MANAGERIAL ACCOUNTING COURSE OUTLINE

Transcription

1 MANAGERIAL ACCOUNTING COURSE OUTLINE Title Managerial Accounting Methodology Lecture, group discussion, case studies and group presentations Duration Objectives 9 hours over 1½ days This is an introductory course to Financial Planning & Control ( FP&C ). The main objective is to develop an understanding of how financial and non-financial information can be used for decision making and performance improvement. The perspective is to learn the application of academic theory to best practices in the real business world: Strategic planning, budgeting and forecasting process Market assumptions, organic growth and strategic alliances FP&C parameters (SBU, product, geographic and legal/tax) Variance analysis (volume, price, mix and manufacturing) Key Performance Indicators (KPI s) Benchmarking Topics 1) Introduction 2) Basics of Product Costing 3) Activity Based Costing / ABC 4) Variance Analysis 5) Decision Making and Relevant Information 6) Transfer Pricing 7) Performance Measurement 1

2 8) Strategy & Balanced Scorecard MANAGERIAL ACCOUNTING COURSE SYLLABUS LECTURER Geoffrey Warner CPA (New York State), a seasoned Performance Improvement & Finance Professional with over 30 years international consulting and industry experience, teaches at the Academy of Finance in Vietnam. A broad-based executive, he possesses strong strategic, operational and financial management skills gleaned from senior positions held at several worldclass organizations. His professional background includes work experience with energy, healthcare, manufacturing & services along with commerce, logistics and technology related businesses. He has held functional positions as executive vice president & chief financial officer and managed numerous large-scale Strategy & Operations projects. He has also taught at prestigious business schools & companies and holds a Columbia MBA in Finance and advanced professional certificates from NYU in Taxation & INSEAD in Marketing Strategies. COURSE DESCRIPTION This is an introductory course to Financial Planning & Control. The main objective is to develop an understanding of how financial and non-financial information can be used for decision making and performance improvement. The following topics will be covered: Product/(Service) costing Activity-based costing (ABC) and profitability analysis Budgeting and variance analysis Decentralization: profit/(cost) centers and transfer pricing Performance evaluation: EVA, Balanced Scorecard, etc. TARGET AUDIENCE Participants are future general managers and accounting/finance professionals. No prior knowledge of this topic is required. 2

3 COURSE PERSPECTIVE The perspective is the application of academic theory to best practices in the real business world developed by a seasoned professional with strong academic experience. COURSE ORGANIZATION Assigned Lecture Notes and Industry Specific Articles are to be read before class. Class time will consist of lectures and homework assignment discussions. HOMEWORK ASSIGNMENTS All assignments are group (4 to 5 members with preferably at least one future accounting/finance professional member). Assignments will consist of applying theory to best practices. Each group will make one short presentation to the class arguing change management (15 minute maximum including questions from the class). SESSIONS OUTLINE 1) Introduction The Accountant s Role in the Organization 11ch01 ( Horngren 11 th Edition Chapter 1 ) Lecture Notes: An Introduction to Cost Terms and Purposes 11ch02 Lecture Notes: Industry Specific: Airline Industry Cost Structure Application of portfolio theory to labor contract valuation: the case of the airline industry Chapter 5: The Case of the US Airline Industry (pages ) by Alex Yen Hung Lee 2) Basics of Product Costing Job Order Costing 11ch04 Lecture Notes: Industry Specific: Airline Industry Cost Drivers An Empirical Study of Cost Drivers in the Airlines Industry By Banker, R.D. and H.H. Johnston 20Drivers.pdf 3

4 3) Activity Based Costing / ABC Activity-Based Costing and Activity-Based Management 11ch05 Lecture Notes: Industry Specific: Activity Based Costing ( ABC ) vs. Airline Industry Traditional Costing Southwest Airlines: Case Study in Managerial Accounting By Online MBA Study 4) Variance Analysis Flexible Budgets, Variances, and Management Control 11ch07 Lecture Notes: Industry Specific: Full Absorption vs. Contribution Margin Pricing in Airlines Industry Management Accounting Concepts and Techniques Chapter 16: Fixed Manufacturing Overhead by Dennis Caplan Cost Accounting in the Airline Industry By Paul Schuster 5) Decision Making and Relevant Information Decision Making and Relevant Information 11ch11 Lecture Notes: Industry Specific: Key Risks For Airline (Effective Risk Management) The Corporate Sustainability Model for Airline Business By Ayse Kucuk Yilmaz The Upside How to Turn Big Threats into Growth Breakthroughs By Oliver Wyman (pages 23-26) 6) Transfer Pricing 4

5 Management Control Systems, Transfer Pricing, and Multinational Considerations 11ch22 Lecture Notes: Industry Specific: Capturing Airline Company Costs via Global ERP Platform Korean Air Oracle Customer Case Study 7) Performance Measurement Performance Measurement, Compensation, and Multinational Considerations 11ch23 Lecture Notes: Industry Specific: Benchmarking in Airlines Industry Airline Data and Analysis By AirlineFinancials.com 8) Strategy & Balanced Scorecard Strategy, Balanced Scorecard, and Strategic Profitability Analysis 11ch13 Lecture Notes: Industry Specific: KPI s Airline Industry Key Success Factors By Richard M. McCabe, PhD 5