战略成本管理【外文翻译】

1、本科毕业论文（设计）外 文 翻 译外文题目 strategic cost management 外文出处 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.译文：战略成本管理摘要：价值链概念在战略文献中已经被讨论超过十年

45、了。作为一个组织我们思考战略定位的一般理念，其意义被广泛接受。但是，由于实证的例子在塑造成本分析概念中并不完善，所以缺乏相关的文献。本文讨论一种变相的实地研究领域中价值链的构造。成本管理的见解与那些被传统分析技术所建议的分析技术（一个2x2的增长/份额矩阵和传统成本分析）形成对比。该文章的目的是使我们了解如何建立和使用价值链管理会计。作者认为这是个强大的概念，并且值得更多经验研究，以使战略观点在管理成本分析中更加明确。“会计系统确实为成本分析提供有用的数据，他们经常是在战略成本分析中获得的”。波特(1985，第63页)战略成本管理(scm)中最主要的的重点关注在成本管理工作。所述问题的形式:我

46、们如何组织关于成本管理的想法？在scm框架,有效地管理成本需要一个广泛的关注，并扩展到外面的公司。波特(1985)将其定义为“价值链”。价值链对于任何一个公司而言，其创造价值的活动都从基本原料来源开始，并通过最终产品传递到“最终消费者”手中。这种重点扩展到外部的公司。每个公司整体链创造价值的活动,它很可能只有一部分。我们意识到没有企业可以在它们的运作中跨越整个价值链。虽然价值链概念已经被讨论了十多年，关于这个观点的战略功效尚未被明确的表达。根据一个广泛的文献搜寻,我们找不到任何一个公司有一个完整的派生价值链。显然，有必要开始记录现实世界中如何在价值链框架提供战略洞察力的实际例子，而这个不可能出

47、现在其他框架。我们开始相信把这个观点纳入管理会计领域是很重要的。这篇文章试图开始满足这一需要。战略力量的价值链分析基础知识：一个企业是否能够发展和保持成本优势，根本上取决于它的价值链相对于竞争对手的每一个价值链配置的配置。我们相信波特（1985）是正确的，他认为，在市场上的竞争优势，最终源自以较低的成本提供更好的顾客价值相等费用或等效顾客价值。从这个角度来看，价值链分析是必不可少的，以准确确定在该公司的部分链从设计到分配客户价值可以提高或降低成本。正如沙克（1989）所说的，不顾企业上下游之间的联系是很限制性的视角。忽视价值链联系的危险：价值链框架是打破从基本原料进战略相关部门到最终使用客户活

48、动链，以了解成本行为和分化源的方法。如前所述，一个公司通常只是在价值创造和交付系统活动大集中典型的一部分。即使在同一行业，在完全的市场竞争，同一套完全相同的同一组的供应商，我们知道没有两家公司的整体价值链上是独一无二的。供应商不仅生产和提供一个企业的价值活动的投入，但重要的是影响公司的成本差别立场。例如，由小型造纸厂的发展降低了产品的用户线，即客户的客户的经营成本2向下价值链阶段。同样，客户的行为可能对公司的价值活动产生重大影响。例如，当印刷机制造商创造了“3米”的宽度，造纸厂的盈利能力会受到影响，因为造纸机的宽度必须符合某些印刷机宽度的倍数。我们将更充分说明，一个企业要获得和保持竞争优势，要

49、了解整个价值创造和传递系统，而不仅仅是价值链中所参与的部分。供应商和客户以及供应商的供应商和客户的客户是否有利润对理解一个公司的成本/差异化定位有重要意义，因为最终使用客户最终支付整个价值链的利润空间。对不同竞争对手价值链的启示：如果竞争者a(在展览最充分的综合性公司)在每个链阶段计算调整全部转让价格的市场竞争程度的资产回报率，它可以突出潜力的领域，该公司可以更经济的境外购买而不是“制造”（制作或购买的战略选择）。一个完整的价值链,竞争对手b、c、d、e、f和g能够确定是否有可能进一步融入落后地区,可以提高他们的表现。例如韦斯特瓦科，虽然仍拥有一个大信封转换器，但最近停止生产信封纸。另一方面，诚品已售出其信封转换业务,但仍然产生信封文件。韦斯特瓦科和诚品的这两种选择，虽然表面上不一致，但可给予合理具体的策略。每一个价值活动都有一个独特的成本驱动程序解释成本费用这一活动（沙克，1989）。因此，每个价值活动有其独特的竞争优势来源。公司每个阶段面对的竞争对手有可能不同，其中的一些竞争对手将更充分地整合公司，其中一些会更加重点突出专家的地位。价值链与价值增值分析：价值链的概念，往往是在管理会计中采纳，它可以用来与内部的焦点对比。管理会计，在先进的教科书中解释，通常需要以一个“增值”的角度来看，从供应商（购买