Value Chain Analysis and Traditional Management Accounting

Value Chain Analysis and Traditional centering AccountingAlong with the increase of world economic integration, the immature-made first steps atomic number 18 facing the competitions and challenges non exactly from the domestic market, but excessively from the world-wide markets. The companies ar confront with the different economic surround, so that the social environment of account statement may also undergo some study changes(Pierce andODea,2003). The archetypal adept is the research and development of science and technology become an eventful foundation. Then the ability of access to in chance variableation and communication become the all outstanding(p) point of success. Third, the human resources as a prerequisite for trues development and expansion. The final exam one is an unprecedented development of run, the corporate should have world(a) awareness. The modern green light guidance fantasy is strategicalal, long and global development, therefore th e conventional attention chronicle may be difficult to adapt this novel environment. The approach systems, cost entertain systems and performance reporting systems of traditional prudence chronicle may be no longer meet the new manufacturing environment. The competition among enterprises is no longer circumscribed to the price of products and services, cost or quality, but rather be reflected in the inter-enterprise evaluate drawing string. Since the 80s of last century, prof Michael Porter set the jimmy mountain concatenation theory has been widely utilise to the practice of argument wariness and become the most comeed attention ideas and methodsBased on such situation, this assignment entrust investigate how the abide by bowed stringed instrument analysis challenge and improve the traditional charge accounting. First, It will illustrate the weakness of traditional management accounting. Then it will go on to demonstrate the pry mountain range theory. Thir d, it will consider the divergence amidst traditional management accounting and place twine analysis.The bound of traditional management accountingThere exist five major limitation for traditional management accounting. The first one is the traditional management accounting may treat the star sign as a bingle part. It only provided information for a single enterprise management decision and control, ignoring the out-of-door environment and other relevant information also merchantman reflect the staunchs position in the market(Williamson,1975). Second, the traditional management accounting limited to the collection and analysis of versed fiscal information, the information break off from the requirements of corporate strategic management and weakened the role of management accounting(Granlund and Lukka, 1998). Third, the concept of traditional management accounting just focus on closure the relevant and individual inseparable issues. It peck not form a sound managemen t system with the market and long-term interests, so that the piece of writing of the budget system just only concentrate on the enterprises internal planning and operations. The forth is the traditional management accounting adopted financial indicators chiefly such as profit and cost to assess and cake the performance of corporate. But the calculation of these indicators do not consider the cost of capital and risk premium, therefore, the report of business performance by these indicators are not accurate. In addition, the measurement of enterprise performance should include fiscal and non monetary factors. However, the measurement of indicators by traditional management accounting only include monetary indicators. The final one is the investment decision is an important part for traditional management accounting. The economic evaluation of investment projects mainly through the cash inflows and outflows of entire construction and operation period. This approach chiefly consi ders the financial benefits, focusing on saving direct materials and labor. However, when facing the global international market, in order to improve and enhance the competitiveness of business, the firm preserve not only appraise the financial profit, but also should take a variety of non-financial benefits into account (Bhimani and Langfield-Smith. 2007).Because of the limitation of traditional management accounting, the appearance of Strategic Management Accounting expands the perspective of the management accounting (Roslender and Hart, 2003). It clearly explain that the MA should concern about the overall juncture of the comp whatsoever. It is servicing for developing and controlling the companys strategy. Based on this, the judge drawing string analysis as an crucial method of SMA is the breakthrough. In the following chapter, I will focus on to state the value chain theory.The value chain theoryThe concept of value chain is firstly proposed by Professor Michael Porter(19 85), he demonstrated that if taking the enterprise as a whole it can not discover the firms competitive advantage. The competitive advantage should come from the various mutual separate activities, such as design, merchandise, marketing, rescue and supporting process. Each company is the aggregation of such kinds of activities, all these activities can be expressed with the value chain. After that Shank and Gowindarajan(1993) believe that any corporate value chain should contain the whole process form the raw materials which get from the initial suppliers to the final products which will be delivered to the users. Their greatest contribution is combined the value chain analysis method with the accounting information to make the strategic management become reality. With the development of information technology, Rayport and Sviolda(1995) proposed the virtual value chain, they further enrich the value chain theory.Dynamically, the value chain analysis is actually a process which ar ound the value-added, come about to coordinate and optimize the value chain. The Value chain as an important management tool should be first an information system which services to its target business management. It have to provide useful information to optimize the business processes, realizing the value-added process and can be utilized for decision-making. The value chain analysis takes all forms of business activities into the value chain and then forecast, decide, analysis, control and evaluate any increased or decreased value which on the value chain. Compared with the traditional management accounting, the value chain analysis expands the hurl of accounting object and extending the business from the internal core to the entire value chain. If treating the enterprise as a whole, it may be unable to distinguish which is the effective value-added part. But the value chain analysis can analyze the business activities, by examining each activities and their relationship with o ther segments of the value chain to determine the companys added value. Also the concept of value chain vividly summed up the organic links of the firms value creation activities, but the companys value chain is not a single part, it is a crisscross value chain network(Collins and Belcher 1999 Hinterhuber 2002). Therefore, the control of the value chain can not be free and dispersed, but should be based on real-time evaluation and multi-dimensional of the wax range of control.The losss between value chain and traditional management accountingThere may exist three main difference between value chain analysis and traditional management accounting. The first one is the typical character of traditional management accounting is its inward-oriented services, subordinate and serve the enterprises internal organization and management. And the traditional management accounting use the firm itself and its internal units as object, only concerned the enterprise itself and ignored the extern al factors, so the aims of corporate may lack of long-term competitiveness. In contrast, the value chain analysis tends to extroversion, mainly because enterprises strategy is outward character. The enterprise development strategies should consider the uncertainty of external in operation(p) environment as premise, it moldiness pay attention to the changes of the external environment to ensure that the business can survive and develop in such turbulent environment. So the researched chain of mountains of value chain is breakthrough the enterprise itself, involved both upstream and downstream enterprises, also including the competitors. The goals is to maintain a competitive advantage as a starting point, based on system optimization and the long-term competitiveness.The second one is the traditional management accounting focus on the maximization of short-term interests of the enterprise and only concerned about the production process, analyzing the associated cost of three stages of project supply, production and marketing, never in-depth consideration of the management operating. However the value chain management is directly analysis of to the operating level. It includes five basic operations and four auxiliary operations. The five chief(a) activities is inbound logistics, operations, outbound logistics, marketing and sales, and service. And the procurement, technology development, human resources management and enterprise infrastructure as four support activities. On this basis, the value chain analysis can be divide into three levels, one is aimed at the operating management of the basic operations and support operations. The second is the enterprise value chain management. The third one is the firms outside value chain management. These three levels will cooperate with each other and making the management become more objective. In fact, when the competition of firms become the overall strategic competition, the pursuit of long-term goals, market shar e has become a business imperative goal. Therefore, the value chain analysis follow the long-term and overall interests and maximizing the profit as its main charactersThe third one is the traditional management accounting based on the enterprise itself and only regarding the firm as a whole or using the internal units as object, the analysis is rather limited. But the value chain analysis not only take the business itself into account, but also consider the fit , suppliers, sales channels and even entire industries, the analysis of subjects is quite diversity. determinationTo conclude, because of only focusing on the internal management and short-term effect, the traditional management accounting exposed its limitations and can not meet the requirements of business. However, the strategic management accounting is more able to adapt to todays more confused competitive environment and global market, it both concerns the long-term interest and the coordination of internal resources and external environment. In this assignment, the article emphasis on analyzing how the value chain analysis better than the traditional management accounting and stating the main difference between value chain analysis and traditional management accounting. The value chain theory is an important achievement in recent years and it provides a new perspective for the business management.