Academic literature on the topic 'Strategic cost management practices'
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Journal articles on the topic "Strategic cost management practices"
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Wegmann, Gregory. "A Typology of Cost Accounting Practices Based on Activity-Based Costing – A Strategic Cost Management Approach." Asia-Pacific Management Accounting Journal 14, no. 2 (2019): 161–84. http://dx.doi.org/10.24191/apmaj.v14i2-08.
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This article examines cost accounting methods containing one or more activity-based costing (ABC) like dimensions. The objective is to analyze cost accounting proposals with, in part, a philosophy reminiscent ABC. The research purposes are to analyze the strategic dimension of the methods described and to build a typology useful for managers. The discussion leads to a four-dimensional typology based on three strategic objectives assigned to the cost accounting systems. The foundation of the research is the Strategic Cost Management Theory from which emerges the ABC philosophy. The methodology applied is an academic and professional literature review. The typology designed shows common points and similarities of the methods observed and their strategic dimensions. Some of the methods studied are more or less useful for practitioners, according to the situation of their companies. Keywords: strategic cost management, activity-based costing, typology
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Ahmed, Syed Waqar, and Danish Ahmed Siddiqui. "Human Resource Management, Total Quality Management and Competitive Advantages: Evidence from Pakistani Banking Industry." Human Resource Research 4, no. 1 (2020): 1. http://dx.doi.org/10.5296/hrr.v4i1.16410.
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This study aimed to investigate the relationship between human resource management (HRM) practices, total quality management (TQM) practices and competitive advantages in banking industry of Pakistan. HRM practices included Recruitment & Selection, Training & Development, Performance Appraisal, and Compensation & Reward. TQM practices consist of Leadership, Continuous Improvement, Customer Satisfaction, Employee Empowerment, and Strategic Planning. And lastly, competitive advantages is represented by Cost Leadership, and Differentiation. We applied (Obeidat, Yousef, Tawalbeh, & Masa'deh, 2018) model to banking sector of Pakistan. An Adopted questionnaire was designed and distributed over a sample of 300 employees. The research hypotheses were tested by using structured equation modeling. The result shows that Compensation & Reward positively and significantly affect all TQM practices as well as cost leadership. Similarly, Performance Appraisal also produce a significant positive impact on Strategic Planning, and Leadership dimensions of TQM, Hoverer, negatively affect cost leadership. Recruitment & Selection positively affect cost leadership. Strategic planning an importance factor, significantly affect both competitive advantage factors. Interestingly, Training & Development have a significant but negative effect on TQM factors namely Continuous Improvement, Leadership, and Strategic Planning. The findings imply that in banking industry, the effect on HRM factors on TQM is not equal, some are even negative, hence should be used diligently with the prospective of both TQM and competitive advantages.
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Wright, Patrick M., and Gary C. McMahan. "Theoretical Perspectives for Strategic Human Resource Management." Journal of Management 18, no. 2 (1992): 295–320. http://dx.doi.org/10.1177/014920639201800205.
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Critics have argued that the field of human resource management (HRM) lacks a coherent theoreticalframework. This article attempts to further the theoretical development of SHRM through discussing six theoretical models (behavioral perspective, cybernetic models, agencyltransaction cost theory, resource-based view of the firm, power/resource dependence models, and institutional theory) that are usefulfor understanding both strategic and non-strategic determinants of HR practices. Finally, the implications of a stronger theoretical approach to SHRM research and practice are discussed.
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Rodríguez-Escobar, Javier Alfonso, and Javier González-Benito. "The effect of strategic alignment on purchasing management." Management Research Review 40, no. 11 (2017): 1175–200. http://dx.doi.org/10.1108/mrr-02-2017-0042.
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Purpose This research aims to establish the role of the purchasing function’s strategic alignment in the relationship between well-established practices and performance in that function. It is argued that the strategic alignment of purchasing may have effects (direct, mediating and moderating effects) on the purchasing function’s operating performance. Design/methodology/approach The hypotheses derived from key studies about strategic and advanced purchasing practices are tested with data from 156 industrial companies using structural equation modelling methodology. Findings The results suggest that the effect of strategic alignment on the role of purchasing consists of mediated effects on purchasing performance through implementation of certain advanced practices. It was also concluded that strategic alignment – as well as the implementation of these advanced purchasing practices – fosters the implementation of differentiation strategies based on quality, dependability and flexibility rather than on the implementation of cost leadership strategies. Research limitations/implications Although it is a common practice in operations management research, the use of perceptual measures obtained from a single informant constitutes a noteworthy limitation. Future research should make an effort to combine different sources of information and to identify and use more objective indicators. Practical implications Top managers should take into account the need to involve the purchasing function in the firm’s strategic planning process. Originality/value The results not only confirm findings from previous literature as to the purchasing function’s strategic relevance but also help clarify the mechanisms that make this integration important.
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Ellram, Lisa M., and Linda L. Stanley. "Integrating strategic cost management with a 3DCE environment: Strategies, practices, and benefits." Journal of Purchasing and Supply Management 14, no. 3 (2008): 180–91. http://dx.doi.org/10.1016/j.pursup.2008.05.003.
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Al-Rashid, Abdelsalam, Rawan Al-Hiyari, Ghazi A. Samawi, Metri Mdanat, and Loay Salhieh. "An empirical taxonomy of purchasing practices in manufacturing firms in developing countries." Journal of Governance and Regulation 10, no. 1 (2021): 112–24. http://dx.doi.org/10.22495/jgrv10i1art11.
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Purchasing has been viewed in recent literature as a strategic contributor to achieve competitiveness. However, purchasing models in extant literature lack a comprehensive approach to define the variety of purchasing practices implemented in each purchasing strategic category. This paper provides a rich description and an empirical assessment of different practices in the purchasing construct. The study proposes a framework to allocate a variety of purchasing practices according to their strategic priorities that need to be achieved. An abductive approach was used. Based on reviewed literature and in-depth interviews with ten academic consultants and purchasing managers, a Likert scale questionnaire administered to purchasing executives representing manufacturing companies registered in the Amman Stock Exchange from 62 companies in 11 industries. The questionnaire explored purchasing practices related to cost (13 items), quality (10 items), and availability (4 items). The results indicate that purchasing practices can be grouped into three categories including cost practices, quality practices, and availability practices. There is a significant relationship between different purchasing practices and related strategic priorities. Purchasing practices can be utilized to achieve multiple strategic priorities. This paper provides some insights for future research in the area purchasing practices.
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Pereira-Moliner, Jorge, Eva M. Pertusa-Ortega, Juan José Tarí, María D. López-Gamero, and Jose F. Molina-Azorín. "Organizational design, quality management and competitive advantage in hotels." International Journal of Contemporary Hospitality Management 28, no. 4 (2016): 762–84. http://dx.doi.org/10.1108/ijchm-10-2014-0545.
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Purpose The aim of this study is to examine the relationship between practices of quality management (QM) and the characteristics of organizational design, and QM and competitive advantage. Design/methodology/approach The study uses a partial least squares approach to test these relationships in 350 hotels in Spain. Findings The findings show that QM influences specialization, formalization and interdepartmental interactions, and that QM practices influence both cost and differentiation competitive advantage. The results also indicate the importance of QM strategic and operational systems as practices that have a key impact on the characteristics of organizational design. Similarly, the QM operational system is key in the relationship between QM and cost competitive advantage. Finally, the QM operational, information and strategic systems positively influence differentiation competitive advantage. Practical implications When hotels adopt QM practices, there will be significant changes in a number of organizational variables, including specialization, formalization and interdepartmental interactions. This paper provides empirical evidence that QM practices improve both cost and differentiation competitive advantage in the hotel industry. Originality/value There has been little research on the effects of QM on organizational design in the hotel industry. The contribution of this paper is that analyze the effects of QM on organizational design and competitive advantage, extending knowledge about these issues in a specific sector.
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Dal Magro, Cristian Baú, Thiago Bruno de Jesus Silva, and Roberto Carlos Klann. "Behavior strategic organizational and results management practice in brazilian." Revista Ibero-Americana de Estratégia 16, no. 1 (2017): 119–37. http://dx.doi.org/10.5585/ijsm.v16i1.2389.
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The strategic organizational behavior interferes with competitiveness, performance and business expansion, while the discretion of managers on the financial choices can be detrimental to organizational reputation in the market and could mitigate agency conflicts. Restlessness research relates to the possibility that the organizational strategic behavior can be turned into opportunistic attitudes of management that include similarities aggressive strategies, creativity, flexibility and proactivity. The aim of the study was to investigate the effect of different organizational strategic behavior on the opportunistic behavior of managers in management results through accounting choices practices. The survey sample consisted of 78 companies in the sector of industrial goods, non-cyclical consumption and basic materials. The results indicate that firms with strategic behavior of aggressiveness and creativity, the strategic characteristics prospector and / or analyzer, tend to have similar behavior on opportunistic accounting choices when using discretion, performing results management practices in order to show higher profits. The results show that the different organizational strategic behaviors cause opportunistic behavior that are reflected in earnings management practices. The findings suggest that: a) companies with differentiation and innovation strategies transfer the aggressiveness of the competitive market for opportunistic accounting practices; b) companies with leadership strategies in cost are less proactive in earnings management practices; c) companies prospector type and analyzer, aggressive behavior, tend to earnings management to improve profits, on the other hand, those type of defender have opposite effect.
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Nimtrakoon, Sirinuch, and Michael Tayles. "Explaining management accounting practices and strategy in Thailand." Journal of Accounting in Emerging Economies 5, no. 3 (2015): 269–98. http://dx.doi.org/10.1108/jaee-02-2013-0012.
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Purpose – The purpose of this paper is to report the level of adoption and benefit obtained from a range of management accounting practices (MAPs) in Thai organizations and analyze to these by reference to various strategic typologies. Design/methodology/approach – Contingency theory, proposing a fit between MAPs and a comprehensive set of strategic typologies is used. Factor analysis, cluster analysis, and Kruskal-Wallis one-way ANOVA is applied to analyze the data and test the hypotheses. Findings – It was observed that firms pursuing differentiation/prospector/entrepreneurial/build strategies significantly report higher benefit from contemporary MAPs. Firms with a cost leadership strategy were, as expected, found to obtain higher benefit from traditional MAPs. Contrary to expectations, entrepreneurial firms reported higher benefit from traditional MAPs than conservative firms. Research limitations/implications – Like all survey work this relies on questionnaire responses of individual organization members. A selection approach was adopted so no direct relationship with organization performance was investigated. Practical implications – Although use of the full range of MAPs is reported there is still reliance on traditional MAPs. Hence further exposure of businesses and practitioners to contemporary techniques is recommended in training, professional development, and interactions with international partners. Originality/value – The paper provides insight into MAPs in Thailand, an emerging economy and one with limited published academic research in management accounting. It incorporates four strategic typologies which previously have been mainly used individually in MA research.
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Mbah, Stella, Jeffery Obiezekwem, and Azuka Okuoyibo. "Inventory Management and Operational Performance of Manufacturing Firms in South-East Nigeria." International Business Research 12, no. 7 (2019): 76. http://dx.doi.org/10.5539/ibr.v12n7p76.
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This study aims to ascertain the relationship between inventory management and operational performance of quoted manufacturing firms in the south-east; one of the geographic regions with high industrialization prospects in Nigeria. To achieve this, operational performance of manufacturing firms and their association with components of inventory management; inventory cost, just-in-time approach, materials requirement planning and strategic supplier partnership, was examined through a questionnaire. Three hundred and seventy-one copies of a questionnaire issued to five hundred and thirty-eight sampled respondents of four quoted manufacturing firms in the south-east region of Nigeria were properly filled and found relevant to the study. The study used SPSS and Excel-based descriptive statistics to analyze the data collected. Regression analysis was used to test the hypotheses of the study. Study results conclude that there is a positive significant relationship between; inventory cost, just in time approach, materials requirement planning and strategic supplier partnership and operational performance of quoted manufacturing firms in the south-east region, Nigeria. The study recommends among others that, manufacturing firms in south-east Nigeria should adopt inventory practices such as strategic supplier partnership, just-in-time approach, materials requirement planning and inventory cost control due to the significant effect these practices have on operational performance.
Dissertations / Theses on the topic "Strategic cost management practices"
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Wrubel, Franciele. "Informações sobre gestão estratégica de custos divulgadas por companhias abertas brasileiras." Universidade do Vale do Rio do Sinos, 2009. http://www.repositorio.jesuita.org.br/handle/UNISINOS/2864.
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Previous issue date: 29<br>Nenhuma<br>O presente trabalho teve por objetivo identificar e analisar as informações de gestão estratégica de custos (GEC) encontradas nos relatórios das companhias abertas brasileiras listadas nos níveis de governança corporativa da BOVESPA. Para isso, foi realizada uma pesquisa nos relatórios de 2005, 2006 e 2007 de 30 companhias dos níveis 1, 2 e Novo Mercado de governança corporativa, em quantidade proporcional ao total de 140 companhias listadas nesses níveis no segundo semestre de 2007. A amostra foi constituída por escolha aleatória das companhias e calculada utilizando o maior Coeficiente de Variação de Pearson e grau de significância de 5%. Utilizando a técnica de análise de conteúdo, os relatórios foram analisados e as informações sobre GEC foram classificadas em 16 categorias. As categorias foram definidas com base nos temas-chaves de GEC, propostos por Shank e Govindarajan (1997): Análise dos direcionadores de custos, Análise da cadeia de valor e Análise do posicionamento estratégico. Para validá-las utili<br>The main objective of this paper was to identify and analysis which strategic cost management (SCM) information may be found in the Brazilian open companies’ reports listed in BOVESPA’s corporate governance levels. To do that, some research was conducted in the 2005, 2006 and 2007 reports of 30 companies of levels 1, 2 and New Market of corporate governance, in proportional amount to the total of 140 companies listed in those levels in the second semester of 2007. The sample was made up of companies randomly chosen and calculated by using the highest Pearson’s Variation Coefficient and a significance degree of 5%. The reports were analyzed through the content analysis technique and the information on SCM was classified in 16 categories. The categories were set based on SCM key-topics, proposed by Shank and Govindarajan (1997): Cost Driver Analysis, Value Chain Analysis, and Strategic Positioning Analysis. In order to validate them, the Delphi Run technique was used. The information on SCM, after being classif
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Muniz, Luciani da Silva. "Práticas de gestão estratégica de custos adotadas por empresas brasileiras." Universidade do Vale do Rio dos Sinos, 2010. http://www.repositorio.jesuita.org.br/handle/UNISINOS/3019.
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Previous issue date: 2010-08-17<br>CAPES - Coordenação de Aperfeiçoamento de Pessoal de Nível Superior<br>Este estudo investiga a adoção de práticas de gestão estratégica de custos (GEC) por grandes empresas brasileiras. Há uma vasta literatura sobre tais práticas destacando a sua efetiva utilização pelas empresas como forma de obterem vantagem competitiva e se manterem no mercado de forma sustentável. A escolha recaiu sobre 15 práticas destacadas por autores como sendo as principais. Os dados da pesquisa, caracterizada como aplicada e descritiva, foram obtidos por meio de questionário estruturado, postado na internet, para o qual se obteve 54 retornos de empresas pertencentes ao grupo das 500 maiores empresas, segundo a publicação da Revista Exame de 2008. A análise dos dados se deu por meio de estatística descritiva e a utilização de redes neurais. Constatou-se que as empresas, em sua maioria, utilizam o custo-meta, padrão e determinantes de custos; não foi possível identificar se há a intenção de utilizar outras práticas no futuro. Pode-se analisar a adoção das práticas em relação ao benefício encontrado ou à dificuldade percebida, sendo esse o critério relacionado com a adoção ou não de determinada prática de GEC. Constatou-se que a principal barreira à maior adoção é em relação a benefícios percebidos como baixo pelos respondentes. É possível ainda comparar este estudo com outros estudos internacionais e perceber semelhanças entre as principais práticas adotadas por empresas brasileiras, configurando-se um uso ainda não intensivo.<br>This study investigates the adoption of practices of large Brazilian companies? Strategic Management Accounting (SMA). There is a vast literature about the topic, highlighting its importance for companies to achieve competitive advantage and about their permanency in the market in a continuous and sustainable manner. The research selected 15 practices highlighted by the authors as being the mainly ones. The survey data (characterized as descriptive and applied research) were obtained through structured questionnaire posted on the internet, which obtained 54 returns of companies inside the group of the 500 largest companies according to the publication of the Revista Exame of 2008. Data analysis was carried out through descriptive statistics and by the use of Neural Networks. It was found that the most of the companies use the cost target, pattern and determinants of cost; it was not possible identify according to the answers of the firms the intention to use another practice in the future. It was analysed the adoption of the practice found in relation to benefit or to perceived difficulty, being this criteria related to the adoption or not adoption of a particular practice of SMA. It is also possible to relate this study to other international studies and notice similarities between the main practices adopted by Brazilian companies and the international ones.
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Nolte, Stefan. "Strategic Leadership in Cost-driven Industries." St. Gallen, 2008. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/02607083002/$FILE/02607083002.pdf.
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Rao, Venkatesh G. (Venkatesh Gopalkrishna) 1971. "Strategic cost management in a global supply chain." Thesis, Massachusetts Institute of Technology, 2004. http://hdl.handle.net/1721.1/34775.
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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2004.<br>Includes bibliographical references (p. 100).<br>In the face of an economic downturn, cost has become a focal point of supply chain management. Cost management is increasingly being recognized as a vital core competency needed for survival. As companies transition from being vertically integrated to pursuing increasingly outsourced manufacturing strategies, modeling and monitoring the total cost of manufacturing products has become crucial, and complicated. In the context of the automated test equipment industry, this thesis explores the impact of outsourcing on product cost and cost management practices. It examines prevailing cost management practices with reference to design and procurement, as well as methods to leverage information technology and re-engineer business processes to manage "spend" effectively and efficiently. It surveys capabilities that are available through software and examines cost-benefit tradeoffs that have to be addressed in selecting such systems.<br>by Venkatesh G. Rao.<br>S.M.<br>M.B.A.
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Aryee, Susan. "HOTEL MAINTENANCE MANAGEMENT : Strategic practices in hotel operation." Thesis, KTH, Bygg- och fastighetsekonomi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-48230.
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Purpose The purpose is to identify responsibility of owners and operators for maintenance of assets, fixtures and fittings, to identify maintenance management strategies adopted for the efficient operation of hotels and to find out difficulties faced by operators in implementing these strategies. Methodology Four interviews provided supplementary data for the main data collection phase involving administration of 64 questionnaires to hotel operators and maintenance managers. Findings The hotel owner and operator have individual and joint responsibility for asset maintenance. Outsourcing is a maintenance strategy used to minimise operating costs, an important factor that guides this decision is time constraint required to deliver work. In house maintenance it is also influenced by the strategic value of the service and the availability of the resource in the market. In maintenance practice an important challenge is maintaining energy efficiency because of the increasing electronic equipment and high volume of lights.
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Robertson, Paul S. "Strategic organisational risk management : an investigation of UK risk management practices." Thesis, Cranfield University, 2004. http://dspace.lib.cranfield.ac.uk/handle/1826/2593.
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Strategic risk management within the UK is a professional field fraught with terminological debate, a lack of academic research and a need for illustrative tools in order to improve management systems. Treating risk as a social construct, this research approached strategic organisational risk management with the aim of examining interactions currently underway within industrial practice in the UK. A thorough literature review has exposed the insufficiency of research within general risk management areas and, more specifically, the lack of research relating to strategic organisational risk management. To solve this, over 90 qualitative, in-depth interviews were conducted, amassing one of the most comprehensive collections of research material pertaining to UK risk management practice available to date. This research has enhanced the current understanding of UK risk management practice within a number of distinct areas. Firstly the terminological debate has been addressed and its vagaries to some extent dismissed. Risk managers should use this terminological resolution to bring together similar professions rather than distance them through misuse of terms. Through the interviews it has become clear that industrial events such as the Turnbull report and the events of September 11th 2001 have had very little effect upon actual risk management practices and priorities. Additionally the continuing importance of understanding context in the conduct of risk management has been emphasised. This stage of the process cannot be stressed enough. Context defines what we know, what we are capable of and the extent of the problem. Without it, all risk management processes are predestined to failure through a lack of understanding, and poor definition, of reality. A new unified model of Strategic Organisational Risk Management (STORM) has been generated which, for the first time, begins to show the levels of interactions and complexity which risk managers face at the organisational level. The STORM model further illustrates the key elements which support and divide organisational risk management practice. Identifying the deficiencies in current knowledge of strategic risk management practices, this research project has generated a tool supporting risk managers in understanding the complexities of their own organisations' risk management processes and practices. Moreover, it has created a significant starting point for future research.
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Ma, Jan S. M. Massachusetts Institute of Technology. "Complexity cost quantification and modeling for strategic portfolio management." Thesis, Massachusetts Institute of Technology, 2014. http://hdl.handle.net/1721.1/90756.
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Thesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2014. In conjunction with the Leaders for Global Operations Program at MIT.<br>Thesis: S.M., Massachusetts Institute of Technology, Department of Mechanical Engineering, 2014. In conjunction with the Leaders for Global Operations Program at MIT.<br>20<br>Cataloged from PDF version of thesis.<br>Includes bibliographical references (pages 59-60).<br>This project explores portfolio management and planning through effectively reducing complexity within operations. We apply this to a major healthcare company (referred to as Company X). The anticipated launch of new molecules and formulations into the existing high mix product portfolio presents significant challenges to contain cost and maintain the standard service level of Company X. Complexity costs associated with manufacturing and supply chain activities are not entirely accounted for in direct production costs. Having transparency to these costs at a brand or SKU level would allow significant improvements in strategic decision making throughout the life cycle of a product. The work outlined in this thesis describes the development of a quantification model to capture operational complexity costs as well as an analysis of potential impact for Company X associated with implementation of the model. This is accomplished through first, identifying and prioritizing complexity cost generators; second, quantifying the costs through application of activity based accounting; third, building and piloting a decision support tool and NPV model. Lastly, process for implementation and application of the model was defined. The findings from this project provide financial rationale for a 27% reduction in the total product portfolio size, which results in a potential savings of $75M over the next five years, and 50% human resource savings across the Technical Operations and key support functions at Company X. The model can be a powerful tool for optimizing product portfolios with attention to financial, operational, and strategic considerations. Reducing complexity creates the ability to become more discerning about the portfolio composition and enable Company X to focus even more on high growth and life-saving brands.<br>by Jan Ma.<br>M.B.A.<br>S.M.
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Effendi, Mohamed Sinan. "The role of environmental accounting in strategic cost management." Master's thesis, University of Cape Town, 2010. http://hdl.handle.net/11427/12790.
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Includes bibliographical references (leaves 78-87).<br>Environmental issues in the world today and often seen in the media are causing a stir in the business world. The effect is that the environment in which businesses operate has significantly changed over the past two decades and businesses are faced with new risks and challenges as well as new opportunities in addressing the needs and claims of stakeholders. Environmental accounting is now on an expansion path with increasing focus on the environment. In order to benefit from the accounting data, strategic cost management can be used as a philosophy to provide competitive strategies. This research paper will describe the environmental component of business and describe the role of environmental accounting in strategic cost management. Furthermore, an assessment will be performed on a South African organisation. The assessment will demonstrate how a South African organisation has reacted and integrated environmental business aspects into their organisation.
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Chivaka, Richard. "Value creation through strategic cost management along the supply chain." Doctoral thesis, University of Cape Town, 2003. http://hdl.handle.net/11427/5630.
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Al, Hijji Khalfan bin Zahran. "Strategic management and planning practices in academic libraries in Oman." Thesis, University of Sheffield, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.531508.
Full textBooks on the topic "Strategic cost management practices"
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Epstein, Marc J. Measuring corporate environmental performance: Best practices for costing and managing an effective environmental strategy. Irwin Professional Pub., 1996.
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Bradley, Gerald. Benefit realisation management: A practical guide to achieving benefits through change. 2nd ed. Gower Pub., 2010.
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Bradley, Gerald. Benefit realisation management: A practical guide to achieving benefits through change. Ashgate Pub., 2010.
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Benefit realisation management: A practical guide to achieving benefits through change. Ashgate Pub., 2010.
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H, Chen Kung, and Lin W. Thomas, eds. Cost management: A strategic emphasis. 2nd ed. McGraw-Hill/Irwin, 2002.
Find full textBook chapters on the topic "Strategic cost management practices"
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White, Colin. "Wal-Mart: the cost-reducing machine." In Strategic Management. Macmillan Education UK, 2004. http://dx.doi.org/10.1007/978-0-230-55477-1_32.
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Poulis, Efthimios. "Strategic Management." In Business and Management Practices in Greece. Palgrave Macmillan UK, 2011. http://dx.doi.org/10.1057/9780230306530_7.
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Lockett, Andy, and Steve Thompson. "Transaction Cost Economics Perspective." In Advanced Strategic Management. Macmillan Education UK, 2016. http://dx.doi.org/10.1007/978-1-137-37795-1_7.
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Lockett, Andy, and Steve Thompson. "Transaction Cost Economics Perspective." In Advanced Strategic Management. Macmillan Education UK, 2007. http://dx.doi.org/10.1007/978-0-230-24896-0_7.
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Lieberman, Marvin. "Cost." In The Palgrave Encyclopedia of Strategic Management. Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_407-1.
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Lieberman, Marvin. "Cost." In The Palgrave Encyclopedia of Strategic Management. Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_407.
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Corbridge, Marjorie, and Monsurat Omotayo. "Talent Management Practices." In Contemporary Themes in Strategic People Management. Macmillan Education UK, 2013. http://dx.doi.org/10.1007/978-1-137-27224-9_10.
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Lieberman, Marvin. "Cost Leadership." In The Palgrave Encyclopedia of Strategic Management. Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_472-1.
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Campbell, Benjamin. "Marginal Cost." In The Palgrave Encyclopedia of Strategic Management. Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-349-94848-2_546-1.
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Lieberman, Marvin. "Cost Leadership." In The Palgrave Encyclopedia of Strategic Management. Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-137-00772-8_472.
Full textConference papers on the topic "Strategic cost management practices"
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Lobato, Luanna Lopes, Ivan do Carmo Machado, Paulo Anselmo da Mota Silveira Neto, Eduardo Santana De Almeida, and Silvio Romero de Lemos Meira. "On the investigation of Risk Management Practices in Software Product Lines." In Simpósio Brasileiro de Qualidade de Software. Sociedade Brasileira de Computação - SBC, 2012. http://dx.doi.org/10.5753/sbqs.2012.15313.
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Software Product Line (SPL) is an approach which offers several benefits for organizations, such as significant reductions in the development and maintenance costs, reduced time-to-market, and personalized software products. In SPLs, the testing activity presents challenges due to characteristics of their development process. The cost of testing SPL is usually higher than the cost of testing traditional systems. SPLs foster the reuse of artifacts that include requirement specifications, code and models. Among different models used in an SPL, state-based models, such as Finite State Machines, are promising candidates to support the test case generation. Therefore, we propose a strategy to reuse test cases generated for different products of an SPL. Test cases are derived from Finite State Machines representing products instantiated from an SPL. The test cases generated for a product are reused when testing further products instantiated from the same SPL, in order to reduce the size of additional test cases. We illustrate our strategy in a case study using two SPLs of embedded system applications.
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Pinheiro, Maria Manuel. "Infraestruturas de Portugal experience on developing a Strategic Asset Management Plan." In IABSE Symposium, Guimarães 2019: Towards a Resilient Built Environment Risk and Asset Management. International Association for Bridge and Structural Engineering (IABSE), 2019. http://dx.doi.org/10.2749/guimaraes.2019.0891.
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<p>A Strategic Asset Management Plan or SAMP is a critical element in an Asset Management System (AMS) and is meant to be an important input on any organization planning processes as it represents how the management foresee its assets, account stakeholders interests and organization mission. It is also a specific requirement of ISO 55001.</p><p>IP – Infraestruturas de Portugal, SA is a road and rail Infrastructure Manager, overseeing a wide number of assets. Its core business is to design, construct, maintain and explore the road and rail national networks. It is a big organisation, and although it has a corporate vision that clearly gives relevance to asset management practices, it is hard to grasp explicit guidance on how to long-term manage assets towards satisfying customers, meeting all regulatory obligations and stakeholders expectations. It is necessary to bridge gaps from business plans to asset management plans, from corporate objectives to asset management objectives, from the day-to-day activities of managing cost, performance and risk to achieving business goals. Developing a SAMP is a task that demands combined efforts and top management engagement. On the other hand SAMP has the purpose of supporting strategy on different timeframes, short-term policies and long-term consequences taking into account the wide life-spans of assets.</p>
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Zhao, Wen, Qian-qian Yu, Hua-shan Li, and Ye-zhuang Tian. "Study on the relationship between JIT practices and operational performance based on the cost leading strategy." In 2014 International Conference on Management Science and Engineering (ICMSE). IEEE, 2014. http://dx.doi.org/10.1109/icmse.2014.6930248.
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Сибгатуллина, Гульназ Ильдаровна, and Андрей Юрьевич Соколов. "DEVELOPMENT OF STRATEGIC MANAGEMENT COST ACCOUNTING AT ALL STAGES OF THE PRODUCT LIFECYCLE IN THE RUSSIAN FEDERATION." In Социально-экономические и гуманитарные науки: сборник избранных статей по материалам Международной научной конференции (Санкт-Петербург, Октябрь 2020). Crossref, 2020. http://dx.doi.org/10.37539/seh293.2020.42.25.002.
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Статья посвящена изучению управленческого учета затрат по стадиям жизненного цикла продукта. Исследована сущность метода, предложена концептуальная модель управленческого учета затрат по стадиям жизненного цикла продукта и ее использование на практике. The article is devoted to the study of management cost accounting at the stages of the product life cycle. The essence of the method is investigated, a conceptual model of management cost accounting for the stages of the product life cycle and its use in practice is proposed.
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Prabhakar, Varun J., and Peter Sandborn. "A Model for Making Part Sourcing Decisions for Long Life Cycle Products." In ASME 2011 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2011. http://dx.doi.org/10.1115/detc2011-47593.
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Long life cycle products, commonly found in aviation, medical and critical infrastructure applications, are often fielded and supported for long periods of time (20 years or more). The manufacture and support of long life cycle products rely on the availability of suitable parts, which over long periods of time, leaves the parts susceptible to a number of possible supply chain disruptions such as suppliers exiting the market, counterfeit part risks, and part obsolescence. One solution to mitigating the supply chain risk is the strategic formulation of suitable part sourcing strategies (optimally selecting one or more suppliers from which to purchase parts over the life of the part’s use within a product or within an organization). Strategic sourcing offers one way of avoiding the risk of part unavailability (and its associated penalties), but at the possible expense of qualification and support costs for multiple suppliers. Existing methods used to study part sourcing decisions are procurement-centric where cost tradeoffs focus on part pricing, negotiation practices and purchase volumes. These studies are commonplace in strategic parts management for short life cycle products; however, conventional procurement-centric approaches offer only a limited view when assessing parts used in long life cycle products. Procurement-driven decision-making provides little to no insight into the accumulation of life cycle cost (attributed to the adoption and use of the part), which can be significantly larger than procurement costs in long life cycle products. This paper presents a new life cycle modeling approach to quantify risk that enables cost effective part sourcing strategies. The method quantifies obsolescence risk as “annual expected total cost of ownership (TCO) per part site” modeled by estimating the likelihood of obsolescence and using that likelihood to determine the TCO allowing sourcing strategies to be compared on a life cycle cost basis. The method is demonstrated for electronic parts in an example case study of linear regulators and shows that when procurement and inventory costs are small contributions to the part’s TCO, the cost of qualifying and supporting a second source outweighs the benefits of extending the part’s effective procurement life.
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Gregor, Frank E., and Daniel E. Hromyak. "Life Cycle Management Application at the STARS Plants." In 12th International Conference on Nuclear Engineering. ASMEDC, 2004. http://dx.doi.org/10.1115/icone12-49493.
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Six of the southwest and western nuclear plants have formed an alliance to jointly apply and share in new technologies to increase plant reliability. Life cycle management (LCM) is an EPRI developed process to evaluate and select the best long-term maintenance strategies for important plant systems, structures and component groups. Both, technical and economic assessments are made to arrive at a strategy that provides the highest reliability at the least cost. Among those SSCs chosen for LCM are the Station Transformers, the Main Generator, Turbine Controls, Underground Piping and the Circulating Water System (CWS). The application of the LCM process to the STARS plants is demonstrated for the CWS. The process steps from information gathering, establishing component maintenance and performance history, failure rates and current maintenance practices to aging and technical obsolescence assessment are reviewed. Information sources for generic failure rates, best industry practices, PM and PdM technologies, aging/degradation and performance trending are discussed. Lastly, methods for the modeling and analysis of the economic parameters are presented. The results of the CWS LCM plans for four of the STARS plants are compared and conclusions are summarized.
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de Oliveira, Carlos Biscaia. "Brisa's Journey on Asset Management System Modelling." In IABSE Symposium, Guimarães 2019: Towards a Resilient Built Environment Risk and Asset Management. International Association for Bridge and Structural Engineering (IABSE), 2019. http://dx.doi.org/10.2749/guimaraes.2019.0327.
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<p>In 2016, Brisa decided to challenge the way decisions over physical assets planning and maintenance operations were being made. The main goal was to develop a new model for Brisa’s Asset Management System, aligned with IAM culture, PAS 55 mindset and ISO 55 000:2014 framework, enabling to maximize the asset’s performance, without losing sight of risk reduction and cost optimization.</p><p>An assessment of Brisa’s current maturity status, regarding its asset management culture and practices, was made, identifying hints to draw the main long-term goals. Drivers to the transformation plan were identified and the roadmap of implementation outlined, approaching both strategical and operational perspectives.</p><p>This document focus on the transformational journey endeavored from AM Processes re-design to IT systems architecture strategy, identifying gaps and exploring opportunities to improve Brisa’s Asset Management processes and related support systems.</p>
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Hamblin-Smoske, Pamela. "Maintaining High Energy Piping Integrity With Unit Specific Strategic Planning." In ASME 2014 Power Conference. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/power2014-32208.
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High-energy piping systems are essential to the safe and cost-effective operation of power plants. The propensity for piping failures increases with the age of the systems involved. Prolonged operation, particularly at elevated temperatures, may result in metallurgical degradation which in-turn increases the potential for cracking and crack propagation until a final failure stage is reached by the component. As a result, power plant operators have become increasingly cognizant of the importance of condition assessment evaluations for high-energy piping systems. Power plant operators are faced with specific challenges to maintain the integrity of their high energy piping systems including the reduction of onsite engineers, aging workforces, equipment, and the need to remain competitive in a challenging global energy market. Plant managers are routinely faced with the complex task of evaluating the current condition of their equipment, forecasting outage budgets and schedules, and performing risk assessments. Additionally, insurance companies are increasingly requiring inspection and maintenance records that are not always up-to-date or readily available. The solution to strategically maintaining the integrity of high-energy piping systems involves taking a comprehensive approach to piping management utilizing unit specific operational training, advanced data management, strategic inspection, maintenance and replacement prioritization. Implementing this comprehensive approach has resulted in avoiding both catastrophic and leak type failures for plant managers that have adopted this strategy. Implementing a unit specific, targeted plan enables utility owners and operators to succeed in today’s competitive market by increasing the unit’s reliability and availability without sacrificing safety or environmental standards. Thielsch Engineering, Inc. hosts over 30 years of advanced engineering experience and provides extensive services to more than 150 power plants each year. Our firm is also the creator and proprietary owners of the 4 SYTE System Strategies that is currently operating in more than 60 power plants throughout the U.S. and Canada. We are an employee-owned company with 425 partners who are dedicated to best practices and customer service is a priority. Thielsch has offices in Rhode Island, Ohio, Texas and Florida.
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Iversen, Klaus, Seppo Salmenhaara, Steinar Backe, et al. "Cost Calculations at Early Stages of Nuclear Research Facilities in the Nordic Countries." In The 11th International Conference on Environmental Remediation and Radioactive Waste Management. ASMEDC, 2007. http://dx.doi.org/10.1115/icem2007-7168.
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The Nordic countries Denmark, Norway and Sweden, and to some extent also Finland, had very large nuclear research and development programs for a few decades starting in the nineteen fifties. Today, only some of the facilities are in use. Some have been decommissioned and dismantled while others are at various stages of planning for shutdown. The perspective ranges from imminent to several decades. It eventually became realized that considerable planning for the future decommissioning is warranted and that an integral part of this planning is financial, including how financial funds should be acquired, used and allocated over time. This necessitates that accurate and reliable cost estimates be obtained at all stages. However, this is associated with fundamental difficulties and treacherous complexities, especially for the early ones. Eventually, Denmark and Norway decided not to build any nuclear power plants while Finland and Sweden did. This is reflected in the financing where the latter countries have established systems with special funds in which money is being collected now to cover the future costs for the decommissioning of the research facilities. Nonetheless, the needs for planning for the decommissioning of nuclear research facilities are very similar. However, they differ considerably from those of nuclear power reactors, especially with regard to cost calculations. It has become apparent in the course of work that summation types of cost estimation methodologies give rise to large systematic errors if applied at early stages, in which case comparison based assessments are less biased and may be more reliable. Therefore, in order to achieve the required quality of the cost calculations, it is necessary that data and experience from authentic cases be utilized in models for cost calculations. It also implies that this calculation process should include a well adopted learning process. Thus, a Nordic co-operation has been established for the exchange and evaluation of cost-related information on nuclear research facilities. The aim is to identify good practices, accumulate experience, compile data from actual plants and projects, and to derive methodology for cost calculations, especially for early stages. The work includes the following tasks which constitutes the bulk of the present paper: • identification of good practice with regard to the following: - strategy and planning, - methodology selection, - radiological surveying, - uncertainty analysis; • descriptions of relevant plants, features and projects: - decommissioning of reactor DR 1 in Denmark, - decommissioning of reactor R 1 in Sweden, - decommissioning of the pilot scale uranium fuel reprocessing plant in Norway, - planning for the future decommissioning of the TRIGA reactor in Finland; • techniques for assessments of costs introduction.
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Reyes, Alejandro, and Otto Huisman. "Formalizing Integrity Management Workflows: Towards Integrity Process Modelling." In 2018 12th International Pipeline Conference. American Society of Mechanical Engineers, 2018. http://dx.doi.org/10.1115/ipc2018-78512.
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Workflows are the fundamental building blocks of business processes in any organization today. These workflows have attributes and outputs that make up various Operational, Management and Supporting processes, which in turn produce a specific outcome in the form of business value. Risk Assessment and Direct Assessment are examples of such processes; they define the individual tasks integrity engineers should carry out. According to ISO 55000, achieving excellence in Asset Management requires clearly defined objectives, transparent and consistent decision making, as well as a long-term strategic view. Specifically, it recommends well-defined policies and procedures (processes) to bring about performance and cost improvements, improved risk management, business growth and enhanced stakeholder confidence through compliance and improved reputation. In reality, such processes are interpreted differently all over the world, and the workflows that make up these processes are often defined by individual engineers and experts. An excellent example of this is Risk Assessment, where significant local variations in data sources, threat sources and other data elements, require the business to tailor its activities and models used. Successful risk management is about enabling transparent decision-making through clearly defined process-steps, but in practice it requires maintaining a degree of flexibility to tailor the process to the specific organizational needs. In this paper, we introduce common building blocks that have been identified to make up a Risk Assessment process and further examine how these blocks can be connected to fulfill the needs of multiple stakeholders, including data administrators, integrity engineers and regulators. Moving from a broader Business Process view to a more focused Integrity Management view, this paper will demonstrate how to formalize Risk Assessment processes by describing the activities, steps and deliverables of each using Business Process Model and Notation (BPMN) as the standard modeling technique and extending it with an integrity-specific notation we have called Integrity Modelling Language or IML. It is shown that flexible modelling of integrity processes based on existing standards and best practices is possible within a structured approach; one which guides users and provides a transparent and auditable process inside the organization and beyond, based on commonalities defined by best practice guidelines, such as ISO 55000.
Reports on the topic "Strategic cost management practices"
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Hubbard, Sarah M., and Bryan Hubbard. Investigation of Strategic Deployment Opportunities for Unmanned Aerial Systems (UAS) at INDOT. Purdue University, 2020. http://dx.doi.org/10.5703/1288284317126.
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Unmanned aerial systems (UAS) are increasingly used for a variety of applications related to INDOT’s mission including bridge inspection, traffic management, incident response, construction and roadway mapping. UAS have the potential to reduce costs and increase capabilities. Other state DOTs and transportation agencies have deployed UAS for an increasing number of applications due to technology advances that provide increased capabilities and lower costs, resulting from regulatory changes that simplified operations for small UAS under 55 pounds (aka, sUAS). This document provides an overview of UAS applications that may be appropriate for INDOT, as well as a description of the regulations that affect UAS operation as described in 14 CFR Part 107. The potential applications were prioritized using Quality Function Deployment (QFD), a methodology used in the aerospace industry that clearly communicates qualitative and ambiguous information with a transparent framework for decision making. The factors considered included technical feasibility, ease of adoption and stakeholder acceptance, activities underway at INDOT, and contribution to INDOT mission and goals. Dozens of interviews with INDOT personnel and stakeholders were held to get an accurate and varied perspective of potential for UAVs at INDOT. The initial prioritization was completed in early 2019 and identified three key areas: UAS for bridge inspection safety as a part of regular operations, UAS for construction with deliverables provided via construction contracts, and UAS for emergency management. Descriptions of current practices and opportunities for INDOT are provided for each of these applications. An estimate of the benefits and costs is identified, based on findings from other agencies as well as projections for INDOT. A benefit cost analysis for the application of UAS for bridge inspection safety suggests a benefit cost over one for the analysis period.
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Beverinotti, Javier, Gustavo Canavire-Bacarreza, María Cecilia Deza, and Lyliana Gayoso de Ervin. The Effects of Management Practices on Effective Tax Rates: Evidence from Ecuador. Inter-American Development Bank, 2021. http://dx.doi.org/10.18235/0003505.
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This paper examines the effects of management practices on effective tax rates (ETR) in a sample of medium and large manufacturing firms in Ecuador. We use a novel data set on management practice scores matched with administrative tax data from the Superintendence of Companies and the Internal Revenue Services of Ecuador based on firms' tax filings. We find that better management practices are positively associated with effective tax rates, defined as the share of tax obligations to profits. This result is robust under various specifications controlling for different covariates, and to different measures of effective tax rates. Furthermore, our findings indicate that the use of fiscal incentives is positively associated with higher effective tax rates. However, firms that use fiscal incentives are able to fatten or reduce their effective tax rates as management practices improved. Overall, our findings suggest that government-sponsored policies that seek to promote better management practices may be self-sustained, if the additional tax revenue expected from better management practices through higher profits is able to cover the cost of the programs.
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Lumpkin, Shamsie, Isaac Parrish, Austin Terrell, and Dwayne Accardo. Pain Control: Opioid vs. Nonopioid Analgesia During the Immediate Postoperative Period. University of Tennessee Health Science Center, 2021. http://dx.doi.org/10.21007/con.dnp.2021.0008.
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Background Opioid analgesia has become the mainstay for acute pain management in the postoperative setting. However, the use of opioid medications comes with significant risks and side effects. Due to increasing numbers of prescriptions to those with chronic pain, opioid medications have become more expensive while becoming less effective due to the buildup of patient tolerance. The idea of opioid-free analgesic techniques has rarely been breached in many hospitals. Emerging research has shown that opioid-sparing approaches have resulted in lower reported pain scores across the board, as well as significant cost reductions to hospitals and insurance agencies. In addition to providing adequate pain relief, the predicted cost burden of an opioid-free or opioid-sparing approach is significantly less than traditional methods. Methods The following groups were considered in our inclusion criteria: those who speak the English language, all races and ethnicities, male or female, home medications, those who are at least 18 years of age and able to provide written informed consent, those undergoing inpatient or same-day surgical procedures. In addition, our scoping review includes the following exclusion criteria: those who are non-English speaking, those who are less than 18 years of age, those who are not undergoing surgical procedures while admitted, those who are unable to provide numeric pain score due to clinical status, those who are unable to provide written informed consent, and those who decline participation in the study. Data was extracted by one reviewer and verified by the remaining two group members. Extraction was divided as equally as possible among the 11 listed references. Discrepancies in data extraction were discussed between the article reviewer, project editor, and group leader. Results We identified nine primary sources addressing the use of ketamine as an alternative to opioid analgesia and post-operative pain control. Our findings indicate a positive correlation between perioperative ketamine administration and postoperative pain control. While this information provides insight on opioid-free analgesia, it also revealed the limited amount of research conducted in this area of practice. The strategies for several of the clinical trials limited ketamine administration to a small niche of patients. The included studies provided evidence for lower pain scores, reductions in opioid consumption, and better patient outcomes. Implications for Nursing Practice Based on the results of the studies’ randomized controlled trials and meta-analyses, the effects of ketamine are shown as an adequate analgesic alternative to opioids postoperatively. The cited resources showed that ketamine can be used as a sole agent, or combined effectively with reduced doses of opioids for multimodal therapy. There were noted limitations in some of the research articles. Not all of the cited studies were able to include definitive evidence of proper blinding techniques or randomization methods. Small sample sizes and the inclusion of specific patient populations identified within several of the studies can skew data in one direction or another; therefore, significant clinical results cannot be generalized to patient populations across the board.
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Howard, Heidi, Chad Helmle, Raina Dwivedi, and Daniel Gambill. Stormwater Management and Optimization Toolbox. Engineer Research and Development Center (U.S.), 2021. http://dx.doi.org/10.21079/11681/39480.
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As stormwater regulations for hydrologic and water quality control become increasingly stringent, Department of Defense (DoD) facilities are faced with the daunting task of complying with multiple laws and regulations. This often requires facilities to plan, design, and implement structural best management practices (BMPs) to capture, filter, and/or infiltrate runoff—requirements that can be complicated, contradictory, and difficult to plan. This project demonstrated the Stormwater Management Optimization Toolbox (SMOT), a spreadsheet-based tool that effectively analyzes and plans for compliance to the Energy Independence and Security Act (EISA) of 2007 pre-hydrologic conditions through BMP implementation, resulting in potential cost savings by reducing BMP sizes while simultaneously achieving compliance with multiple objectives. SMOT identifies the most cost-effective modeling method based on an installation’s local conditions (soils, rainfall patterns, drainage network, and regulatory requirements). The work first demonstrated that the Model Selection Tool (MST) recommendation accurately results in the minimum BMP cost for 45 facilities of widely varying climatic and regional conditions, and then demonstrated SMOT at two facilities.
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Vantassel, Stephen M., and Mark A. Klng. Wildlife Carcass Disposal. U.S. Department of Agriculture, Animal and Plant Health Inspection Service, 2018. http://dx.doi.org/10.32747/2018.7207733.ws.
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Many wildlife management situations require the disposal of animal carcasses. These can include the lethal removal of wildlife to resolve damage or conflicts, as well as clean-up after mortalities caused by vehicle collisions, disease, oil spills or other natural disasters. Carcasses must be disposed of properly to protect public sensitivities, the environment, and public health. Improper disposal of carcasses can result in public outrage, site contamination, injury to animals and people, and the attraction of other animals that may lead to wildlife damage issues. Concern over ground water contamination and disease transmission from improper carcass disposal has resulted in increased regulation. Successful carcass disposal programs are cost-effective, environmentally sound, and protective of public health. In addition, disposal practices must demonstrate sensitivity to public perception while adhering to state and local guidelines. This publication discusses the range of options available for the responsible disposal of animal carcasses.