This programme will allow you to explore the traditional tools of cost analysis and control as well as new advanced approaches, which reflect and respond to the current complex business environment. 

What Do Participants Learn from Cost Analysis to Support Strategic Decisions Course?

• How to add value to the bottom line
• Enhance cost awareness and its relationship with strategy
• Describe specific cost analysis and performance measurement techniques
• Learning how to get from cost to strategy than to performance measurement
• Broadening the management accounting knowledge
• Deliver more timely and useful information to decision maker
• Identify and manage key financial and non-financial indicators for the business

This Cost Analysis to Support Strategic Decisions Course ideal for:

• All business professionals and sectors of industry, irrespective of functional responsibilities, where personnel have to plan and cost, and who are responsible for strategic analysis
• Other professionals who would like to increase skills from having the opportunity to consider new ideas and methods
• Personnel on a fast-track development

Day 1

Introducing the Linkages Between Strategy and Costing

• Managing contemporary organisation
• Strategic Plan, Budgeting, Costing and Management Control
• Management Accounting for organizational control systems
• Responsibility accounting and the process-view
• The context for costing
• The Budget and its role for achieving organizational targets
• What is it the situation in your organisation?

Day 2

Cost Analysis and Classifications

• Cost terms and classification
• Inventoriable vs. period costs
• Manufacturing vs non-manufacturing costs
• Variable vs. Fixed costs (CVP analysis)
• Direct vs. indirect cost
• Under-costing and Over-costing problems
• Problems and Examples – Case study illustration

Day 3

From Cost Accounting to Management Control

• Cost allocation: traditional costing and activity-based costing (ABC)
• From traditional budgeting to Activity-based budgeting (ABB)
• Activity-based management
• Decentralized organizations
• Cost/Profit/Investment centers
• Transfer-pricing issues
• Problems and Examples – Case study illustration

Day 4

Flexible Budgets and Variance Analysis

• The features of budgetary control
• Define the master budget and explain its major benefits to an organization
• Describe the difference between a static budget and a flexible budget
• Compute flexible-budget variances and sales-volume variances
• Explain why standard costs are often used in variance analysis
• Integrate continuous improvement into variance analysis
• Case study, problems and exercises

Day 5

Linking Strategy to Actions: Beyond Costing

• Shortcomings of traditional approaches to measurement
• The Balanced Scorecard: linking Strategy to Performance Measurement
• Financial perspective, Customer perspective
• Internal Business Process perspective, Learning and growth perspective
• Developing and adapting scorecard
• Case study illustration

RECTUS attendance certificate will be issued to all attendees completing minimum of 80% of the total course duration