財(cái)會(huì)類畢業(yè)論文-外文文獻(xiàn)原稿和譯文

1、外文文獻(xiàn)原稿和譯文外文文獻(xiàn)原稿和譯文 原原 稿稿 THE RESEARCH OF INTEGRATED ACTIVITY-BASED COSTING AND ECONOMIC VALUE ADDED SYSTEM AS A STRATEGIC MANAGEMENT TOOL Narcyz Roztocki State University of New York ABSTRACT This paper describes a field study which examines the implementation of an integrated Activity-Based Costing

2、 and Economic Value Added System in two small manufacturing firms. The results of this study suggest that this integrated approach outperforms both traditional cost accounting and standard Activity-Based Costing methods. Furthermore, the findings from two small companies show that there liability of

3、 cost information obtained by this integrated system increases substantially when differences in capital usage exist. Factors that could create these differences in capital usage and lead to distorted cost information are discussed. Using actual data from the field study, possible distortions to pro

4、duct cost as a result of a homogenous capital cost allocation are also examined. Finally, the impact of this integrated approach on the decision-making、strategic planning and long-term business performance of the two participating companies is discussed. KEYWORDS Activity-Based Costing; Economic Val

5、ue Added; strategic management Introduction In todays business environment, many manufacturing companies are facing a fierce competition in domestic and global markets implementing strategic management tools, in order to increase their competitiveness. Activity-Based Costing (ABC) and Economic Value

6、 Added（EVA）are two such examples of these strategic management tools. Traditionally, ABC and Economic Value Added methods have been used separately. ABC has been used as a costing system, mainly to improve operating efficiency; while Economic Value Added has been used as a financial performance meas

7、ure, mainly to improve financial efficiency. In recent years, some researchers have proposed that ABC should be combined with Economic Value Added to create an integrated costing and performance system(Hubbell, 1996a; Hubbell, 1996b; Cooper Roztocki Second, management was trying to identify the most

8、 lucrative product line in order to initiate a marketing campaign with the biggest impact on overall profits. 2 Company Y Company Y, also located in Pittsburgh, Pennsylvania, was owned and managed by three owner-managers who bought the company from a large corporation in the mid 1990s, Company Y emp

9、loyed approximately 40 people. The majority of this companys business was in the area of manufacturing electrical devices and their main product lines were Motors and Motor Parts、Breakers、 and Control Parts. Company Y sold its products in the domestic market as well as abroad. A portion of the compa

10、nys output was sold directly to end-users, while the remainder was sold with the help of independent distributors. The management of Company Y was interested in using the Integrated ABC-EVA System for the purpose of cost control and profit planning. 3 Comparison of the costing systems During the fie

11、ld study, three costing systems (TCA, ABC and the Integrated ABC- EVA System) were used to obtain cost information for each company in order to identify factors which may lead to distortions through arbitrary allocation of capital costs. In a comparison, capital costs were only able to be traced by

12、the Integrated ABC-EVA System. The nature of the TCA and ABC systems resulted in arbitrary allocations of capital costs. 4 RESULTS The main objective of the data analysis presented in this section is to investigate which factors most often distort information provided by the ABC system. As mentioned

13、 in the methodology section, factors such as diversity in production volume、product size、product complexity、 material consumption, and setups often distort cost information. These factors are examined closely for possible allocation errors. 4.1 Data Analysis for Company X The data analysis for Compa

14、ny X began with an examination of its cost structure. Company Xs overall costs for 1998 were evaluated by comparing the percentages of direct costs (direct labor and direct material)、operating costs (overhead) and capital costs as shown in Exhibit 1. Exhibit 1. Cost Analysis for Company X in Thousan

15、ds of Dollars Direct CostOperating CostCapital CostTotal Cost 1664829326 2819 59.0%29.4%11.6%100.0% Capital costs, at 11.6 percent, represented a notable portion of Company Xs total costs. This relatively high capital costs could be explained by high investments in special equipment and fixed assets

16、. In addition, Company X required a relatively large amount of working capital to support its wide variety of products. The next step was to calculate product cost information and examine changes across six product lines and three costing systems. Exhibit 2 and Exhibit 3 present the results. Exhibit

17、 2. Product Cost Information in Thousands of Dollars Product LineTCAABCABC-EVA Overlays Membrane Laser 1201 621 438 1043 681 415 1216 747 482 Roll Labels NCaps Miscellaneous Parts 134 52 47 179 103 72 189 108 77 Total249324932819 Exhibit 3. Changes in Product Cost Information after Including Capital

18、 Costs Product LineTCA to ABC-and-EVAABC to ABC-EVA Overlays Membrane Laser + 1.2 % + 20.3 % + 10.5 % + 16.6 % + 9.7 % + 16.1 % Roll Labels NCaps Miscellaneous Parts + 41.0 % + 107.7 % + 63.8 % + 5.6 % + 4.9 % + 6.9 % Total+ 13.1 %+ 13.1 % The Integrated ABC-EVA System, taking into account capital c

19、osts, revealed that the overall product cost was actually 13.1 percent higher than either TCA or ABC estimated. The difference in product cost, however, was not uniform across all product lines. After adding capital costs to the product cost obtained from the ABC system, the greatest difference in p

20、roduct cost was observed in the Overlays product line (+ 16.6 %) while the least difference was registered in the NCaps product line (+ 4.9 %). From this, it can be concluded that an arbitrary allocation of capital costs to the product cost obtained by using the ABC system would produce inexact prod

21、uct cost information. For example, adding 13.1 percent to all product lines would distort the product costs for Company X. Company Xs management was surprised when presented with the results of using the Integrated ABC-EVA System. Familiarized with the calculations used, the managers agreed that the

22、 results were correct. Knowing that the Overlays product line was the only product line which created economic value, they considered extending marketing efforts for this product line. In contrast, for the Laser product line (considered to be profitable according to the TCA and ABC systems, but reve

23、aled to be destructive to shareholder value by the Integrated ABC-EVA System), the managers announced changes in their pricing policies, as well as additional cost reduction efforts. Furthermore, they considered new outsourcing policies for unprofitable low volume product lines (such as NCaps and Mi

24、scellaneous Parts). 4.2 Data Analysis for Company Y The data analysis for Company Y also began with an examination of its cost structure. As in Company Xs analysis, Company Ys costs for 1998 were evaluated by comparing the percentages of direct costs (direct labor and direct material)、operating cost

25、s (overhead) and capital costs as shown in Exhibit 4. Exhibit 4. Cost Analysis for Company Y in Thousands of Dollars Direct CostOperating CostCapital CostTotal Cost 286623343965596 51.2%41.7%7.1%100.0% Operating costs, at approximately 42 percent, represented a notable portion of Company Ys total co

26、sts. Company Ys business, with its customized products (such as motors and generators) required a relatively high amount of effort in engineering design、 product specification and supervision. Therefore, a highly qualified work force was essential. The high salaries paid to these employees were the

27、reason for Company Ys relatively high operating costs. Next, as in Company X, product cost information for four product lines, obtained by the three costing systems, was investigated and presented to the managers. Exhibit 5 and Exhibit 6 present results of this analysis. Exhibit 5. Product Cost Info

28、rmation in Thousands of Dollars Product Line TCAABCABC-EVA Motors and Motor Parts Breakers 1839 1261 2348 1324 2528 1437 Control Parts Miscellaneous Parts 655 1445 554 974 590 1041 Total520052005596 Exhibit 6. Changes in Product Cost Information after IncludingCapital Costs Product LineTCA to ABC-EV

29、AABC to ABC-EVA Motors and Motor Parts Breakers + 37.5 % + 14.0 % + 7.7 % + 8.5 % Control Parts Miscellaneous Parts -9.9 % -28.0 % + 6.5 % + 6.9 % Total+ 7.6 %+ 7.6 % Again, the Integrated ABC-EVA System taking into account capital costs, revealed that the overall product cost was higher than TCA or

30、 ABC estimated, this time by 7.6 percent. This difference in product cost, once again, was not uniform across product lines. The greatest difference (compared to ABC) was registered in the Breakers product line (+ 8.5 %), while the least difference was registered in the Control Parts product line (+

31、 6.5 %). Once again, it can be concluded that an arbitrary allocation of capital costs to the product cost obtained by the ABC system will distort, though not substantially, the product cost. Company Ys management was especially surprised by the fact that the Motors and Motor Parts product line, whi

32、ch was believed to be highly profitable under both the TCA calculation and the ABC, was not actually able to create any economic value. This assumption of profitability was contradicted by the Integrated ABC-and-EVA System. Because the Economic Value Added for Motors and Motor Parts product line was

33、 only slightly negative, the managers believed a slight increase in price would make the Motors and Motor Parts product line a value creator. In their opinion, this price increase was feasible since the company had an especially strong market position in this particular product line. 4.3 Summary of

34、the Results This analysis shows that the ability of the Integrated ABC-EVA System to provide reliable cost information increases especially in cases where products are dissimilar、manufacturing technologies and equipment are diverse and capital cost is high. Of the companies studied, Company X had no

35、t only the higher capital costs, but also the greatest product diversity, As a result, the analysis showed a relatively high distortion in product cost between the ABC and ABC- EVA systems;The highest distortion in product cost between the TCA and ABC-EVA systems was observed in Company Y, which had

36、 the higher operating costs. In the case of Company Y, the ABC component of the Integrated ABC- EVA System was able to trace operating cost accurately, compared to the TCA system which simply allocated operating cost based on direct labor hours. 5 CONCLUSIONS The findings for both companies are high

37、ly similar. These findings confirm that traditional accounting systems often provide inaccurate、incomplete and unreliable cost information. Arbitrary allocation of operating and capital costs may often lead to distortions in product cost. Furthermore, the results suggest that the ABC system alone, t

38、hough able to manage operating expenses and shows deficiencies, especially when capital investments are substantially diverse. When capital investments are substantially diverse (because of variation in production volume, technology, setups, materials or product complexity, for example), the ABC sys

39、tem is no longer a reliable strategic management tool for successful decisionmaking. The managers of each company in the field study expressed great satisfaction with the reliability and completeness of the Integrated ABC-EVA System. They regarded the System as a very useful strategic managerial too

40、l. As a result of this implementation, the managers also changed certain corporate policies. These changes included adjustments in product costing、marketing strategies and perception of customer profitability. Overall, this field study demonstrated that the integration of a costing system with a fin

41、ancial performance measure in the form of Integrated ABC-EVA System will help manufacturing companies make an effective long-term business strategy. 譯譯 文文 作為戰(zhàn)略管理工具的作業(yè)成本法和經(jīng)濟(jì)增加值的整合研究作為戰(zhàn)略管理工具的作業(yè)成本法和經(jīng)濟(jì)增加值的整合研究 Narcyz Roztocki紐約州立大學(xué) 摘摘 要要 本文針對(duì)兩家小制造公司的作業(yè)成本法和經(jīng)濟(jì)增加值整合系統(tǒng)的應(yīng)用進(jìn)行案例 分析。這項(xiàng)研究的結(jié)果表明這種整合方法優(yōu)于傳統(tǒng)成本會(huì)計(jì)和標(biāo)準(zhǔn)作業(yè)

42、成本法。此 外，兩家小公司的研究結(jié)果表明當(dāng)資本成本分配存在差異時(shí)，運(yùn)用整合系統(tǒng)獲得的 成本信息的可靠性將極大地提高。本文將論述造成資本成本分配差異及導(dǎo)致成本信 息扭曲的各因素。在同種資本成本分配方法下，使用案例的數(shù)據(jù)，研究可能造成產(chǎn) 品費(fèi)用扭曲的情況。最后，討論這種整合方法對(duì)所參與的兩家公司在政策制定、戰(zhàn) 略計(jì)劃和長(zhǎng)期的企業(yè)績(jī)效方面的影響。 關(guān)鍵字關(guān)鍵字 作業(yè)成本法；經(jīng)濟(jì)增加值；戰(zhàn)略管理 引言引言 在當(dāng)今的企業(yè)環(huán)境下，面對(duì)國(guó)內(nèi)和全球市場(chǎng)上劇烈的競(jìng)爭(zhēng)，為了增強(qiáng)他們的市 場(chǎng)能力，許多制造企業(yè)實(shí)施戰(zhàn)略管理工具。作業(yè)成本法(ABC)和經(jīng)濟(jì)增加值(EVA)是 企業(yè)戰(zhàn)略管理的兩種方法。 傳統(tǒng)上，ABC和E

43、VA方法被單獨(dú)使用。作為一項(xiàng)成本核算系統(tǒng)，ABC主要用于提高 經(jīng)營(yíng)效率；而經(jīng)濟(jì)增加值作為一項(xiàng)財(cái)務(wù)業(yè)績(jī)?cè)u(píng)價(jià)指標(biāo)，主要用于改進(jìn)財(cái)務(wù)效率。近 年來，不少專家提出將作業(yè)成本法與經(jīng)濟(jì)增加值結(jié)合使用，形成一個(gè)成本核算和業(yè) 績(jī)?cè)u(píng)價(jià)的整合系統(tǒng) (Hubbell, 1996a; Hubbell, 1996b; Cooper Roztocki Roztocki, Valenzuela, Porter, Monk, Roztocki & Needy, 1999c)(此方法學(xué)的發(fā)展是為了更高效地實(shí)施小企業(yè)環(huán)境下ABC- EVA整合系統(tǒng)，欲了解關(guān)于其更詳細(xì)的信息，感興趣的讀者可參考引文。) 第三階段，收集所有參與公司在

44、每個(gè)成本核算系統(tǒng)下得出的數(shù)據(jù)并計(jì)算數(shù)據(jù)。 第四階段，分析收集的數(shù)據(jù)。運(yùn)用逐步實(shí)施的方法進(jìn)行計(jì)算，各管理者校驗(yàn)獨(dú) 立記錄的數(shù)據(jù)的準(zhǔn)確性、判斷計(jì)算得出的數(shù)據(jù)與公司原有實(shí)際數(shù)據(jù)的差異程度。這 種“親身參與”方法使管理者能更好地了解并認(rèn)同整合系統(tǒng)的可行性。 針對(duì)每家公司，數(shù)據(jù)經(jīng)過分析后產(chǎn)生了不同結(jié)論。為使一般制造企業(yè)認(rèn)同ABC-EVA 整合系統(tǒng)價(jià)值并在此方面達(dá)到一致結(jié)論，下文將對(duì)這些研究結(jié)果進(jìn)行比較。分析數(shù) 據(jù)更具體的目標(biāo)是調(diào)查在資本成本未進(jìn)行分配或隨意分配情況下，哪些因素可能扭 曲TCA或ABC系統(tǒng)提供的成本信息。諸如產(chǎn)品生產(chǎn)量、規(guī)格、復(fù)雜性、材料和配置等 的差異性因素往往扭曲成本信息(Cooper

45、 1988)，因此，應(yīng)仔細(xì)地分析可能導(dǎo)致資本 分配扭曲的這些因素。 通過追蹤產(chǎn)品對(duì)象的作業(yè)成本及運(yùn)用多重的作業(yè)成本動(dòng)因分析，ABC系統(tǒng)可能排 除成本信息失真的情況。然而ABC系統(tǒng)未對(duì)資本成本加以考慮，隨意分配資本成本將 導(dǎo)致信息失真情況的出現(xiàn)。另外，標(biāo)準(zhǔn)ABC系統(tǒng)下的成本分析只考慮直接費(fèi)用和經(jīng)營(yíng) 成本，只根據(jù)經(jīng)濟(jì)利潤(rùn)做出經(jīng)營(yíng)決策或隨意分配資本費(fèi)用至成本對(duì)象，管理人員有 時(shí)將做出錯(cuò)誤的經(jīng)營(yíng)決策。 運(yùn)用作業(yè)成本法和經(jīng)濟(jì)增加值的具體應(yīng)用：小制造企業(yè)運(yùn)用作業(yè)成本法和經(jīng)濟(jì)增加值的具體應(yīng)用：小制造企業(yè) 本部分將闡述兩家小制造企業(yè)中，被建議使用的ABC-EVA整合系統(tǒng)的實(shí)施情況。 公司的管理層希望他們的公司

46、名稱保持匿名。所以，下文中他們被稱為X公司和Y公 司。 在案例分析之前，兩家公司都使用傳統(tǒng)的成本系統(tǒng)。根據(jù)直接人工小時(shí)分配各 費(fèi)用至各產(chǎn)品線。兩家公司的管理者認(rèn)為傳統(tǒng)成本系統(tǒng)不能提供可靠的成本信息。 1 1 X X 公司公司 X公司，位于匹茲堡，賓夕法尼亞，是一家大約有30名員工的小制造企業(yè)。X公 司主要的產(chǎn)品是覆蓋物，過濾膜，激光器，卷標(biāo)簽和組合應(yīng)用平臺(tái)軟件。在90世紀(jì) 中期，一個(gè)投資集團(tuán)從已經(jīng)退休的前所有者那購買了此公司。在研究之時(shí)，公司由 前副總裁經(jīng)營(yíng)，他由三人管理集團(tuán)支持。投資者首先關(guān)心財(cái)政業(yè)績(jī)，而不是每日的 政策制定。由于兩方面原因，此管理集團(tuán)非常熱切地想?yún)⑴c到此次實(shí)際應(yīng)用研究中。

47、首先，新投資者不滿意于目前生產(chǎn)的產(chǎn)品所帶來的收益率，這給管理層施加了壓力； 其次，為開展對(duì)整體利潤(rùn)有最大促進(jìn)作用的經(jīng)營(yíng)活動(dòng)，管理層嘗試開發(fā)能產(chǎn)生豐厚 利潤(rùn)的產(chǎn)品。 2 2 Y Y 公司公司 Y公司，也位于匹茲堡，賓夕法尼亞，由三人管理者擁有和經(jīng)營(yíng)，此管理層在90 世紀(jì)中期從一個(gè)大公司那購買了Y公司，Y公司雇傭近40名員工。這公司的絕大多數(shù) 業(yè)務(wù)在電子設(shè)備制造領(lǐng)域，他們的主要產(chǎn)品是馬達(dá)、馬達(dá)零件、破碎機(jī)和控制零件。 Y公司在國(guó)內(nèi)外市場(chǎng)上銷售它的產(chǎn)品。公司部分產(chǎn)品直接銷售給最終消費(fèi)者，而剩下 的產(chǎn)品在獨(dú)立經(jīng)銷商幫助下銷售。為實(shí)現(xiàn)成本控制和利潤(rùn)規(guī)劃的目標(biāo)，Y公司的管理 層對(duì)運(yùn)用ABC-EVA整合系統(tǒng)

48、極感興趣。 3 3 成本核算系統(tǒng)的比較成本核算系統(tǒng)的比較 實(shí)際應(yīng)用研究期間，為了識(shí)別因資本成本的任意分派可能導(dǎo)致成本信息扭曲的 各因素，將運(yùn)用三個(gè)成本核算系統(tǒng)(TCA、ABC和ABC-EVA整合系統(tǒng))分別得到每家公司 的成本信息。比較三個(gè)系統(tǒng)，各資本成本只能由ABC-EVA整合系統(tǒng)追蹤。TCA和ABC系 統(tǒng)的本質(zhì)導(dǎo)致資本成本的任意分派。 4 4 結(jié)論結(jié)論 在此部分，分析數(shù)據(jù)的主要目標(biāo)是調(diào)查哪些因素最可能扭曲ABC系統(tǒng)提供的成本 信息。按照所述的方法學(xué)部分，例如生產(chǎn)量、產(chǎn)品大小，產(chǎn)品的復(fù)雜性、材料耗費(fèi) 和配置各因素將可能扭曲成本信息。為防止錯(cuò)誤分配資本成本，將仔細(xì)分析各因素。 4.14.1 X

49、X 公司的數(shù)據(jù)分析公司的數(shù)據(jù)分析 X公司的數(shù)據(jù)從它的成本結(jié)構(gòu)的分析開始。1998年，X公司的總成本評(píng)估是通過 比較如表1顯示的直接成本 (直接人工和直接材料)、營(yíng)業(yè)成本(作業(yè)成本)和資本成 本的百分比加以評(píng)估的。 表1 x公司的成本分析 千美元 直接成本營(yíng)業(yè)成本資本成本總成本 16648293262819 59.0%29.4%11.6%100.0% 資本成本占11.6%，占X公司總成本的一部分。專用設(shè)備和固定資產(chǎn)的高額投資 導(dǎo)致相對(duì)高的資本成本。另外，X公司要求相對(duì)多的流動(dòng)資本以支持豐富的產(chǎn)品種類。 下一個(gè)步驟將計(jì)算產(chǎn)品成本、分析六種產(chǎn)品和各成本核算系統(tǒng)的變化情況。表2 和表3顯示了分析結(jié)果。

50、 表2 產(chǎn)品成本信息 千美 元 產(chǎn)品TCAABCABC-EVA 覆蓋物 過濾膜 激光器 1201 621 438 1043 681 415 1216 747 482 卷標(biāo)簽 組合應(yīng)用平臺(tái)軟件 混合零件 134 52 47 179 103 72 189 108 77 總計(jì)249324932819 表3 包含資本成本后的產(chǎn)品成本信息的變化 產(chǎn)品TCA to ABC-EVAABC to ABC-EVA 覆蓋物 過濾膜 激光器 + 1.2% + 20.3% + 10.5% + 16.6% + 9.7% + 16.1% 卷標(biāo)簽 組合應(yīng)用平臺(tái)軟件 混合零件 + 41.0% + 107.7% + 63.8%

51、 + 5.6% + 4.9% + 6.9% 總計(jì)+ 13.1%+ 13.1% ABC-EVA整合系統(tǒng)由于考慮了資本成本，計(jì)算得出的總產(chǎn)品成本較TCA或ABC系統(tǒng) 下所估計(jì)的高出13.1%。然而，所有產(chǎn)品的成本差異程度是不一致的。將資本成本增 加到在ABC系統(tǒng)下得出的產(chǎn)品成本后，成本最大的變動(dòng)在覆蓋物產(chǎn)品中體現(xiàn)出來(高 出+16.6%)，而最小變動(dòng)在組合應(yīng)用平臺(tái)軟件產(chǎn)品中體現(xiàn)(高出+ 4.9%)。從這些可以 得出，ABC系統(tǒng)下，將資本成本隨意分配到產(chǎn)品，所得到的成本信息是不精確的。例 如，增加13.1%的資本成本到所有產(chǎn)品將扭曲X公司的成本信息。 當(dāng)使用ABC-EVA整合系統(tǒng)所產(chǎn)生的結(jié)果呈現(xiàn)在X公司管理層時(shí)，他們感到很驚訝。 管理層熟悉曾經(jīng)使用過的成本核算方法，認(rèn)可了研究結(jié)論的正確性。了解到覆蓋物 產(chǎn)品是唯一創(chuàng)造經(jīng)濟(jì)價(jià)值的產(chǎn)品，他們考慮加大對(duì)這個(gè)產(chǎn)品的市場(chǎng)力度。相反，至 于激光產(chǎn)品（TCA和ABC系統(tǒng)下，被認(rèn)為是盈利的，但是根據(jù)ABC-EVA整合系統(tǒng)下，其 對(duì)股東價(jià)值具有破壞性)，管理層表示將改變產(chǎn)品價(jià)格制定政策，并且