Cost Accounting, Budgeting, Profitability Analysis, Strategy And Balanced Scorecard, Incorporating Cost-volume-profit Analysis, Master Budgeting, Responsibility Accounting, Inventory Costing, Pricing Decisions (London)

HRODC Postgraduate Training Institute
En Central London (Inglaterra)

£ 38.000 - ($ 703.315)

Información importante

  • Curso
  • Central london (Inglaterra)
  • Duración:
    3 Months
  • Cuándo:
    A definir

Suitable for: This course is designed for: Chartered Accountants, Certified Accountants, Licensed Accountants, Cost Accountants, Management Accountants, Organisational Decision-makers, Inventory Managers, Quality Managers, pricing Specialists, balanced Scorecard Specialists, Etc.

Información importante

Requisitos: Degree or Work Experience


Dónde se enseña y en qué fechas

inicio Ubicación
A definir
Central London
Carburton Street, W1W 5EE, London, Inglaterra
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¿Qué aprendés en este curso?

Decision Making
Basic IT training
Basic IT
Inventory Management
Accounting MBA
Management Control
Management Accounting
Cost Accounting
IT Management
Sales Training


Module Title:

  • Module 1 - Internal Accountant’s Role in an Organisations, Cost Terms and Purposes
  • Module 2 - Cost-Volume-Profit (CVP) Analysis and Job Costing
  • Module 3 - Activity Based Costing, Cost Management, Master Budgeting and Responsibility Accounting
  • Module 4 - Flexible Budget, Direct and Overhead Variances, and Management Control
  • Module 5 - Inventory Costing, Capacity Analysis and Determining Cost Behaviour
  • Module 6 - Decision-Making, Pricing Decisions and Cost Management
  • Module 7 - Strategic Profitability Analysis, Customer Profitability and Sales Variance Analysis, Incorporating Balanced Scorecard and Cost Allocation
  • Module 8 - Cost Allocation and Process Costing
  • Module 9 - Accounting for Spoilage, Rework and Scrap, with Balanced Scorecard
  • Module 10 - Inventory Management, Simplified Costing, Capital Budgeting and Cost Analysis
  • Module 11 - Management Control Systems, Transfer Pricing and Multinational Operations (1)
  • Module 12 - Performance Measurement, Compensation and Multinational Operations (2)

Limited Contents:

The Internal Accountant’s Role in an Organisation, Cost Terms and Purposes

The Accountant’s Role in an Organisation

  • Accounting Discipline Overview
  • Financial vs. Managerial Accounting
  • Strategy and Management Accounting
  • Management Accounting and Value
  • The Value Chain Illustrated
  • A Value Change Implementation
  • Key Success Factors
  • Planning and Control System
  • A Five-Step Decision Making Process in Planning and Control
  • Management Accounting Outlines
  • A Typical Organisational Structure and the Management Accountant
  • Professional Ethics

Cost-Volume-Profit (CVP) Analysis and Job Costing

Cost-Volume-Profit (CVP) Analysis

  • A Five-Step Decision-Making Process in Planning and Control Revisited
  • Foundational Assumptions in CVP
  • Basic Formulae
  • CVP: Contribution Margin
  • Cost–Volume–Profit Equation
  • Breakeven Point
  • Breakeven Point, extended: Profit Planning
  • CVP: Graphically
  • Profit Planning, Illustrated
  • CVP and Income Taxes
  • Sensitivity Analysis
  • Margin of Safety
  • Operating Leverage
  • Effects of Sales-Mix on CVP
  • Alternative Income Statement Formats

Activity Based-Costing, Cost Management, Master Budgeting and Responsibility Accounting

  • Activity Based-Costing and Cost Management
  • Background
  • Broad Averaging
  • Over and Undercosting
  • Cross-subsidization
  • An Example: Plastim
  • Plastim and ABC Illustrated
  • Plastim and ABC Rate Calculation
  • Plastim and ABC Product Costs
  • Plastim: Simple and ABC Compared
  • Conclusions
  • A Cautionary Tale
  • Rationale for Selecting a More Refined Costing System
  • Cost Hierarchies
  • ABC vs. Simple Costing Schemes
  • Activity-Based Management

Flexible Budget, Direct and Overhead Cost Variances and Management Control

Flexible Budget, Direct Cost Variances and Management Control

  • Basic Concepts
  • Variances
  • Level 1 Analysis, Illustrated
  • Evaluation
  • Flexible Budget
  • Level 2 Analysis, Illustrated
  • Level 3 Analysis, Illustrated
  • Level 3 Variances
  • Variance Summary
  • Level 3 Variances
  • Variances and Journal Entries
  • Standard Costing
  • Standard Costs can be a Useful Tool
  • Benchmarking and Variances
  • Benchmarking Example: Airlines

Inventory Costing, Capacity Analysis and Determining Costs Behaviour

Inventory Costing and Capacity Analysis

  • Inventory Costing Choices: Overview
  • Costing Comparison
  • Differences in Income
  • Comparative Income Statements
  • Comparative Income Statements—Three Years
  • Comparative Income Effects
  • Comparison of Alternative Inventory Costing Systems
  • Performance Issues and Absorption Costing
  • Inventories and Costing Methods
  • Other Manipulation Schemes Beyond Simple Overproduction
  • Management Countermeasures for Fixed Cost Manipulation Schemes
  • Income Effects of Inventory Buildup
  • Extreme Variable Costing: Throughput Costing
  • Throughput Costing Illustrated
  • Costing System Compared

Decision-Making, Pricing Decision and Cost Management

Decision Making and Other Relevant Information

  • Decision Models
  • Five-Step Decision-Making Process
  • Relevance
  • Relevant Cost Illustration
  • Features of Relevant Information
  • Sunk Costs Are Irrelevant in Decision Making
  • A Starting Point: Absorption-Based Budgeted Income Statement
  • Types of Information
  • Terminology
  • Types of Decisions
  • One-Time-Only Special Orders
  • Special Order Illustration
  • Make-or-Buy Illustration
  • Potential Problems with Relevant-Cost Analysis
  • Avoiding Potential Problems with Relevant-Cost Analysis
  • Insourcing vs. Outsourcing
  • Qualitative Factors
  • Opportunity Costs
  • Product-Mix Decisions
  • Adding or Dropping Customers
  • Customer Profitability Analysis, Illustrated
  • Adding or Discontinuing Branches or Segments
  • Adding/Closing Offices or Segments
  • Equipment-Replacement Decisions
  • Behavioural Implications

Strategic Profitability Analysis and Sales Variance Analysis: Incorporating Balanced Scorecard and Cost Allocation

Strategy, Balanced Scorecard and Strategic Profitability Analysis

  • Five Aspects of Industry Analysis
  • Basic Business Strategies
  • Implementation of Strategy
  • The Balanced Scorecard
  • Balanced Scorecard Perspectives
  • The Financial Perspective
  • The Customer Perspective
  • The Internal Business Prospective
  • The Learning and Growth Perspective
  • The Balanced Scorecard Flowchart
  • Balance Scorecard Illustrated
  • Strategy and the Balanced Scorecard, Illustrated
  • Common Balanced Scorecard Measures
  • Balanced Scorecard Implementation
  • Features of a Good Balanced Scorecard
  • Balanced Scorecard Implementation Pitfalls
  • Evaluating Strategy
  • Revenue Effect of Growth
  • Cost Effect of Growth for Variable Costs
  • Cost Effect of Growth for Fixed Costs
  • Revenue Effect of Price Recovery
  • Cost Effect of Price Recovery
  • Cost Effect of Price Recovery
  • Cost Effect of Productivity for Variable Costs
  • Cost Effect of Productivity for Fixed Costs
  • Strategic Analysis of Profitability Illustrated
  • The Management of Capacity
  • Analysis of Unused Capacity
  • Engineered vs. Discretionary Costs
  • Managing Unused Capacity

Cost Allocation and Process Costing

Allocation of Support Department Costs, Common Costs and Revenues

  • Allocating Costs of a Supporting Department to Operating Departments
  • Methods to Allocate Support Department Costs
  • Allocation Method Trade-Offs
  • Allocation Bases
  • Comparative Allocation Bases Illustrated
  • Methods of Allocating Support Costs to Production Departments
  • Choosing Between Methods
  • Allocating Common Costs
  • Methods of Allocating Common Costs
  • Cost Allocations and Contracting
  • Revenue Allocation and Bundled Products

Accounting for Spoilage, Rework and Scrap with Balanced Scorecard

Spoilage, Rework and Scrap

  • Basic Terminology
  • Accounting for Spoilage
  • Types of Spoilage
  • Process Costing and Spoilage
  • Inspection Points and Spoilage
  • The Five-Step Procedure for Process Costing with Spoilage
  • Job Costing and Spoilage
  • Job Costing and Accounting for Spoilage
  • Job Costing and Rework
  • Accounting for Scrap
  • Aspects of Accounting for Scrap
  • Number of Units of Normal and Abnormal Spoilage Changes, Depending on When
  • Inspection Occurs

Inventory Management, Simplified Costing, Capital Budgeting and Cost Analysis

Inventory Management, Just-in-Time (JIT) and Simplified Costing Methods

  • Inventory Management in Retail Organizations
  • Costs Associated with Goods for Sale
  • Management of Inventory Costs
  • The First Step in Managing Goods for Sale
  • Basic EOQ Assumptions
  • EOQ Formula
  • Ordering and Carrying Costs Illustrated
  • Ordering Points
  • Ordering Points Illustrated
  • Inventory Management and Safety Stock
  • Safety Stock Computation Illustration
  • Estimating Inventory-Related Relevant Costs
  • Carrying Costs
  • Opportunity Costs
  • Cost of a Prediction Error
  • Just-in-Time Purchasing
  • Relevant Costs in JIT Purchasing
  • Relationship between Carrying and Ordering Costs Illustrated
  • Analysis of Alternative Purchasing Policies Illustrated
  • JIT Purchasing and Supply-Chain Analysis
  • Supplier Evaluation Illustrated
  • Inventory Management and Materials Requirements Planning
  • MRP Information Inputs
  • Inventory Management and JIT Production
  • JIT Production Goals
  • JIT Production Features
  • Other Benefits of JIT Production
  • JIT and Enterprise Resource Planning Systems (ERP)
  • Performance Measures and Control in JIT
  • Backflush Costing
  • Special Considerations in Backflush Costing
  • Sample Journal Entries in Backflush Costing
  • Sample General Ledger Flows in Backflush Costing
  • Lean Accounting

Management Control Systems, Performance Measurement and Multinational Operations (1)

Management Control Systems

  • Evaluating Management Control Systems
  • Two Aspects of Motivation
  • Organization Structure and Decentralization
  • Decentralization vs. Centralization
  • Benefits of Decentralization
  • Costs of Decentralization
  • Decentralization and Multinational Firms
  • Choices about Responsibility Centres
  • Transfer Pricing
  • Three Transfer Pricing Methods
  • Market-Based Transfer Prices
  • Cost-Based Transfer Prices
  • Hybrid Transfer Prices
  • Negotiated Transfer Prices
  • Comparison of Transfer-Pricing Methods
  • Transfer Pricing Illustration
  • Minimum Transfer Price
  • Multinational Transfer Pricing and Tax Considerations