Cambridge
Academy
In London

Course Duration: Five Training Days

Course Language : Arabic or English

Include:

Scientific material with TAB

Workshops

Reception and farewell at the airport

Daily lunch

Coffee Break

To register, please contact us by email.

info@caclo.co.uk

Training Objectives

• How to add value to the final revenue outcome

• Promote awareness of cost and its relationship to strategy.

• Describe specific cost analysis and performance measurement techniques.

• Learn how to go from cost to strategy and then to performance measurement.

• Expand management accounting knowledge.

• Provide more useful information for decision-makers in a timely manner.

• Identify and manage key financial and non-financial indicators for business.

Target groups :

• All business and industry professionals, regardless of job responsibilities, and those responsible for strategic analysis.

• Other professionals who wish to increase their skills allow them to consider new ideas and methods.

• Employees who work on rapid development

Training Themes

First Theme: The Relationship Between Strategy and Costs

• management of contemporary organisations.

• Strategic plan, budget, costs, and management control

• Management accounting for organisational control systems

• Accounting related to responsibilities and process vision.

• Costing context.

• Budget and its role in achieving organisational objectives

• What is the situation in your organization?

• Second Theme: Cost and Classification Analysis

Cost and classification conditions :

• Storage costs versus period costs

• Manufacturing versus non-industrial costs

• Variable versus fixed costs (CVP analysis)

• Direct versus indirect costs

• Under-costing and over-costing problems.

• Problems and Examples: Illustrative Examples of a Case Study

From Cost Accounting to Management Control:

• Cost allocation: traditional and activity-based costs (ABC)

• From traditional budgeting to activity-based budgeting (ABB)

• Activity-based management.

• Decentralized organizations.

• Cost/Profit/Investment Centers.

• transfer pricing issues.

• Problems and examples: clarification of case studies

Flexible budgets and variance analysis:

• Budget control features

• Identify the main budget and explain its main benefits to the organization.

• Describe the difference between a fixed budget and a flexible budget.

• Calculate the differences in flexible budget and sales volume differences.

• Explain why standard costs are often used in variance analysis.

• Integrate continuous improvement into contrast analysis.

• Case study, problems, and exercises

Linking Strategy to Actions: Beyond Cost

• shortcomings of traditional approaches to measurement.

• Balanced scorecard: linking strategy to performance measurement

• Financial perspective; customer perspective

• Internal business process perspective; learning and growth perspective

• Development and approval of the scorecard

• Case Studies