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.docx

1、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：Total cost of ownership: a key concept in strategic cost management decisionsStrategic cost management is not a new concept in theory. In application, however, it presents major opportunities for decision-making improvements for most organizations. As desc

2、ribed by Shank and Govindarajan. strategic cost management takes a broad view of the organizations costs, both internal and external in such a way as to enhance competitive advantage.Much of the literature on strategic cost management has approached it from a financial or accounting perspective. Thi

3、s is logical, since those functions of the organization often have fiduciary responsibility for cost control. In many organizations, however, it is the supply management area, also referred to as purchasing, procurement, sourcing. or a number of other names, that has the ultimate responsibility for

4、controlling the bulk of the organizations expenditures. A recent study indicates that purchased items make up an average of 63.5% of total costs for manufacturing firms and 25% for nonmanufacturers. Such expenditures are directly related to the organizations costs, but many discussions of strategic

5、cost management concepts focus primarily on control of manufacturing costs, such as labor and machine time. In most organizations, the costs of purchased materials and services far outweigh internal manufacturing costs. This article has several purposes. It begins with an exploration of the concept

6、of total cost of ownership (TCO) and why it is an increasingly viable model for use in acquisition decisions today. Second, a review of the TCO literature as it applies to purchasing decisions is presented. Next, the relationship between strategic cost management and TCO analysis in purchasing decis

7、ions is explored.Case studies of eleven organizations that apply TCO concepts to their purchasing decisions are used to overview how and where TCO models are currently being applied. Based on those data and previous research, evidence is presented as to why TCO concepts are not more widely implement

8、ed. Managerial/strategic suggestions are presented for overcoming barriers to applying TCO in purchasing and for linking TCO to strategic cost management concepts. The paper closes with suggestions for future research.TCO is a purchasing tool and philosophy aimed at understanding the relevant cost o

9、f buying a particular good or service from a particular supplier. References to TCO and related concepts, such as life cycle cost analysis, have been in the literature for some time, but its practical application has been somewhat limited. TCO is an important tool to support strategic cost managemen

10、t. It is a complex approach that requires the buying firm to determine which costs it considers most relevant or significant in the acquisition, possession, use, and subsequent disposition of a good or service. In addition to the price paid for the item, TCO may include the costs incurred by purchas

11、ing for order placement, research and qualification of suppliers, transportation, receiving, inspection, rejection, storage, and disposal. Review of the literatureOne use of TCO analysis is to support the supplier selection and evaluation decision. Traditional approaches include selecting and retain

12、ing a supplier based on price alone, or based primarily on price. or qualitatively evaluating the suppliers performance using categorical or weighted point/matrix approaches. While the latter arc preferred to a price only focus, such approaches tend to deemphasize the costs associated with all aspec

13、ts of a suppliers performance and generally disregard internal costs. Examination of such costs is a strength of the TCO approach.TCO Analysis Selection and evaluation concepts closely aligned with TCO include life-cycle costing, zero-base pricing, all-in-costs, cost-based supplier performance evalu

14、ation. and the cost-ratio method, None of these approaches have received significant, widespread support in the literature or in practice for a variety of reasons, primarily because of their complexity and the lack of general understanding of the concepts.Life-cycle costing focuses primarily on capi

15、tal or fixed assets, The aim is to go beyond the purchase price of an asset, to determine how much it actually costs the organization to use, maintain, and dispose of that asset during its lifetime. Pre transaction costs tend to be de-emphasized. This approach is congruent with TCO but is only a sub

16、set of TCO activity. TCO is applicable to virtually every type of purchase and includes the pre purchase costs associated with a particular supplier.Zero-base pricing and cost-based supplier performance evaluation both advocate understanding suppliers total costs. In contrast to TCO, zero-base pricing focuses heavily on the suppliers pricing structure and cost of doing business. Cost-based supplier performance evaluation has a narrower scope than TCO, focu