Cost & Management Accounting

Code Date City Fees Register
E011 June 16, 2024 - June 27, 2024 Bangkok $ 9000

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E011 September 1, 2024 - September 5, 2024 Dubai – UAE $ 5000

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E011 December 29, 2024 - January 2, 2024 Online $ 1500

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E011 March 2, 2025 - March 6, 2025 Cairo - EGYPT $ 4000

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Objectives

  • This course will discuss:
  • Learn how to build and use financial statements to evaluate the financial / strategic performance of an organization
  • Management use of advanced and strategic management accounting information
  • Strategic planning for business success
  • Cost management and Strategy
  • Different Approaches to Costing
  • Product costing in multinational firms
  • Cost Planning and Budgeting
  • Decision Making with Relevance Costs and a Strategic Emphasis
  • Performance measurement and balanced score card
  • A new role for the management accountant
  • Designing strategic management accounting systems
  • Operating strategic management accounting systems

The Delegates

  • Chief Accountants.
  • Group Finance Directors.
  • Heads of Finance.
  • Finance Managers.
  • Financial Controllers.
  • Accountants.
  • Management Accountants.
  • Executive Directors of Finance.
  • Managers of Financial Accounts.
  • Heads of Accounting and Administration.
  • Finance and Information Systems Managers.
  • Financial Analysts.
  • Portfolio Managers

 

The Contents

  • Management and Cost management Fundamentals
  • The accountant’s role in the organization
  • An introduction to cost terms and purposes
  • The use of cost management information
  • Creating cost-aware organizations
  • Review of some key cost concepts
  • Product vs. Period costs
  • Direct and Indirect Costs
  • Cost behavior: Fixed and Variable Costs
  • Problems and Examples
  • Different Approached to Planning and Budgeting
  • Fixed and flexed budget (static and flexible budget)
  • Rolling budget
  • Zero based budgeting
  • Activity based budgeting
  • Master budget
  • From costing to budget: interpreting variances (variance analysis)
  • Integrate continuous improvement into variance analysis.
  • Problems, Case Study and Exercises
  • Traditional and Activity-based Approaches to Costing
  • Absorption (Full) vs. Variable costing
  • Under-costing and over-costing: the consequences for profitability
  • How to refine a costing system?
  • Activity-based costing (ABC) and cost-management (ABM)
  • Cost hierarchy & Cost drivers
  • Linking resources, activities and management
  • Introducing Activity-based management (ABM)
  • Linkages between ABM and ABC – monitoring value creation
  • Problems, Case Study and Examples
  • Other Advanced Approaches to Costing
  • Job-costing systems
  • Process costing systems
  • Cost allocation
  • Cost allocation: joint-cost situation
  • Quality and strategic cost management: the concept of TQM
  • Problems, Case Study and Exercises
  • Analysis of corporate performance :
  • Learning outcomes :
  • Operating and Financial Review
  • Other guidance in analysis
  • Linking ratios to the cash flow statement
  • Segmental information
  • Test your understanding
  • Application
  • Problem solving and evaluation
  • Activities for study groups
  • Performance evaluation and feedback reporting :
  • Learning outcomes :
  • Preparing performance reports
  • Performance evaluation
  • Benchmarking
  • Non-financial performance measures
  • The Balanced Scorecard
  • Management use of performance measurement
  • Further discussions
  • Test your understanding
  • Cases for study groups
  • Application
  • Problem solving and evaluation
  • Management Control Systems and Performance Issues: the concept of balanced score card
  • Strategic investment units
  • Control systems and transfer pricing
  • Market based transfer pricing
  • Cost based transfer pricing
  • Negotiated transfer pricing
  • Control systems and performance measurement
  • New role for managers and management accountants in designing incentive systems
  • Different performance measures
  • Financial and non-financial performance measures
  • Designing an accounting-based performance measure
  • Understand ROI, RI and EVA
  • Strategic performance measurement: Balanced scorecared
  • Value change analysis
  • Problems, Case study and Examples

The Discount

10% in case of Three P. (or more)

2024-04-24T13:54:04+00:00