Kế toán - Kiểm toán - Chapter 16: Managing suppliers, customers and quality

Nội dung text: Kế toán - Kiểm toán - Chapter 16: Managing suppliers, customers and quality

1. Chapter 16 Managing suppliers, customers and quality Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
2. Supply-chain management s Processes of streamlining the supply chain by managing costs, accelerating time-to- market of new products, and creating close relationships with supplier and customers s May include the adoption of e-commerce technologies and cost management techniques Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 2 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
3. Analysing supplier costs s Activity-based costing can be used to estimate the costs of dealing with suppliers s Costs associated with dealing with a particular supplier, other than the cost of purchased material and components ÙCosts of purchasing - ordering, receiving and inspection ÙCosts of holding inventory ÙCosts of poor quality ÙCosts of delivery failure Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 3 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
4. Managing suppliers s Evaluating supplier performance ÙSupplier performance index: the ratio of supplier cots to total purchase price ÙMeasures may include ability to supply at the contact price, material quality, supplier delivery performance, quality of relationships between employees, union and management ÙMeasure may also focus on the purchasing firm’s performance within the relationship Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 4 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
5. Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 5 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
6. Managing inventory s Why hold inventory? ÙCope with uncertainties in customer demand and in production processes ÙQualify for quantity discounts ÙAvoid future price increases in raw materials ÙAvoid the costs of placing numerous small orders with suppliers Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 6 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
7. Conventional approaches to inventory management s Focused on balancing ÙOrdering costs: the incremental costs of placing an order for inventory ÙCarrying costs: the costs of carrying inventory in stock ÙShortage costs (or out of stock costs) Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 7 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
8. Economic order quantity (EOQ) s The optimum order size for individual inventory items, to minimise the total ordering and carrying costs Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 8 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
9. Timing of orders under EOQ s Inventory re-order point (ROP) ÙThe level of inventory on hand that triggers the placement of a new order (or setup) s Safety stock ÙThe extra inventory kept on hand to cover any above-average usage or demand Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 9 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
10. Assumptions underlying EOQ s Demand is known and constant s Incremental ordering costs are known, constant per order s Acquisition cost per unit is constant s Entire order is delivered at one time s Carrying costs are known, constant per unit s On average, one-half of order is in stock at any time Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 10 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
11. Just-in-time (JIT) inventory management s JIT inventory and production system ÙA comprehensive system for controlling the flow of manufacturing in a multistage production environment s The underlying philosophy is the simplifying of the production process by removing non- value-added activities Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 11 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
12. Key features of JIT production s A pull method of co-ordinating production, uses kanbans s Simplified production processes s Purchase of materials, and manufacture of sub-assemblies and products in small lots s Quick and inexpensive setups of production machinery continued Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 12 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
13. Key features of JIT production s High-quality levels for raw materials, components and finished products s Effective preventative maintenance of equipment s Flexible work teams Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 13 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
14. JIT purchasing s Only a few suppliers s Long-term contracts with suppliers s Materials and parts delivered in small lots as needed s Minimal inspection of delivered materials and parts s Electronic ordering and payments Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 14 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
15. Costs of JIT s Substantial investment to change the production to minimise non-value-added activities s An increase in the risk of inventory shortages and the associated loss of production, expediting materials costs and loss of sales Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 15 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
16. Benefits of JIT s Savings in inventory-carrying costs s Lower insurance costs s Fewer losses due to spoilage, obsolescence and theft s No opportunity costs of high inventory s Elimination of non-value-added activities s Meets customers’ needs more effectively Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 16 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
17. Managing customers s Customer relationship management (CRM) ÙCollecting and analysing data to understand individual customers’ behaviour patterns and needs ÙTo develop strong relationships with customers ÙCan lead to improved customer service, customer retention, new customers, more effective and efficient marketing, increased sales and customer profitability Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 17 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
18. Customer cost analysis s Activity-based costing can be used to determine the profitability of customers s Customer cost analysis: assigning the costs of product and customer-driven activities to customers s Customer profitability analysis ÙRelative profitability of customers can be determined and used for a range of strategic decisions Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 18 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
19. How do customers differ? s Customisation of products s Marketing and selling activities s Distribution channels s Customer support activities Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 19 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
20. What calculate customer profitability? s To address the following questions ÙWhich customers generate the most profits? and how do we retain them? ÙWhich customers generate the lowest profits? and how can we make them more profitable? ÙWhat types of customers should we focus on to maximise profitability? Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 20 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
21. Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 21 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
22. Customer profitability analysis s Four level of customer-driven activities and costs ÙOrder level activities ÙCustomer level activities ÙMarket level activities ÙFacility level activities s Customer performance measures Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 22 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
23. Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 23 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
24. Managing quality s What is quality? s Quality of design Ùdegree to which a product’s design specifications meet customers’ expectations s Quality of conformance Ùdegree to which a product meets formal design specifications Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 24 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
25. Cost of quality reports s Costs incurred in ensuring that the organisation maintains a high level of quality in its products, and the costs that arise from having poor-quality products s Internal failure costs ÙIncurred when defective products or services are detected before they leave the firm Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 25 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
26. Cost of quality reports s External failure costs ÙIncurred as a result of defective products or services being delivered to customers s Appraisal costs ÙIncurred to determine whether defects exist s Prevention costs ÙIncurred to prevent internal or external failures and to minimise appraisal activities Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 26 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
27. Usefulness of cost of quality reports s Places a dollar figure on the costs of poor quality s Helps prioritise quality improvement programs s Helps managers monitor the effects of the ‘quality effort’ s Can help identify the optimal level of quality for the firm Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 27 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
28. TQM and a quality culture s TQM is a management approach that focuses on meeting customer requirements by achieving continuous improvement in products or services s TQM is a broad philosophy with a number of features which are not included in JIT Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 28 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
29. Features of TQM s TQM is holistic s Customer-driven s Involves empowerment s Has a process perspective s Is supported by a quality management system s Involves continuous improvement Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 29 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith
30. Quality accreditation s Organisations may achieve quality accreditation by meeting a series of quality standards set out in the ISO 9000 series. s ISO 9000’s are ÙExpensive to implement and maintain ÙMay have little relevance to many small businesses and service organisations Copyright  2003 McGraw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An 30 Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith