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Strategic Management Accounting

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About Course

Paper Code : 312505

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Credits : 4

Class Hours :120 hrs.

Paper Title :

  Strategic Management Accounting

Course Content

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Chapter-1 Strategic Management Accounting
An Introduction: Historical evolution of Management Accounting –Strategic Management Accounting-Difference between Management Accounting and Strategic Management Accounting –Scope of Management Accounting systems Information-The relationship among financial accounting, cost accounting, cost management and strategic cost management-Theoretical perspectives of management accounting.

Chapter-2 Vision, Mission, Strategy, Goals, and Objectives and Strategy Topology
Vision statement and mission statement-strategy-goals-strategic decisions-strategic business unit-types of strategy-environmental uncertainty,–Strategy and environment-Management Control–strategic Planning, strategic management, and program planning-economy, efficiency, and effectiveness-competitive strategy and costing systems.

Chapter-3 Activity Based Costing and Activity Based Management
ABC-Classification of organizational activities for an ABC system-Traditional Cost systems and ABC systems–Limitations of ABC-Activity Based Management. Customer Profitability Analysis/Customer Analysis (CPA)-CPA and ABM-The implementation of CPA.

Chapter-4 Strategic Cost Management
Lean production-JIT production and ABC-Target Costing, Kaizen costing and Product Life Cycle Costing,-Product Development-Value Engineering! Analysis-Quality Function Deployment.

Chapter-5 Quality Costing, Total Quality Management and Management Accounting Systems
Dimensions of quality-quality costs-Hidden quality costs-Cost of dissatisfied customer-Taguchi Loss Function-TQM-Benchmarking.

Chapter-6 Accounting for Value Chain Analysis
Value chain concept-Value Added analysis and Value Chain analysis-Porter’s value chain framework- Management accounting systems in the value chain framework.

Chapter-7 Responsibility Accounting
Decentralization a theoretical perspective-Responsibility Center and Segment Reporting-Key financial measures-ROI, RI, EVA, MVA. –Transfer Pricing.

Chapter-8 Balanced Scorecard (BSC), Measuring Non-Financial Performance
Importance of non-financial performance measures-Key, non-financial performance measures-building a strategic performance measurement system-Balanced Scorecard evolution-Linking BSC with the strategy of the organization-arguments for Balanced Scorecard adoption. –Linking BSC with Knowledge Management.

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