Understanding costs: Part 2 — resource-based costing
A new approach to costing relies on an integrated approach to looking at costs, resources, activities, and cost objects — leading to insight for strategy and operations.
A new approach to costing relies on an integrated approach to looking at costs, resources, activities, and cost objects — leading to insight for strategy and operations.
Costing systems have evolved very little over recent decades, with activity-based costing in the late-1980s probably being the last major development.
Companies renegotiate terms, diversify sourcing, and focus on adding value and expanding markets to stave off rising input prices.
Finance departments need to lead the way when it comes to reducing expenses in the long term.
A senior adviser at Scandinavia’s largest company explains what it means to “kick out the budget”.
How do businesses manage costs to invest in new technologies? A Deloitte partner shares findings from a global survey.
Professionals at the UK’s National Health Service are using principles that date back to cost accounting’s roots as they employ a data-centric approach to improving patient care and efficiency in treatment.
Small and midsize companies in emerging countries must pay special attention to modernising their cost management.
Alasdair Macnab, FCMA, CGMA, has reengineered the Balanced Scorecard to create a system for measuring the HR and financial costs of meeting strategic objectives. Macnab explains the approach and how it can be used to make good decisions about allocating scarce resources.