Práce se zabývá stanovením hodnoty projektu pro účely přijetí investičního rozhodnutí. Jedná se o interní projekt implementace metodiky activity based costing (ABC/M) v konkrétní společnosti. Pro stanovení hodnoty je využita metodologie reálných opcí. V první části práce je uveden kontext investičního rozhodování a reálných opcí a dále základní principy ABC. V druhé části práce jsou nastíněny přínosy ABC a je proveden výpočet hodnoty projektu na základě definovaného modelu.

Práce se zabývá stanovením hodnoty projektu pro účely přijetí investičního rozhodnutí. Jedná se o interní projekt implementace metodiky activity based costing (ABC/M) v konkrétní společnosti. Pro stanovení hodnoty je využita metodologie reálných opcí. V první části práce je uveden kontext investičního rozhodování a reálných opcí a dále základní principy ABC. V druhé části práce jsou nastíněny přínosy ABC a je proveden výpočet hodnoty projektu na základě definovaného modelu.

The high cost of emergency department (ED) care is often viewed as an area for achieving cost savings through reduced utilization for inappropriate conditions. The implementation of outpatient prospective payment for Medicare ED patients heightens scrutiny of costs and utilization in the ED versus primary care settings. Data from hospital clinical records, financial records, and a provider survey was used to develop a costing methodology and complete a comparative analysis of the cost of care for three diagnoses by setting. Total costs were significantly higher in the ED due primarily to differences in ancillary tests and prescription drugs ordered.

This paper examines activity-based costing (ABC) as a tool for organizational learning. More specifically, it is suggested that ABC can help business organizations engage in adaptive as well as generative learning. ABC facilitates adaptive learning by supporting continuous improvement and the management of existing knowledge. It facilitates generative learning by supporting the development of a learning culture and the social context in which new mental models can be developed. Important guidelines for implementing ABC to enhance organizational learning are distilled from a mini case study of a health care services provider.

Today, organisations are faced with drastic economic challenges which include, the global financial crisis, credit crunch, globalisation and increased competitive forces. As market share shrinks, organisations strive to find new customers, and increase its bottom line, by adequately managing costs. The objective of cost management practices is to ensure that organisations have a true understanding of costs, so that it can continuously make the right decisions with regards to product mix, price and market. This research uses a qualitative methodology to uncover how the South African banks currently use costing principles. This is achieved through semi-structured long interviews with individuals, who are directly responsible for this function within their respective organisation. <p.The conclusion offers a conceptual cost management framework, which is made up of a number of key models to assist an organisation mature in their cost management practices. It is evident from this research that the banks in South Africa are relatively immature; therefore, they require a focus on efficient and effective cost management practises. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

A research report submitted by in partial fulfilment of the requirements for the degree of Master of Commerce, University of the Witwatersrand, 2019 / Black Economic Empowerment (BEE) legislation was introduced in South Africa to combat the significant modern-day racial inequality caused by Apartheid. While social returns are the primary objective of BEE, one must assess whether compliance with this legislation has also yielded financial returns. Prior studies have mainly focused on the effect of the composite BEE Scorecard on performance, and have produced inconclusive and conflicting results. This study therefore aims to gain further insight into the impact of the BEE scorecard by isolating the influence of each element of the BEE scorecard on performance. A quantitative study was undertaken using Johannesburg Stock Exchange-listed firms as the population. A multivariate panel regression analysis was performed using return on assets (ROA), return on equity (ROE) and share returns (SHR) as proxies for performance over the period 2011 to 2017. The final sample translated into 346 company-year observations for the ROA and ROE models, and 381 for the SHR model. Initial analyses evidenced a strong positive correlation between ROA/ROE and Employment Equity. The regression analyses, which controlled for profitability, growth, asset utilisation, debt, size, industry and macro-economic factors, returned two significant findings. The Ownership element of the scorecard was positively associated with both ROA and ROE, while Socio-Economic Development was negatively associated with ROA. The findings from this study add to the body of BEE research that shareholders, managers and policy-makers can consider when making decisions about BEE policies. Ongoing research to further develop these findings will assist companies in supporting the movement for economic unity while maximising their own value creation. / PH2020

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The purpose of this research was to quantify the impact of the log variables: length, grade, and scaling diameter, on the cost of producing hardwood lumber, using the activity-based costing technique. The usual technique of calculating hardwood lumber product costs is based upon traditional cost accounting, where manufacturing costs are allocated to the products based upon the volume of each product that is produced. With the traditional cost accounting procedure, the variation in the resources used to process the logs is not taken into consideration. As a result, when the cost to manufacture the products is subtracted from the market value of the products, the resulting profit levels of the products may not be truly representative of the actual resources consumed in manufacturing the product. Using discrete-event simulation, two hardwood sawmills were modeled and a series of experiments were conducted which would not have been feasible to conduct on the mill floors. Results from the simulation experiments illustrated that the activity-based and traditional cost accounting techniques allocated different amounts of manufacturing costs to the products. The largest difference between the two cost accounting techniques was found to be the amount of raw material costs allocated to the products. For one of the sawmills modeled, log grade was identified as having the greatest influence on determining product costs and total manufacturing costs. Results from the model of the second sawmill however demonstrated that log diameter had a greater impact on determining product costs and total manufacturing costs. The commonality of the results from the two simulation models was that the differences in the volume of lumber produced, between the logs that were studied, was a critical component in determining which log parameter had the most effect on changing the dynamics of the sawmill system. To enable hardwood managers a more precise method of allocating raw material costs to the lumber products, a methodology was developed that uses the principles of activity-based costing to allocate raw material costs. The proposed methodology, termed the lumber yield method, uses lumber yield values from logs with similar characteristics to allocate raw material costs to the lumber products. Analysis of the output from the simulation models illustrated that with the lumber yield method, the amount of raw material costs allocated to the products was not significantly different than the amount allocated by the activity-based costing method. The calculated raw material costs of the products were however, found to be significantly different between the lumber yield method and the traditional volume costing method. / Ph. D.

The objective of this thesis is to demonstrate the use of the Activity-Based Costing (ABC) approach together with the Theory of Constraints (TOC) philosophy in determining the optimal product-mix and restrictive bottlenecks of a company. The contribution of this thesis is a new product-mix decision model that uses activity-based cost information. This new model is proposed to be used with the TOC philosophy in order to improve the financial performance of a company.</p> Four case studies, all of which are based on hypothetical data, are prepared in this research to show the applicability of the proposed model in different manufacturing environments. Specifically, the first case study shows that the conventional product-mix decision model and the model developed in this thesis can give significantly different results regarding the best product-mix and associated bottlenecks of a company. The second case study demonstrates the use of the proposed product-mix decision model in a complex manufacturing environment. Specifically, this case study shows how companies should consider alternatives such as activity flexibility and outsourcing to improve their profitability figures. The third case study is an extension of the second case study, and it is prepared to illustrate that the proposed model can be extended to include more than one time period. The final case study demonstrates the applicability of the proposed model in a lean manufacturing environment.</p> Using the proposed model developed in this research will give managers more accurate information regarding the optimum product-mix and critical bottlenecks of their companies. By applying the TOC philosophy based on this information, managers will be able to take the right actions that will improve the profitability of their companies. Specifically, they will be able to observe the effects of several alternatives, such as activity flexibility and outsourcing, on the throughput of the whole system. In addition, the proposed model should help managers to prevent making decisions that sub-optimize the system. This may occur, for example, when using only the most efficient methods to produce each product even though the capacities of these methods are limited and some other less efficient methods are currently available in the company. By extending the model to include more than one time period, managers will be able to estimate the potential bottlenecks and the amount of idle capacities of each non-bottleneck activity performed in the company ahead of time. This information is powerful and can give companies a substantial advantage over their competitors because the users of the new model will have enough time to improve the performance of their potential bottlenecks and to search for more profitable usage of excess capacities before the actual production takes place. / Master of Science

by Mak Wing-lai Tony. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leaves [42]). / ABSTRACT / TABLE OF CONTENTS / ACKNOWLEDGEMENT / CHAPTER / Chapter I --- INTRODUCTION --- p.1 / Chapter II --- METHODOLOGY --- p.9 / Chapter III --- RESULTS --- p.19 / Chapter IV --- DISCUSSION --- p.32 / APPENDIX / BIBLIOGRAPHY