所有权的总成本一个关键的概念战略成本管理的决定外文翻译已处理.docx

所有权的总成本一个关键的概念战略成本管理的决定外文翻译已处理.docx

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所有权的总成本一个关键的概念战略成本管理的决定外文翻译已处理

所有权的总成本：

一个关键的概念，战略成本管理的决定外文翻译

外文文献翻译译文

一、外文原文

原文:

Totalcostofownership:

akeyconceptinstrategiccostmanagementdecisions

Strategiccostmanagementisnotanewconceptintheory.Inapplication,however,itpresentsmajoropportunitiesfordecision-makingimprovementsformostorganizations.AsdescribedbyShankandGovindarajan.strategiccostmanagementtakesabroadviewoftheorganization'scosts,bothinternalandexternalinsuchawayastoenhancecompetitiveadvantage.

Muchoftheliteratureonstrategiccostmanagementhasapproacheditfromafinancialoraccountingperspective.Thisislogical,sincethosefunctionsoftheorganizationoftenhavefiduciaryresponsibilityforcostcontrol.Inmanyorganizations,however,itisthesupplymanagementarea,alsoreferredtoaspurchasing,procurement,sourcing.oranumberofothernames,thathastheultimateresponsibilityforcontrollingthebulkoftheorganization'sexpenditures.Arecentstudyindicatesthatpurchaseditemsmakeupanaverageof63.5%oftotalcostsformanufacturingfirmsand25%fornonmanufacturers.Suchexpendituresaredirectlyrelatedtotheorganization'scosts,butmanydiscussionsofstrategiccostmanagementconceptsfocusprimarilyoncontrolofmanufacturingcosts,suchaslaborandmachinetime.Inmostorganizations,thecostsofpurchasedmaterialsandservicesfaroutweighinternalmanufacturingcostsThisarticlehasseveralpurposes.ItbeginswithanexplorationoftheconceptoftotalcostofownershipTCOandwhyitisanincreasinglyviablemodelforuseinacquisitiondecisionstoday.Second,areviewoftheTCOliteratureasitappliestopurchasingdecisionsispresented.Next,therelationshipbetweenstrategiccostmanagementandTCOanalysisinpurchasingdecisionsisexplored.

CasestudiesofelevenorganizationsthatapplyTCOconceptstotheirpurchasingdecisionsareusedtooverviewhowandwhereTCOmodelsarecurrentlybeingapplied.Basedonthosedataandpreviousresearch,evidenceispresentedastowhyTCOconceptsarenotmorewidelyimplemented.Managerial/strategicsuggestionsarepresentedforovercomingbarrierstoapplyingTCOinpurchasingandforlinkingTCOtostrategiccostmanagementconcepts.Thepapercloseswithsuggestionsforfutureresearch.

TCOisapurchasingtoolandphilosophyaimedatunderstandingtherelevantcostofbuyingaparticulargoodorservicefromaparticularsupplier.ReferencestoTCOandrelatedconcepts,suchaslifecyclecostanalysis,havebeenintheliteratureforsometime,butitspracticalapplicationhasbeensomewhatlimited.TCOisanimportanttooltosupportstrategiccostmanagement.Itisacomplexapproachthatrequiresthebuyingfirmtodeterminewhichcostsitconsidersmostrelevantorsignificantintheacquisition,possession,use,andsubsequentdispositionofagoodorservice.Inadditiontothepricepaidfortheitem,TCOmayincludethecostsincurredbypurchasingfororderplacement,researchandqualificationofsuppliers,transportation,receiving,inspection,rejection,storage,anddisposalReviewoftheliterature

OneuseofTCOanalysisistosupportthesupplierselectionandevaluationdecision.Traditionalapproachesincludeselectingandretainingasupplierbasedonpricealone,orbasedprimarilyonprice.orqualitativelyevaluatingthesupplier'sperformanceusingcategoricalorweightedpoint/matrixapproaches.Whilethelatterarcpreferredtoa"priceonly"focus,suchapproachestendtodeemphasizethecostsassociatedwithallaspectsofasupplier'sperformanceandgenerallydisregardinternalcosts.ExaminationofsuchcostsisastrengthoftheTCOapproach.

TCOAnalysis

SelectionandevaluationconceptscloselyalignedwithTCOincludelife-cyclecosting,zero-basepricing,all-in-costs,cost-basedsupplierperformanceevaluation.andthecost-ratiomethod,Noneoftheseapproacheshavereceivedsignificant,widespreadsupportintheliteratureorinpracticeforavarietyofreasons,primarilybecauseoftheircomplexityandthelackofgeneralunderstandingoftheconcepts.

Life-cyclecostingfocusesprimarilyoncapitalorfixedassets,"Theaimistogobeyondthepurchasepriceofanasset,todeterminehowmuchitactuallycoststheorganizationtouse,maintain,anddisposeofthatassetduringitslifetime.Pretransactioncoststendtobede-emphasized.ThisapproachiscongruentwithTCObutisonlyasubsetofTCOactivity.TCOisapplicabletovirtuallyeverytypeofpurchaseandincludestheprepurchasecostsassociatedwithaparticularsupplier.

Zero-basepricingandcost-basedsupplierperformanceevaluationbothadvocateunderstandingsuppliers'totalcosts.IncontrasttoTCO,zero-basepricingfocusesheavilyonthesupplier'spricingstructureandcostofdoingbusiness.Cost-basedsupplierperformanceevaluationhasanarrowerscopethanTCO,focusingprimarilyontheexternalcostsofdoingbusinesswithasupplierratherthanconsideringboththeinternalandexternalcosts.

Morerecently,severalarticleshavefocusedspecificallyonTCO.HandfieldandPannesiexploreunderstandingTCOspecificallyforcomponents.TheynotethatTCOcomponentsissuesaredirectlyrelatedtowherethecomponentiswithinitslifecycle,whichmaynotberelatedtotheoverallproductlifecycle.

CarrandIttneroverviewTCOapproachesusedbyseveralorganizations.Themodelstheypresentareallmodifiedversionsofthecost-ratiomethod.Usingthatmethod,anorganizationusuallyidentifiesseveralkeyfactorsoractivitiesthatincreasecosts.Factorssuchasthoseresultingfrompoorqualityandlatedeliveryareaddedtothetotalpurchaseprice.Dividingthesetotalcostsbythetotalpurchasepriceyieldsan"index."Thisindexisthenusedasamultipleforfuturebids/pricesfromthe

suppliertoevaluatethetrue"totalcostofownership"ofdoingbusinesswiththatsupplier.EllramandSiferddevelopedaconceptualframeworkforcoststobeincludedinTCOanalysis,EllramusedcasestudiesoforganizationsthathaveusedformalTCOanalysistodevelopaframeworkforTCOimplementation.EllramalsodevelopedataxonomyforclassifyingTCOmodelsbasedonthetypeofbuy,alsoknownas"buyclass."andaccordingtowhethertheTCOmodelisstandardorunique.BennettpresentsaTCOapproachusedbyCompumotor,amanufacturerofflowcontrolequipment.CompumotorlinksTCOtoitsactivity-basedcostingsystemtoprovideanintegratedapproachtoTCOanalysis.

ApproachessimilartoTCOinpurchasinghavebeenadvocatedinthelogisticsliteratureandstrategicmanagementliterature.Theseapproachesareameansofunderstandingtotalcoststhroughoutthesupplychaininordertoprovidedirectsupportforstrategiccostmanagementefforts.

LackofunderstandingofTCOcanbeverycostlytothefirm.Poordecisionswilllikelyresult,hurtingthefirm'soverallcompetitiveness,profitability,pricingdecisions,andproductmixstrategies.

TheoreticalRoots

Economistshavelongacknowledgedtheimportanceofgoingbeyondpricetoencompassthetransactioncostsinpurchasingfromexternalsources.Economistshavefocusedontransactioncostanalysisprimarilyfromamake-or-buyperspective,consideringverticalintegrationversusbuyinggoodsorservicesinthemarket.TransactioncostsanalysisisalsothefoundationofTCOanalysisWhileTCOanalysiscanbeappliedtotheanalysisofthemake-or-buydecision,itshouldalsobeappliedafteranorganizationhasdeterminedthatitwilluseathirdpartybuyratherthanuseaninternalsourcemake.TransactioncostscanvarysignificantlyamongsuppliersandcanbeanimportantdecisionfactorPreviousliteratureonTCOanalysisdefinedtransactioncostsascostsincurredpriortoactualsale;associatedwiththesale,includingprice;andafterthesalehasoccurred,includingdisposal.Fromthisperspective,transactioncostanalysisintheeconomicsliteratureprovidesthetheoreticalbasisforfurtherexaminingTCOanalysis.TCOanalysisisthetoolandphilosophytosupportthetheoryoftransactioncostanalysis.

WhenTCOIsStrategicCostManagement

ItcanbearguedthatTCOisonlytrulystrategiccostmanagementwhenitoccursonastrategiclevel,asinhelpingtoImprovetheprocessesintheorganizationorthesupplychain.InorderforTCOanalysistoqualifyasstrategiccostmanagement,costconsiderationsmustspantheboundariesoftheorganizationtoincludecostsbothexternalandinternaltotheorganization.Bydefinition,allapplicationsofTCOanalysisdothisbyspecificallyconsideringtheeffectsofthesupplier'sperformance,andtheperformanceofpurchasedgoodsorservices,ontheorganization'stotalcosts.

Unliketraditionalcostreductionandcostsavingstechniques,whichfocusinternally.AllTCOanalysisissupportiveofstrategiccostmanagement.ThatisbecauseallTCOanalysisconsidersthebroadeffectofpurchasedecisionsontheorganization'scosts,aswellastheimplicationsofpurchasedecisionsonothercostparameters.

HowTCOModelsSupportStrategicCostManagement

AccordingtoShankandGovindarajan,threekeythemesareblendedinstrategiccostmanagement:

valuechainanalysis,strategicpositioninganalysis,andcostdriveranalysis.Eachisdiscussedbrieflybelow,asrelatedtoTCOanalysis.

Thevaluechainanalysisconceptisquitesimilartothesupplychainmanagementconceptdiscussedinthepurchasingandlogisticsliterature.Simplystated,thevaluechainframeworkrequiresthatanorganizationconsiderallactivitiesinwhichitengagesthatarerequiredtoproducetheproductorserveiceandprovideittotheultimateconsumer.Thisfocusisexternal,consideringallactivities,which