-基于合作价值链的成本管理的研究英文翻译定稿学士学位论文.doc

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1、毕业设计英文翻译基于合作价值链的成本管理的研究Study on the Cost Management Basedon the Cooperative Value ChainAbstract The competition among modern enterprises has not been the competition about single enterprise, but the competition among the value chains and the enterprise needs to strengthen the competitive ability by

2、the cooperation. Based on developing Porters value chain, the opinion that the whole value chain contains the upper suppliers and the lower dealers was proposed, and how to achieve the optimal cost management by the cooperation between the upper and lower enterprises with the homogenous enterprises

3、was further explained in the article. In addition, some risk costs which may occur in the cooperation process and how to implement cooperative harmony were analyzed, and according to the analysis results, the enterprise could keep away from these risks in advance.Keywords: Cooperation, Value chain,

4、Cost management1. Introduction The generation of the value chain is the result of the competition that enterprises pursue different competitive strategies. To enhance the strategy of the enterprise, American strategic management scholar Porter (1985) first put forward the method of the value chain a

5、nalysis. He thought that the value chain was the combination of a series of associated valuable activities of the enterprise. According to Porters theory of the value chain, the “cost chain” corresponding with the valuable activities exists on the value chain (seen in Figure 1). Starting from the ex

6、pense devotion for the product R&D, the preparation before the production, and various consumptions in the making process, until to establishing the sales channel, marketing and distribution output and expenses after service, this “cost chain” supports various activities on the value chain to be dev

7、eloped effectively to increase the values of the product and fulfill clients demands. As the comprehensive consumption index of the value chain activity, the cost is represented by a sort of form of “negative increment”. The value chain cost management is to manage the “cost chain” on the value chai

8、n of the product, eliminate the activities without increments or with low efficiencies, reduce the amount of “negative increment”, minimize the costs on the whole chain, enhance the efficiency of the whole supply chain, and make the enterprises on the chain all win. In the drastic competition of the

9、 market, enterprises find that only the interior cost control has not fulfilled the consumers demands for the product cost, so they begin to seek how to reduce their operation costs and acquire the one-up advantage of cost by means of others strengths, which offers the market environment for the occ

10、urrence of the value chain system and is the interior power to establish the cooperative relationship among enterprises (Li, 2002,P.30-31). The generalized value chain management received Porters concept of value system, and Porter thought that the value system was composed by the enterprise value c

11、hain, supplier value chain, channel value chain, purchaser value chain and the operation unit value chain of the homogenous enterprises. The concept of the value system begins to be utilized by enterprises with the development of the economic globalization. Under the guidance of thus ideas, the comp

12、etition among enterprises has not been limited only in the interior of the enterprise. The value chain of the enterprise begins to participate in the market competition as a strong aggregation which is the value resource plan taking one core enterprise surrounded by other enterprises as the axis poi

13、nt, and the plan continually solidify the stability of the system by the cooperation among enterprises. Therefore, it is very meaningful to study how to strengthen the value chain cost management by the cooperation.2. Literature review English scholar Simmonds (1981) put forward the concept of the S

14、MA (Strategic Management Accounting), and he thought that the accounting should learn from the exterior, which would help the company to evaluate its competitive status. The enterprise is an opening system, and the management accounting should pay more attention to study the exterior environment, un

15、derstand the competitive cost structure of the enterprise, and notice the cost competitive status of the enterprise relative to competitors. American management accounting scholars Shank and Govindarajan (1989) agreed that viewpoint, and further developed the range of the value chain based on Porter

16、s value chain theory (1985), and they defined the value chain as “the value chain of any company contains the whole process of the value production activity”. This process includes the whole course from the initial suppliers receive the raw materials to the finished products are sent to the users. T

17、he interior value chain of the company associates with the supplier value chain by the stock activity, and associated with the client value chain by the sales and after service activities, so the whole value chain forms. So the advantages of the enterprise can not only root in the adjustment of the

18、market range involved by the value activities, but root in the harmony among enterprises or the optimized benefits brought by using the value chain together. In addition, the node enterprises which participate in the whole value chain analysis possess common value orientation, and they can share sen

19、sitive information and effectively harmonize and manage the relationships among the node enterprise on the supply chain, which can not only increase the trust each other among cooperators, enhance purchasersreceiving efficiency and reduce the stock-in-trade and the cost of the supply chain, but make

20、 the activities with same type more effective for the node enterprise on the supply chain, and accordingly enhance the operation efficiency of the whole value chain for the company (Dekker, 2000, P.41-52), and attract more enterprises in the value chain to join the enterprise alliance in the future,

21、 and help the company to implement the whole value chain analysis in the larger range. Therefore, it is very important to cooperate and harmonize with node enterprises, and share the information about the cost and performance relative to the value chain for the company. With the deepening and utiliz

22、ing of the value chain theory in enterprises, this theory has gradually been the dominant idea for the multiform enterprise to instruct its strategy. By the drive of the economic globalization, by means of the cooperation among enterprises, the value system composed by the supplier value chain, the

23、manufacturer value chain and the purchaser value chain emerges as the times require, and the value chain theory breaks the interior characters in the enterprise, and scholars attentions begin to turn to the whole value system form the single interior of the enterprise.Dekker (2003) used the idea of

24、the value management to analyze the value relation on the supply chain, and he analyzed the value and cost composing among the supplier, the manufacturer and the shopkeeper by taking the large-sized English retail enterprise as the example, and put forward the method of the value chain analysis, and

25、 established the chart model based on the value chain analysis. The cost control model of the classified supply proposed by him could offer referenced theoretical instruction for the enterprise cost control.Dubois (2003) pointed out the influencing degree of the mutual function between the enterpris

26、e with other associated enterprises on the cost of the enterprise, and he researched the relationships among the key suppliers and key purchasers and other correlative enterprises, and the influencing degree to the cost of the enterprise based on the analysis of the concrete case, and he also pointe

27、d out that the association between the cost drive and the enterprises on the value chain,and established the base for the game analysis among enterprises. Yu Fusheng and Di Congzhi (2004) utilized the theory of the value chain to deeply study the cost control, and defined the thought, objective and

28、content of the cost control based on the value chain theory, and reconstruct the cost control system to effectively control the cost of the enterprise and strengthen the competitive advantage of the enterprise. Liu Yijuan (2004) established the activity cost model to analyze the complete value chain

29、 to achieve the practice of the cost control through introducing and discussing how one English retail enterprise broke the boundary of the company, utilized the cost information of the node enterprises in the value chain and manage the mutual dependent relationship among all activities on the value

30、 chain, which indicated that the replacement of the past opposed relationship with suppliers by the mutual cooperation and consideration among node enterprises in the supply chain could harmonize the manage the activities in the supply chain, realize the cost control, enhance the operation efficienc

31、y and the performance of the supply chain. Jiang Ximing and Cao Li (2004) analyzed the deficiencies of the present enterprise cost control from the view of the value chain, analyzed relationship among the interior value chain, the exterior value chain and the cost control, and established the cost c

32、ontrol guarantee system based on the view of the value chain. Based on former researches, we considered the whole value chain (including the upper enterprises and lower enterprises), and studied how the enterprise could achieve the cost optimization on the whole value chain by the cooperation based

33、on the cooperative value chain cost management. At the same time, we combined the game thought with the general cost control method in the enterprise, considered the extension of the interior activity cost control method for the enterprise, and studied the influencing degree of the risk induced by t

34、he game relationship to the enterprise strategy cost control.3. The cost management based on the cooperative value chain When the range of the value chain management extends, the value system has not been only limited in the interior value stage in the enterprise, and it should surround the core ent

35、erprise, seek the cooperation from the upper and lower enterprises, control the information, materials and capitals, start from purchasing raw materials, making middle products and finished products, and sending products to consumers by the sales network. At the same time, the enterprise attracts ex

36、terior enterprises in the same industry to participate in the cooperation by means of the core ability to research, develop, design and sell the products together and reduce the operation consumption of the enterprise. The whole value activity connects the suppliers, manufactures, distributors, shop

37、keepers, final users, and the enterprises with homogenous benefits to be structure mode with complete function network system (seen in Figure 2).3.1 Cooperative cost management with suppliers As viewed from the value chain, the core enterprise and the supplier are in same value chain, and they are s

38、trategic partners. Only both sides fully cooperate, the maximum value and the win-win result can be achieved.3.1.1 Supplier participating in advance 70%80% of the product cost is confirmed in the design, so it is very important to seek the opportunity to reduce the cost in the development process of

39、 the product. The cooperation mode with suppliers participation is adopted in the product development process, and its advantage is that the suppliers could know the materials needed in thedevelopment of the new product as soon as possible, implement the parallel development and reduce the cycle of

40、the development. In addition, the suppliers could participate in the production of the core enterprise, give counsels for the enterprise, put forward advices to improve the production and reduce the cost.3.1.2 Confirming suppliers in advance Confirming the supplier in advance means to select supplie

41、rs in the design phase, and these suppliers are responsible for the components design or the engineering system design, and all works may not be charged by suppliers, but the rights and responsibilities should be defined clearly. The advantage of confirming suppliers in advance is to allow developme

42、nt multiple engineering designs, which could largely enhance the development speed of the product. Generally, the suppliers selected in the initial phase should not only participate in the components design, but assist the assembling of samples and charge for the components provision after the new p

43、roduct is pushed. Under the mode of confirming suppliers in advance, suppliers providing complex components should not only participate in the R&D process of the product as soon as possible, but answer for the product quality, production cost and optimization as the chief principals, and they should

44、 ensure to provide corresponding systems and components in time.3.1.3 Establishment of objective cost The basic principle of the objective cost method is to confirm the objective profit of the enterprise accruing to the price in the consumption market or the final consumers payment price, and calcul

45、ate the cost by the reverse operation to decompose the objective cost to confirm the supply cost or the production cost of various components. The objective cost of the core enterprise is suppliers upper limit of the price. The operation program under the new mode is to first confirm the capitals of

46、 the core enterprise, then tell the suppliers what they should do, and finally wait suppliers answer whether they should bargain on according to the price proposed by the core enterprise. In the past, the core enterprise forced the suppliers to depreciate continually and never considered suppliers b

47、enefits. In the new mode, the core enterprise will turn to the cost from the price, and build a win-win situation. The core enterprise and suppliers will cooperate closely to solve the problems about cost and technology, and the trust relationship between both sides will be confirmed.3.2 Cooperative

48、 cost management with dealers It will save transaction costs, avoid transaction risk and investment risk, enhance the efficiency of the repertory management and better serve clients for the manufacturer to select good lower cooperative enterprises and effectively cooperate with them. So the influenc

49、e of the lower cooperative enterprises on the strategic decision for the core enterprise is more and more important.3.2.1 Cooperative repertory management For long, the repertory managements in various phases of the circulation run in their ways respectively. Manufacture, shopkeeper and merchant respectively have their repertories and make their repertory control strategies, which will inevitably induce the phenomena