会计专业 外文翻译 作业成本法和经济

1 译文一：译文一：作为战略管理工具的作业成本法和经济增加值的整合研究作为战略管理工具的作业成本法和经济增加值的整合研究 译文二：译文二：运用作业成本法和经济增加值的具体应用：小制造企业运用作业成本法和经济增加值的具体应用：小制造企业 THE RESEARCH OF INTEGRATED ACTIVITY-BASED COSTING AND ECONOMIC VALUE ADDED SYSTEM AS A STRATEGIC MANAGEMENT TOOL Narcyz Roztocki State University of New York ABSTRACT This paper describes a field study which examines the implementation of an integrated Activity-Based Costing and Economic Value Added System in two small manufacturing firms. The results of this study suggest that this integrated approach outperforms both traditional cost accounting and standard Activity-Based Costing methods. Furthermore, the findings from two small companies show that there liability of cost information obtained by this integrated system increases substantially when differences in capital usage exist. Factors that could create these differences in capital usage and lead to distorted cost information are discussed. Using actual data from the field study, possible distortions to product cost as a result of a homogenous capital cost allocation are also examined. Finally, the impact of this integrated approach on the decision- making、strategic planning and long-term business performance of the two participating companies is discussed. KEYWORDS Activity-Based Costing; Economic Value Added; strategic management Introduction In todays business environment, many manufacturing companies are facing a fierce competition in domestic and global markets implementing strategic management tools, in order to increase their competitiveness. Activity-Based Costing (ABC) and Economic Value Added（EVA）are two such examples of these strategic management tools. 2 Traditionally, ABC and Economic Value Added methods have been used separately. ABC has been used as a costing system, mainly to improve operating efficiency; while Economic Value Added has been used as a financial performance measure, mainly to improve financial efficiency. In recent years, some researchers have proposed that ABC should be combined with Economic Value Added to create an integrated costing and performance system(Hubbell, 1996a; Hubbell, 1996b; Cooper Roztocki Second, management was trying to identify the most lucrative product line in order to initiate a marketing campaign with the biggest impact on overall profits. 2 Company Y Company Y, also located in Pittsburgh, Pennsylvania, was owned and managed by three owner-managers who bought the company from a large corporation in the mid 1990s, Company Y employed approximately 40 people. The majority of this companys business was in the area of manufacturing electrical devices and their main product lines were Motors and Motor Parts、Breakers、 and Control Parts. Company Y sold its products in the domestic market as well as abroad. A portion of the companys output was sold directly to end-users, while the remainder was sold with the help of independent distributors. The management of Company Y was interested in using the Integrated ABC-EVA System for the purpose of cost control and profit planning. 3 Comparison of the costing systems During the field study, three costing systems (TCA, ABC and the Integrated ABC-EVA System) were used to obtain cost information for each company in order to identify factors which may lead to distortions through arbitrary allocation of capital costs. In a comparison, capital costs were only able to be traced by the Integrated ABC-EVA System. The nature of the TCA and ABC systems resulted in arbitrary allocations of capital costs. 4 RESULTS The main objective of the data analysis presented in this section is to investigate which factors most often distort information provided by the ABC system. As mentioned in the methodology section, factors such as diversity in production volume、product size、product complexity、 material consumption, and setups often distort cost information. These factors are 5 examined closely for possible allocation errors. 4.1 Data Analysis for Company X The data analysis for Company X began with an examination of its cost structure. Company Xs overall costs for 1998 were evaluated by comparing the percentages of direct costs (direct labor and direct material)、operating costs (overhead) and capital costs as shown in Exhibit 1. Exhibit 1. Cost Analysis for Company X in Thousands of Dollars Direct CostOperating CostCapital CostTotal Cost 1664829326 2819 59.0%29.4%11.6%100.0% Capital costs, at 11.6 percent, represented a notable portion of Company Xs total costs. This relatively high capital costs could be explained by high investments in special equipment and fixed assets. In addition, Company X required a relatively large amount of working capital to support its wide variety of products. The next step was to calculate product cost information and examine changes across six product lines and three costing systems. Exhibit 2 and Exhibit 3 present the results. Exhibit 2. Product Cost Information in Thousands of Dollars Product LineTCAABCABC-EVA Overlays Membrane Laser 1201 621 438 1043 681 415 1216 747 482 Roll Labels NCaps Miscellaneous Parts 134 52 47 179 103 72 189 108 77 Total249324932819 Exhibit 3. Changes in Product Cost Information after Including Capital Costs Product LineTCA to ABC-and-EVAABC to ABC-EVA Overlays Membrane Laser + 1.2 % + 20.3 % + 10.5 % + 16.6 % + 9.7 % + 16.1 % Roll Labels NCaps Miscellaneous Parts + 41.0 % + 107.7 % + 63.8 % + 5.6 % + 4.9 % + 6.9 % Total+ 13.1 %+ 13.1 % The Integrated ABC-EVA System, taking into account capital costs, revealed that the overall product cost was actually 13.1 percent higher than either TCA or ABC estimated. The 6 difference in product cost, however, was not uniform across all product lines. After adding capital costs to the product cost obtained from the ABC system, the greatest difference in product cost was observed in the Overlays product line (+ 16.6 %) while the least difference was registered in the NCaps product line (+ 4.9 %). From this, it can be concluded that an arbitrary allocation of capital costs to the product cost obtained by using the ABC system would produce inexact product cost information. For example, adding 13.1 percent to all product lines would distort the product costs for Company X. Company Xs management was surprised when presented with the results of using the Integrated ABC-EVA System. Familiarized with the calculations used, the managers agreed that the results were correct. Knowing that the Overlays product line was the only product line which created economic value, they considered extending marketing efforts for this product line. In contrast, for the Laser product line (considered to be profitable according to the TCA and ABC systems, but revealed to be destructive to shareholder value by the Integrated ABC-EVA System), the managers announced changes in their pricing policies, as well as additional cost reduction efforts. Furthermore, they considered new outsourcing policies for unprofitable low volume product lines (such as NCaps and Miscellaneous Parts). 4.2 Data Analysis for Company Y The data analysis for Company Y also began with an examination of its cost structure. As in Company Xs analysis, Company Ys costs for 1998 were evaluated by comparing the percentages of direct costs (direct labor and direct material)、operating costs (overhead) and capital costs as shown in Exhibit 4. Exhibit 4. Cost Analysis for Company Y in Thousands of Dollars Direct CostOperating CostCapital CostTotal Cost 286623343965596 51.2%41.7%7.1%100.0% Operating costs, at approximately 42 percent, represented a notable portion of Company Ys total costs. Company Ys business, with its customized products (such as motors and generators) required a relatively high amount of effort in engineering design、 product specification and supervision. Therefore, a highly qualified work force was essential. The high salaries paid to these employees were the reason for Company Ys relatively high operating costs. Next, as in Company X, product cost information for four product lines, obtained by the three costing systems, was investigated and presented to the managers. Exhibit 5 and Exhibit 6 present results of this analysis. 7 Exhibit 5. Product Cost Information in Thousands of Dollars Product Line TCAABCABC-EVA Motors and Motor Parts Breakers 1839 1261 2348 1324 2528 1437 Control Parts Miscellaneous Parts 655 1445 554 974 590 1041 Total520052005596 Exhibit 6. Changes in Product Cost Information after IncludingCapital Costs Product LineTCA to ABC-EVAABC to ABC-EVA Motors and Motor Parts Breakers + 37.5 % + 14.0 % + 7.7 % + 8.5 % Control Parts Miscellaneous Parts -9.9 % -28.0 % + 6.5 % + 6.9 % Total+ 7.6 %+ 7.6 % Again, the Integrated ABC-EVA System taking into account capital costs, revealed that the overall product cost was higher than TCA or ABC estimated, this time by 7.6 percent. This difference in product cost, once again, was not uniform across product lines. The greatest difference (compared to ABC) was registered in the Breakers product line (+ 8.5 %), while the least difference was registered in the Control Parts product line (+ 6.5 %). Once again, it can be concluded that an arbitrary allocation of capital costs to the product cost obtained by the ABC system will distort, though not substantially, the product cost. Company Ys management was especially surprised by the fact that the Motors and Motor Parts product line, which was believed to be highly profitable under both the TCA calculation and the ABC, was not actually able to create any economic value. This assumption of profitability was contradicted by the Integrated ABC-and-EVA System. Because the Economic Value Added for Motors and Motor Parts product line was only slightly negative, the managers believed a slight increase in price would make the Motors and Motor Parts product line a value creator. In their opinion, this price increase was feasible since the company had an especially strong market position in this particular product line. 4.3 Summary of the Results This analysis shows that the ability of the Integrated ABC-EVA System to provide reliable cost information increases especially in cases where products are dissimilar、manufacturing technologies and equipment are diverse and capital cost is high. Of the companies studied, 8 Company X had not only the higher capital costs, but also the greatest product diversity, As a result, the analysis showed a relatively high distortion in product cost between the ABC and ABC- EVA systems;The highest distortion in product cost between the TCA and ABC-EVA systems was observed in Company Y, which had the higher operating costs. In the case of Company Y, the ABC component of the Integrated ABC- EVA System was able to trace operating cost accurately, compared to the TCA system which simply allocated operating cost based on direct labor hours. 5 CONCLUSIONS The findings for both companies are highly similar. These findings confirm that traditional accounting systems often provide inaccurate、incomplete and unreliable cost information. Arbitrary allocation of operating and capital costs may often lead to distortions in product cost. Furthermore, the results suggest that the ABC system alone, though able to manage operating expenses and shows deficiencies, especially when capital investments are substantially diverse. When capital investments are substantially diverse (because of variation in production volume, technology, setups, materials or product complexity, for example), the ABC system is no longer a reliable strategic management tool for successful decisionmaking. The managers of each company in the field study expressed great satisfaction with the reliability and completeness of the Integrated ABC-EVA System. They regarded the System as a very useful strategic managerial tool. As a result of this implementation, the managers also changed certain corporate policies. These changes included adjustments in product costing、marketing strategies and perception of customer profitability. Overall, this field study demonstrated that the integration of a costing system with a financial performance measure in the form of Integrated ABC-EVA System will help manufacturing companies make an effective long-term business strategy. 原文来源:The Integrated Activity-Based Costing and Economic Value Added Systemas a Strategic Management Tool: A Field StudyJ. Engineering Management Journal, 2000 9 作为战略管理工具的作业成本法和经济作为战略管理工具的作业成本法和经济 增加值的整合研究增加值的整合研究 Narcyz Roztocki 纽约州立大学 摘 要 本文针对两家小制造公司的作业成本法和经济增加值整合系统的应用进行案例分析。 这项研究的结果表明这种整合方法优于传统成本会计和标准作业成本法。此外，两家小公 司的研究结果表明当资本成本分配存在差异时，运用整合系统获得的成本信息的可靠性将 极大地提高。本文将论述造成资本成本分配差异及导致成本信息扭曲的各因素。在同种资 本成本分配方法下，使用案例的数据，研究可能造成产品费用扭曲的情况。最后，讨论这 种整合方法对所参与的两家公司在政策制定、战略计划和长期的企业绩效方面的影响。 关键字 作业成本法；经济增加值；战略管理 引言 在当今的企业环境下，面对国内和全球市场上剧烈的竞争，为了增强他们的市场能力， 许多制造企业实施战略管理工具。作业成本法(ABC)和经济增加值(EVA)是企业战略管理的 两种方法。 传统上，ABC和EVA方法被单独使用。作为一项成本核算系统，ABC主要用于提高经营 效率；而经济增加值作为一项财务业绩评价指标，主要用于改进财务效率。近年来，不少 专家提出将作业成本法与经济增加值结合使用，形成一个成本核算和业绩评价的整合系统 (Hubbell, 1996a; Hubbell, 1996b; Cooper Roztocki Roztocki, Valenzuela, Porter, Monk, Roztocki & Needy, 1999c)(此方法学的发展是为了更高效地实施小企业环境下ABC-EVA整合系统，欲了解关于 其更详细的信息，感兴趣的读者可参考引文。) 第三阶段，收集所有参与公司在每个成本核算系统下得出的数据并计算数据。 第四阶段，分析收集的数据。运用逐步实施的方法进行计算，各管理者校验独立记录 的数据的准确性、判断计算得出的数据与公司原有实际数据的差异程度。这种“亲身参与” 方法使管理者能更好地了解并认同整合系统的可行性。 针对每家公司，数据经过分析后产生了不同结论。为使一般制造企业认同ABC-EVA整 合系统价值并在此方面达到一致结论，下文将对这些研究结果进行比较。分析数据更具体 的目标是调查在资本成本未进行分配或随意分配情况下，哪些因素可能扭曲TCA或ABC系统 提供的成本信息。诸如产品生产量、规格、复杂性、材料和配置等的差异性因素往往扭曲 成本信息(Cooper 1988)，因此，应仔细地分析可能导致资本分配扭曲的这些因素。 通过追踪产品对象的作业成本及运用多重的作业成本动因分析，ABC系统可能排除成 本信息失真的情况。然而ABC系统未对资本成本加以考虑，随意分配资本成本将导致信息 失真情况的出现。另外，标准ABC系统下的成本分析只考虑直接费用和经营成本，只根据 经济利润做出经营决策或随意分配资本费用至成本对象，管理人员有时将做出错误的经营 决策。 11 运用作业成本法和经济增加值的具体应用：运用作业成本法和经济增加值的具体应用： 小制造企业小制造企业 本部分将阐述两家小制造企业中，被建议使用的ABC-EVA整合系统的实施情况。公司 的管理层希望他们的公司名称保持匿名。所以，下文中他们被称为X公司和Y公司。 在案例分析之前，两家公司都使用传统的成本系统。根据直接人工小时分配各费用至 各产品线。两家公司的管理者认为传统成本系统不能提供可靠的成本信息。 1 X公司 X公司，位于匹兹堡，宾夕法尼亚，是一家大约有30名员工的小制造企业。X公司主要 的产品是覆盖物，过滤膜，激光器，卷标签和组合应用平台软件。在90世纪中期，一个投 资集团从已经退休的前所有者那购买了此公司。在研究之时，公司由前副总裁经营，他由 三人管理集团支持。投资者首先关心财政业绩，而不是每日的政策制定。由于两方面原因， 此管理集团非常热切地想参与到此次实际应用研究中。首先，新投资者不满意于目前生产 的产品所带来的收益率，这给管理层施加了压力；其次，为开展对整体利润有最大促进作 用的经营活动，管理层尝试开发能产生丰厚利润的产品。 2 Y公司 Y公司，也位于匹兹堡，宾夕法尼亚，由三人管理者拥有和经营，此管理层在90世纪 中期从一个大公司那购买了Y公司，Y公司雇佣近40名员工。这公司的绝大多数业务在电子 设备制造领域，他们的主要产品是马达、马达零件、破碎机和控制零件。Y公司在国内外 市场上销售它的产品。公司部分产品直接销售给最终消费者，而剩下的产品在独立经销商 帮助下销售。为实现成本控制和利润规划的目标，Y公司的管理层对运用ABC-EVA整合系统 极感兴趣。 3 成本核算系统的比较 实际应用研究期间，为了识别因资本成本的任意分派可能导致成本信息扭曲的各因素， 将运用三个成本核算系统(TCA、ABC和ABC-EVA整合系统)分别得到每家公司的成本信息。 比较三个系统，各资本成本只能由ABC-EVA整合系统追踪。TCA和ABC系统的本质导致资本 成本的任意分派。 12 4 结论 在此部分，分析数据的主要目标是调查哪些因素最可能扭曲ABC系统提供的成本信息。 按照所述的方法学部分，例如生产量、产品大小，产品的复杂性、材料耗费和配置各因素 将可能扭曲成本信息。为防止错误分配资本成本，将仔细分析各因素。 4.1 X公司的数据分析 X公司的数据从它的成本结构的分析开始。1998年，X公司的总成本评估是通过比较如 表1显示的直接成本 (直接人工和直接材料)、营业成本(作业成本)和资本成本的百分比加 以评估的。 表1 x公司的成本分析 千美元 直接成本营业成本资本成本总成本 16648293262819 59.0%29.4%11.6%100.0% 资本成本占11.6%，占X公司总成本的一部分。专用设备和固定资产的高额投资导致相 对高的资本成本。另外，X公司要求相对多的流动资本以支持丰富的产品种类。 下一个步骤将计算产品成本、分析六种产品和各成本核算系统的变化情况。表2和表3 显示了分析结果。 表2 产品成本信息 千美元 产品 TCAABCABC-EVA 覆盖物 过滤膜 激光器 1201 621 438 1043 681 415 1216 747 482 卷标签 组合应用平台软件 混合零件 134 52 47 179 103 72 189 108 77 总计 249324932819 表3 包含资本成本后的产品成本信息的变化 产品 TCA to ABC-EVAABC to ABC-EVA 覆盖物 过滤膜 激光器 + 1.2% + 20.3% + 10.5% + 16.6% + 9.7% + 16.1% 卷标签 组合应用平台软件 混合零件 + 41.0% + 107.7% + 63.8% + 5.6% + 4.9% + 6.9% 总计 + 13.1%+ 13.1% ABC-EVA整合系统由于考虑了资本成本，计算得出的总产品成本较TCA或ABC系统下所 13 估计的高出13.1%。然而，所有产品的成本差异程度是不一致的。将资本成本增加到在ABC 系统下得出的产品成本后，成本最大的变动在覆盖物产品中体现出来(高出+16.6%)，而最 小变动在组合应用平台软件产品中体现(高出+ 4.9%)。从这些可以得出，ABC系统下，将 资本成本随意分配到产品，所得到的成本信息是不精确的。例如，增加13.1%的资本成本 到所有产品将扭曲X公司的成本信息。 当使用ABC-EVA整合系统所产生的结果呈现在X公司管理层时，他们感到很惊讶。管理 层熟悉曾经使用过的成本核算方法，认可了研究结论的正确性。了解到覆盖物产品是唯一 创造经济价值的产品，他们考虑加大对这个产品的市场力度。相反，至于激光产品（TCA 和ABC系统下，被认为是盈利的，但是根据ABC-EVA整合