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Develop a progressive methodology (concept), capable of overcoming the limitations of traditional cost management system and to establish a causal link between the products (services, customer) and cost required for their production (service)<\/p><\/blockquote>\n
Main goals:<\/h2>\n
\n
- Business improvement;<\/li>\n
- Increase the competitiveness of the company;<\/li>\n
- Establish adequate costs per unit of product, service and adequate prices accordingly;<\/li>\n
- Impact on the cost-generating factors of various activities;<\/li>\n
- Performance evaluation of both the company and separate type of activity (transactions).<\/li>\n<\/ul>\n
Stages of the project:<\/h2>\n
\n
- Introduction to the Company:\n
\n
- Strategy;<\/li>\n
- Organizational structure;<\/li>\n
- Business-processes;<\/li>\n
- Accounting reports;<\/li>\n
- Management reporting;<\/li>\n
- Motivation.<\/li>\n<\/ul>\n<\/li>\n
- Development of the methodology for activity-based management system (ABC management systems):\n
\n
- Classification, cost grouping;<\/li>\n
- Company\u2019s types of activities;<\/li>\n
- Establishing cause-effect relationship between types of activities and cost drivers;<\/li>\n
- Cost factors characterizing the consumption of costs by activities;\n
\n
- Report on the tracking (allocation) of types of indirect and ancillary costs for activities:<\/li>\n
- Format;<\/li>\n
- Calculation algorithms;<\/li>\n
- Data sources<\/li>\n<\/ul>\n<\/li>\n
- Cost objects (product, service, customers);<\/li>\n
- Establishing cause-effect relationships between cost objects and types of activities;<\/li>\n
- Activity cost factors characterizing consumption of activities by cost objects or other activities;<\/li>\n
- Report on the calculation of the amount of each activity factor for the cost objects:\n
\n
- Format;<\/li>\n
- Calculation algorithms;<\/li>\n
- Data sources.<\/li>\n<\/ul>\n<\/li>\n
- Report on the calculation of rates per unit cost-of-operation:\n
\n
- Format;<\/li>\n
- Calculation algorithms;<\/li>\n
- Data sources.<\/li>\n<\/ul>\n<\/li>\n
- Report on calculation of activity costs allocated to cost objects:\n
\n
- Format;<\/li>\n
- Calculation algorithms;<\/li>\n
- Data sources.<\/li>\n<\/ul>\n<\/li>\n
- Profit & loss account (P&L) in terms of cost objects:\n
\n
- Format;<\/li>\n
- Calculation algorithms;<\/li>\n
- Data sources.<\/li>\n<\/ul>\n<\/li>\n
- Regulation of processes for activity based costing system<\/li>\n<\/ul>\n<\/li>\n
- Drafting of a document \u201cMethodology for activity based costing management system\u201d.<\/li>\n<\/ul>\n
Conduct procedure:<\/h2>\n
\n
- Preparation of a preliminary list of the documents requested from the Customer and analysis of these documents;<\/li>\n
- Preparation of the list of questions for the Customer’s responders and analysis of the answers;<\/li>\n
- Analysis of the information received;<\/li>\n
- Coordination and approval of the developed documents on Methodology for activity based costing management system.<\/li>\n<\/ul>\n
Project Outcomes:<\/h2>\n
\n
- Formalized methodology (concept) for activity based costing management system aligned with the goals and objectives of the project;<\/li>\n
- Structured scope of works and investments required for automation of activity based costing management system methodology<\/li>\n<\/ul>\n
Value for the Customer:<\/h2>\n
\n
- Presence of ABC management system;<\/li>\n
- Information coming from this system helps to justify management decisions across different areas:\n
\n
- Strategic direction:\n
\n
- Adoption of price decisions (pricing);<\/li>\n
- Formation of product range (Product portfolio;<\/li>\n
- Increasing value for the customers;<\/li>\n
- Analysis of the competitive situation;<\/li>\n
- Search of suppliers;<\/li>\n
- Analysis of the product strategy.<\/li>\n<\/ul>\n<\/li>\n
- Operational direction:\n
\n
- Improvement (reengineering) of business processes, activities;<\/li>\n
- Cost reduction;<\/li>\n
- Managing the cost price of products, services, customers;<\/li>\n
- Establishment of new forms of relations with customers;<\/li>\n
- Motivation of managers.<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n
[\/vc_column_text][\/vc_column_inner][\/vc_row_inner][\/vc_column][vc_column width=”1\/4″ offset=”vc_hidden-sm vc_hidden-xs”][stm_sidebar sidebar=”577″][\/vc_column][\/vc_row]<\/p>\n","protected":false},"excerpt":{"rendered":"
[vc_row css=”.vc_custom_1459506798851{margin-bottom: 100px !important;}”][vc_column offset=”vc_col-lg-9 vc_col-md-9″ css=”.vc_custom_1465228191820{margin-top: 25px !important;}”][vc_row_inner][vc_column_inner][vc_column_text] Project Objective Develop a progressive methodology (concept), capable of overcoming the limitations of traditional cost management system and to establish a causal link between the products (services, customer) and cost required for their production (service) Main goals: Business improvement; Increase the competitiveness of the company; Establish<\/p>\n","protected":false},"author":6,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-2606","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/rbc-grp.solutions\/eng\/wp-json\/wp\/v2\/pages\/2606","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/rbc-grp.solutions\/eng\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/rbc-grp.solutions\/eng\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/rbc-grp.solutions\/eng\/wp-json\/wp\/v2\/users\/6"}],"replies":[{"embeddable":true,"href":"https:\/\/rbc-grp.solutions\/eng\/wp-json\/wp\/v2\/comments?post=2606"}],"version-history":[{"count":4,"href":"https:\/\/rbc-grp.solutions\/eng\/wp-json\/wp\/v2\/pages\/2606\/revisions"}],"predecessor-version":[{"id":3078,"href":"https:\/\/rbc-grp.solutions\/eng\/wp-json\/wp\/v2\/pages\/2606\/revisions\/3078"}],"wp:attachment":[{"href":"https:\/\/rbc-grp.solutions\/eng\/wp-json\/wp\/v2\/media?parent=2606"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}