基于供应链的战略成本管理外文翻译.docx
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基于供应链的战略成本管理外文翻译
外文翻译
原文
StrategicCostManagementinSupplyChains,
Part1:
StructuralCostManagement
Material Source:
AccountingHorizonsAuthor:
ShannonW.AndersonandHenriC.Dekker
SYNOPSIS:
Strategiccostmanagementisthedeliberatealignmentofafirm’sresourcesandassociatedcoststructurewithlong-termstrategyandshort-termtactics.Althoughmanagerscontinuetopursueefficiencyandeffectivenesswithinthefirm,increasinglyimprovementsareobtainedacrossthevaluechain:
throughreconfiguringfirmboundaries,relocatingresources,reengineeringprocesses,andre-evaluatingproductandserviceofferingsinrelationtocustomerrequirements.Inthisfirstpaperinatwo-partseriesonstrategiccostmanagementinsupplychains,wereviewstructuralcostmanagement.Structuralcostmanagementemploystoolsoforganizationaldesign,productdesign,andprocessdesigntocreateasupplychaincoststructure
thatiscoherentwithfirmstrategy.Inthesecondpartoftheserieswe
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willconsiderexecutionalcostmanagement,whichemploysmeasurementandanalysistools_e.g.,varianceanalysis,costdriveranalysis,supplierscorecards_toevaluatesupplychainperformance.Usingselectedstudiesinaccounting,operationsmanagement,andbusinessstrategy,weprovideanoverviewofstrategiccostmanagementinsupplychains,highlightcontemporarydevelopments,andsuggestdirectionsforfutureresearchKeywords:
interorganizational; supplier; supply chainmanagement;valuechain.
INTRODUCTION
Theprevalenceinthecurrentbusinesspressofstoriesaboutacquisitions,restructuring,outsourcing,andoffshoringindicatesthevigorwithwhichfirmsareengagedinthe“creativedestruction”thatismoderncostmanagement.Inatellingshiftfrompriordecadeswhenthefocusofcostmanagementwasonreengineeringinternalprocessesforefficiency_e.g.,just-in-timeinventory,leanproduction_andeffectiveness_e.g.,six-sigmaqualityinitiatives,teamproduction_,firmsaretakingupShankandGovindarajan’s(1992,1994)prescientchallengetomanagecoststhroughoutthevaluechain.Asthevalueofpurchasedmaterialsandservicesasashareofsellingpricehasincreased,firmsfindthemselvesmanagingcomplexsupplychainsthatincludeglobalsuppliers,contractmanufacturers,company-ownedproductandservicecenters,third-partylogisticsproviders,andanetworkoftransportation
providers_Trebilcock2007_.Althougha2008surveyoftopexecutivesfoundthat57percentidentifiedcostreductionastheprimarystrategicgoalforsupplychainmanagement(McKinsey&Company2008),complexsupplychainsalsocreatenewcostsandrisksthatmustbemanaged.
Inthispaperwereviewrecentresearchinaccounting,operationsmanagement,andbusinessstrategytohighlighttheinterplaybetweenresearchandnewsupplychainmanagementpractices.Inthenextsectionweprovideanoverviewofstrategiccostmanagementanddefinethescopeofourinquiry.TheorganizingframeworkthatweemployincorporateselementsfromShankandGovindarajan’s(1992,1994)discussionofstructuralandexecutionalcostdriversandvaluechainanalysisandTomkinsandCarr’s(1996)dynamicmodelofstrategicinvestment.Intwosubsequentsectionswereviewselectedstudiesthatexaminestrategiccostmanagementinsupplychainsanddiscusscontemporarypractices.Firstwefocusonstructuralcostmanagementdecisionsrelatedtosourcing,supplierselection,andthedesignofsupplierrelationships.Thenweturntostructuralcostmanagementdecisionsrelatedtojointproductandprocessdesign.Thesecondpaperinthetwo-partserieswilltakeupexecutionalcostmanagementinsupplychainsandreviewadvancesinresearchandpracticeaimedatmeasuring,monitoring,andimprovingsupplytransactions.
STRATEGICCOSTMANAGEMENT
Costmanagement researchhastendedtofallintotworelatedstreams(Lord1996).Papersinthefirstresearchstreamexaminewhetherandhowfirmsconfigureaccountingdatatosupportvaluechainanalysis(e.g.,TomkinsandCarr1996;Dekker2003;HergertandMorris1989).Papersinthesecondresearchstreamattempttoderivetherelationshipbetweenafirm’sstrategyandcoststructure.Thefocusisonthecausalrelationbetweenactivitylevelsandtheresourcesthatarerequired(i.e.,“costdrivers”)(e.g.,Anderson1995;Ittneretal.1997).Theseresearchstreamstakeasgiventhefirm’sstrategyandstructureandfocusonwhetheraccountingrecordsarecapableofreflectingordetectingtheeconomicsofthechosenstrategy.InthisreviewwetakeShankandGovindarajan’s(1992,1994)broaderperspectivethatmuchofwhatconstitutesstrategiccostmanagementisfoundinchoicesaboutorganizationalstrategyandstructure.
Following Anderson(2007), we define “strategic costmanagement”asdelibe