ADVANCED MANAGEMENT ACCOUNTING
This paper is intended to equip the candidate with knowledge, skills and attitudes that will enable him/her to apply advanced management accounting tools and techniques for decision making in the context of organizational strategy.
18.0 LEARNING OUTCOMES
A candidate who excels in this paper should be able to:
- Use cost estimation data in decision making
- Apply inventory management techniques to strategic decision making
- Use financial and non-financial indicators to measure organizational performance
- Apply environmental management accounting concepts in practice.
- Sources of strategic management accounting information
- Role of strategic management accounting in strategic planning and control
- Governance and control of strategic management accounting information
- Scope and limitations of management accounting
- Ethical standards of management accountants
18.2 Cost estimation and interpretation
- Ordinary least square (OLS) method. Single and multiple predictors; tests of significance (goodness of fit, ANOVA/P-Value, economic plausibility tests, significance of independent variable/t-test)
- Specifications/assumptions of OLS (implications of serial correlation, multicolinearity etc)
- Computer output and technical versus managerial interpretation of OLS results
- Learning curve models and their application
18.3 Planning and decision making techniques
- Cost volume profit analysis (CVP) for single and multiple products under conditions of uncertainty
- Decision making under environments of uncertainty and risk, using conditional payoff tables and decision trees.
- Expected value of perfect information
- Relevant cost analysis
- Application of marginal costing (Non-routine decisions): Limiting factor analysis, Throughput accounting, make or buy decision, continue or discontinue/drop decisions, special order decisions and other short term decisions.
- External pricing methods
- Transfer pricing in divisionalized companies: Domestic and international transfer pricing
- Product life cycle costing, Target costing and Kaizen costing
18.5 Strategic performance measurement
- Functional and divisionalised organizational structures
- Responsibility accounting, responsibility centers and segmental reporting
- Divisional performance measures such as profit margin, asset turnover, return on investment(ROI), return on capital employed(ROCE), residual income(RI), accounting rate of return(ARR) and economic value added(EVA).
- Non-financial performance indicators.
- Alternative performance measures such as balanced scorecard, performance pyramid, Fitzgerald and Moon’s building block model.
18.6 Inventory control decisions
- Applications of certainty inventory models (EOQ and EBQ) in decision making
- Stochastic inventory models with and without stock out cost
- Marginal analysis for perishable stock items
- Application of simulation models in inventory control (with and without backorders)
- Application of strategic management decisions in inventory control: – Just-in-time purchasing(JIT), ABC analysis and material requirement planning(MRP)
18.7 Budgetary control techniques
- Applications of budgetary control systems: – top-down, bottom-up, rolling, zero-based(ZBB), activity- based(ABB), incremental, feedback and feed-forward controls.
- Use of operational variances in reconciling original budget with actual performance
- Advanced variance analysis, planning and operational analysis(Ex-post)
- Application of learning curve model and ABC in variance analysis
- Investigation models for variances.
- Role of accountants in managing and accounting for environmental cost
- Use of management accounting techniques in identification and allocation of environmental costs (Inflow / Outflow analysis, Flow cost accounting, Environmental lifecycle costing and Environmental Activity Based Costing).
|RECOMMENDED STUDY MATERIALS|
|1.||Management and Cost Accounting||Colin Drury||7|
|2.||Advanced Management Accounting||Robert S. Kaplan and Anthony A. Atkinson||3|