戰(zhàn)略成本管理【外文翻譯】

1、本科畢業(yè)論文（設(shè)計）外 文 翻 譯外文題目 strategic cost management 外文出處 financial management,2010(2)：34-35 外文作者 sophia aluko，jonathan mayhall，melanie wauquiez，alan vercio 原文：strategic cost management abstract:the value chain concept has been discussed in the strategy literature for more than a decade now. as a generic

2、 concept for organizing our thinking about strategic positioning, its significance is widely accepted. but empirical examples of the power of the concept for shaping cost analysis have not yet reached the literature. this paper reports a disguised field study in which a value chain is constructed. t

3、he insights for cost management which emerge are contrasted with those which are suggested by two traditional analysis techniques - a 2x2 growth/share matrix and conventional cost analysis. the purpose of the paper is to extend our knowledge about how to construct and use value chains in managerial

4、accounting. the authors believe the concept is powerful and deserves far more empirical study as a way to make the strategic perspective more explicit in managerial cost analysis. "while accounting systems do contain useful data for cost analysis, they often get in the way of strategic cost ana

5、lysis" -porter 1985,page 63one of the major themes in strategic cost management (scm) concerns the focus of cost management efforts. stated in question form: how do we organize our thinking about cost management? in the scm framework, managing costs effectively requires a broad focus, external

6、to the firm. porter 1985 has called this the 'value chain." the "value chain" for any firm in any business is the linked set of value-creating activities all the way from basic raw material sources through to the ultimate end-use product delivered into the final consumers" ha

7、nds. this focus is external to the firm, seeing each firm in the context of the overall chain of value-creating activities of which it is very probably only a part. we are aware of no firms which span the entire value chain in which they operate.though the value chain concept has been around for mor

8、e than 10 years, the strategic power of this concept has not been well articulated. based on an extensive literature search, we were not able to find even one complete empirically derived value chain for a firm. there is a clear need to begin to document real world examples of how the value chain fr

9、amework provides strategic insights that are unlikely to emerge from other frameworks. we believe it is important to begin to bring this perspective into the domain of managerial accounting. this paper is an attempt to begin to fill this need.strategic power of the value chain analysis-the basics ：w

10、hether or not a firm can develop and sustain differentiation and/or cost advantage depends fundamentally on the configuration of its value chain relative to the value chain configuration of each of its competitors. we believe porter 1985 is correct when he argues that competitive advantage in the ma

11、rketplace ultimately derives from providing better customer value for equivalent cost or equivalent customer value for a lower cost. from this perspective, value chain analysis is essential to determine exactly where in the firm's segment of the chain-from design to distribution-customer value c

12、an be enhanced or costs lowered. as argued by shank 1989, ignoring linkages upstream from the firm as well as downstream is just too restrictive a perspective.danger of ignoring value chain linkages ：the value chain framework is a method for breaking down the chain of activities that runs from basic

13、 raw materials to end-use customers into strategically relevant segments in order to understand the behavior of costs and the sources of differentiation. as noted earlier, a firm is typically only a part of the larger set of activities in the value creation and delivery system. since no two firms of

14、 which we are aware, even in the same industry, compete in exactly the same set of markets with exactly the same set of suppliers, the overall value chain for each firm is unique. suppliers not only produce and deliver inputs used in a firm's value activities, but they importantly influence the

15、firm's cost/differentiation position. for example, developments by steel "mini-mills" lowered the operating costs of wire products users who are the customers of the customers of the mini mill - 2 stages down the value chain. similarly, customer's actions can have a significant imp

16、act on the firm's value activities. for example, when printing press manufacturers create a new press of "3 meters" width, the profitability of paper mills is affected, because paper machine widths must match some multiple of printing press width.as we will discuss more fully below, ga

17、ining and sustaining competitive advantage requires that a firm understand the entire value creation and delivery system, not just the portion of the value chain in which it participates. suppliers and customers and suppliers' suppliers and customers' customers have profit margins that are i

18、mportant to identify in understanding a firm's cost/differentiation positioning, since the end-use customers ultimately pay for all the profit margins along the entire value chain.value chain insights for different competitors:if competitor a (the most fully integrated company in the exhibit) ca

19、lculates the return on assets at each stage of the chain by adjusting all transfer prices to competitive market levels, it could highlight potential areas where the firm could more economically buy from the outside instead of "making" (strategic choice of make or buy). with a complete valu

20、e chain, competitors b, c, d, e, f, and g might be able to identify possibilities to forward or backward integrate into areas which can enhance their performance. westvaco, for example, recently stopped manufacturing envelope paper although it still owns a large envelope converter. champion internat

21、ional, on the other hand, has sold its envelope converting business but still produces envelope paper. both choices, although apparently inconsistent, could be plausible given the specific strategies of westvaco and champion.each value activity has a set of unique cost drivers that explain variation

22、s in costs in that activity shank, 1989. thus, each value activity has its unique sources of competitive advantage. companies are likely to face a different set of competitors at each stage. some of these competitors would be more fully integrated companies and some of them would be more narrowly fo

23、cussed specialists.value chain versus value added analysis：the value chain concept can be contrasted with the internal focus that is often adopted in management accounting. management accounting, as explained in leading textbooks, usually takes a "value-added" perspective, starting with pa

24、yments to suppliers (purchases), and stopping with charges to customers (sales). the key theme is to maximize the difference-the value-added-between purchases and sales, under the assumption that this is the only way a firm can influence profits. we argue that the value chain-not value added-is the

25、more meaningful way to explore strategic issues. value added analysis, in which the firm focuses only on its own operations in looking for profit enhancement opportunities, can be quite misleading in two ways:the value-added concept starts too late. starting cost analysis with purchases misses all t

26、he opportunities for exploiting linkages with the firm's suppliers. the word "exploit" does not imply that the relationship with the supplier is a zero sum game. quite the contrary, it implies that the link should be managed so that both the firm and its supplier can benefit. for insta

27、nce, when bulk chocolate began to be delivered in liquid form in tank cars instead of ten pound molded bars, an industrial chocolate firm (i.e., the supplier) eliminated the cost of molding bars and packing them and a confectionery producer saved the cost of unpacking and melting porter, 1985.in add

28、ition to starting too late, the value-added analysis has another major flaw; it stops too soon. stopping cost analysis at sales misses all the opportunities for exploiting linkages with the firm's customers. here again, we contend that the relationship with the customer need not be a zero sum ga

29、me, but one in which both parties can gain. for instance, some container producers have constructed manufacturing facilities next to beer breweries and deliver the containers through overhead conveyers directly onto the customers' assembly line. this results in significant cost reductions for bo

30、th the container producers and their customers by expediting the transport of empty containers which are bulky and heavy hergert and morris, 1989.the value chain framework highlights how a firm's products fit into the buyer's value chain. for instance, under the value chain framework, it is

31、readily apparent what percentage the firm's product costs are in the buyer's total costs. the san francisco chronicle recently adopted jit for paper delivery to its printing plant, a program only possible with close supplier cooperation.calculational difficulties：we do not wish to imply that

32、 constructing a value chain for a firm is easy. there are several thorny problems to confront: calculating a value for intermediate products, isolating key cost drivers, identifying linkages across activities, and computing supplier and customer margins.the analysis starts by segmenting the chain in

33、to those components for which some firm somewhere does make a market.one could start the process by identifying every point in the chain at which an external market exists. this gives a good first cut at identifying the value chain segments. one can always find some narrow enough stage such that an

34、external market does not exist. an example would be the progress of a roll of paper from the last press section of a paper machine to the first dryer section on the same machine. there is obviously no external market for paper halfway through a continuous flow paper machine! thus, seeing the press s

35、ection and the dryer section of the paper machine as separate stages in the value chain is probably not operational.part of the "art" of strategic analysis is deciding which stages in the value chain can meaningfully be decoupled conceptually and which cannot. unless some firm somewhere ha

36、s decoupled a stage by making a market at that stage, one cannot independently assess the economic profit earned at that stage. but the opportunities for meaningful analysis across a set of firms that have defined differently what they make versus what they buy and what they sell are often very sign

37、ificant. the fact that this is not always possible does not, in our view, negate the significance when it is possible.despite the calculational problems, we contend that every firm should attempt to estimate its value chain. even the process of performing the value chain analysis, in and by itself,

38、can be quite instructive. in our experience, we have found this exercise invaluable to managers by forcing them to carefully evaluate how their activities add value to the chain of customers who use their product (service).conclusion ：we have argued in this paper that the value chain need not be jus

39、t abstract conceptual tool, it can become a powerful tool of empirical analysis, even though actual examples of value chains are not yet available the published literature. this paper presents a first attempt at a value chain for the coated paperboard carton business. the value chain analysis in thi

40、s situation yields insights which are much different from those suggested by more conventional analytic tools. we contrasted the value perspective with the project analysis perspective (via dcf analyses) from conventional managerial accounting and the familiar bcg growth/share matrix perspective. th

41、e value chain analysis in this situation helps to examine and validate the implications which arise from the more conventional analyses. the scm-value chain perspective thus extends our ability to achieve meaningful managerial cost analysis.since virtually no two companies compete in exactly the sam

42、e set of value activities, value chain analysis is a critical first step in understanding how a firm is positioned in its industry. building sustainable competitive advantage requires a knowledge of the full linked set of value activities of which the firm and its competitors are a part.once the val

43、ue chain is fully articulated, critical strategic decisions regarding make/buy and forward/backward integration become clearer. . investment decisions can be viewed from the perspective of their impact on the overall chain and the firm's position within it. for strategic decision making, cost an

44、alysis today cannot afford to ignore this critical dimension. the authors hope this paper will encourage more widespread attention to empirical estimation of value chains as a useful extension of modem strategic cost analysis.source:financial management,2010(2):34-35.譯文：戰(zhàn)略成本管理摘要：價值鏈概念在戰(zhàn)略文獻中已經(jīng)被討論超過十年

45、了。作為一個組織我們思考戰(zhàn)略定位的一般理念，其意義被廣泛接受。但是，由于實證的例子在塑造成本分析概念中并不完善，所以缺乏相關(guān)的文獻。本文討論一種變相的實地研究領(lǐng)域中價值鏈的構(gòu)造。成本管理的見解與那些被傳統(tǒng)分析技術(shù)所建議的分析技術(shù)（一個2x2的增長/份額矩陣和傳統(tǒng)成本分析）形成對比。該文章的目的是使我們了解如何建立和使用價值鏈管理會計。作者認為這是個強大的概念，并且值得更多經(jīng)驗研究，以使戰(zhàn)略觀點在管理成本分析中更加明確?！皶嬒到y(tǒng)確實為成本分析提供有用的數(shù)據(jù)，他們經(jīng)常是在戰(zhàn)略成本分析中獲得的”。波特(1985，第63頁)戰(zhàn)略成本管理(scm)中最主要的的重點關(guān)注在成本管理工作。所述問題的形式:我

46、們?nèi)绾谓M織關(guān)于成本管理的想法？在scm框架,有效地管理成本需要一個廣泛的關(guān)注，并擴展到外面的公司。波特(1985)將其定義為“價值鏈”。價值鏈對于任何一個公司而言，其創(chuàng)造價值的活動都從基本原料來源開始，并通過最終產(chǎn)品傳遞到“最終消費者”手中。這種重點擴展到外部的公司。每個公司整體鏈創(chuàng)造價值的活動,它很可能只有一部分。我們意識到?jīng)]有企業(yè)可以在它們的運作中跨越整個價值鏈。雖然價值鏈概念已經(jīng)被討論了十多年，關(guān)于這個觀點的戰(zhàn)略功效尚未被明確的表達。根據(jù)一個廣泛的文獻搜尋,我們找不到任何一個公司有一個完整的派生價值鏈。顯然，有必要開始記錄現(xiàn)實世界中如何在價值鏈框架提供戰(zhàn)略洞察力的實際例子，而這個不可能出

47、現(xiàn)在其他框架。我們開始相信把這個觀點納入管理會計領(lǐng)域是很重要的。這篇文章試圖開始滿足這一需要。戰(zhàn)略力量的價值鏈分析基礎(chǔ)知識：一個企業(yè)是否能夠發(fā)展和保持成本優(yōu)勢，根本上取決于它的價值鏈相對于競爭對手的每一個價值鏈配置的配置。我們相信波特（1985）是正確的，他認為，在市場上的競爭優(yōu)勢，最終源自以較低的成本提供更好的顧客價值相等費用或等效顧客價值。從這個角度來看，價值鏈分析是必不可少的，以準確確定在該公司的部分鏈從設(shè)計到分配客戶價值可以提高或降低成本。正如沙克（1989）所說的，不顧企業(yè)上下游之間的聯(lián)系是很限制性的視角。忽視價值鏈聯(lián)系的危險：價值鏈框架是打破從基本原料進戰(zhàn)略相關(guān)部門到最終使用客戶活

48、動鏈，以了解成本行為和分化源的方法。如前所述，一個公司通常只是在價值創(chuàng)造和交付系統(tǒng)活動大集中典型的一部分。即使在同一行業(yè)，在完全的市場競爭，同一套完全相同的同一組的供應商，我們知道沒有兩家公司的整體價值鏈上是獨一無二的。供應商不僅生產(chǎn)和提供一個企業(yè)的價值活動的投入，但重要的是影響公司的成本差別立場。例如，由小型造紙廠的發(fā)展降低了產(chǎn)品的用戶線，即客戶的客戶的經(jīng)營成本2向下價值鏈階段。同樣，客戶的行為可能對公司的價值活動產(chǎn)生重大影響。例如，當印刷機制造商創(chuàng)造了“3米”的寬度，造紙廠的盈利能力會受到影響，因為造紙機的寬度必須符合某些印刷機寬度的倍數(shù)。我們將更充分說明，一個企業(yè)要獲得和保持競爭優(yōu)勢，要

49、了解整個價值創(chuàng)造和傳遞系統(tǒng)，而不僅僅是價值鏈中所參與的部分。供應商和客戶以及供應商的供應商和客戶的客戶是否有利潤對理解一個公司的成本/差異化定位有重要意義，因為最終使用客戶最終支付整個價值鏈的利潤空間。對不同競爭對手價值鏈的啟示：如果競爭者a(在展覽最充分的綜合性公司)在每個鏈階段計算調(diào)整全部轉(zhuǎn)讓價格的市場競爭程度的資產(chǎn)回報率，它可以突出潛力的領(lǐng)域，該公司可以更經(jīng)濟的境外購買而不是“制造”（制作或購買的戰(zhàn)略選擇）。一個完整的價值鏈,競爭對手b、c、d、e、f和g能夠確定是否有可能進一步融入落后地區(qū),可以提高他們的表現(xiàn)。例如韋斯特瓦科，雖然仍擁有一個大信封轉(zhuǎn)換器，但最近停止生產(chǎn)信封紙。另一方面，誠品已售出其信封轉(zhuǎn)換業(yè)務,但仍然產(chǎn)生信封文件。韋斯特瓦科和誠品的這兩種選擇，雖然表面上不一致，但可給予合理具體的策略。每一個價值活動都有一個獨特的成本驅(qū)動程序解釋成本費用這一活動（沙克，1989）。因此，每個價值活動有其獨特的競爭優(yōu)勢來源。公司每個階段面對的競爭對手有可能不同，其中的一些競爭對手將更充分地整合公司，其中一些會更加重點突出專家的地位。價值鏈與價值增值分析：價值鏈的概念，往往是在管理會計中采納，它可以用來與內(nèi)部的焦點對比。管理會計，在先進的教科書中解釋，通常需要以一個“增值”的角度來看，從供應商（購買