods company seeking to acquire a new brand.