Qualification structure and syllabus CIMA Chartered Management Accounting Qualification 2010 December 2008 Contents CIMA now designs its qualifications in what we believe to be a unique way. Based on rigorous international primary research with all of our key stakeholders and involving the participation of over 6,000 individuals and organisations – members, students, employers (both existing and potential), CIMA tuition partners, universities and our examiner and marker team – we have designed
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| | (Numbered problems are from the textbook.) | | | | | | | | | | | | | | | 1 | | Explain how the differences between goods and services influence the implementation | | | | | | | of the ten operations management strategy decisions. | | | | | | | | | | | | | | | | | O/M decisions | Goods | Services | | | | | | 1) | Goods and Service design | - Usually tangible | - Not tangible | | | | | | | | - The company has The controllability
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formation of a keiretsu allows a manufacturer to establish stable, long-term partnerships, which in turn helps them to stay lean and focus on core business requirements. (Whatis.com) Virtual Company: Virtual companies rely on a variety of supplier relationship to provide services on demand. In this strategy, a company forms a network with other companies. All companies are dependent upon one another. Each member of the network performs essential functions to the project. (Bruce O. Bartchenfeld) Vertical
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Table of contents: Task | Contents | 1 | * Explain the importance of effective supply chain management in achieving organisational objectives * Explain the link between supply chain management and business functions in an organisation * Discuss the key drivers for achieving an integrated supply chain strategy in an organisation | 2 | * Evaluate the effectiveness of strategies used by an organisation to maintain supplier relationships * Use information technology to create strategies
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[pic] FACULTY OF BUSINESS, ACCOUNTANCY AND MANAGEMENT COURSEWORK COVER SHEET COURSE: _________BBM___________ INTAKE: _September_2012__ |STUDENT PARTICULARS | Name: ________________Guo Yilun___________________ IC / Passport No: _________________G43528799______________________ Student No: _________________SCM-021053_____________________
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chapter, you should be able to . . . 1. Explain the strategic role of activity-based costing 2. Describe activity-based costing (ABC), the steps in developing an ABC system, and the benefits and limitations of an ABC system 3. Determine product costs under both the volume-based method and the activity-based method and contrast the two 4. Explain activity-based management (ABM) PART I 5. Describe how ABC/M is used in manufacturing companies, service companies, and governmental organizations
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as lean system. Lean systems are operation systems that maximize the value added by each of the companies activities by removing waste and delays from them. It is making more efficient, more quicker and faster( is lean system). Lean systems develop more efficient manufacturing operations. What is JIT just in time-that incorporates generic elements of lean system by cutting unnecessary capacity or inventory and removing non value added activities in operations. Eliminates waste or muda. 8 types
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studying this chapter, you should be able to . . . 1. Explain the strategic role of activity-based costing 2. Describe activity-based costing (ABC), the steps in developing an ABC system, and the benefits and limitations of an ABC system 3. Determine product costs under both the volume-based method and the activity-based method and contrast the two 4. Explain activity-based management (ABM) 5. Describe how ABC/M is used in manufacturing companies, service companies, and governmental organizations 6. Use
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determine the extent to which innovative management accounting principles (IMAPs) are applied in the manufacturing sector. The aim is to determine if manufacturers in Jamaica are using IMAPs to improve export competitiveness and enhance profitability .The study also seek to determine the factors that prevent manufacturers from adopting these management accounting principles. Five manufacturing organizations were examined using an exploratory case study approach. Results indicate that companies
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accountable by top management for the proper performance of all purchasing activities. In a single-site operation, centralization of the purchasing function is necessary in order to attain both operating efficiency and to maximize profit. Some advantages of centralized purchasing include: ***Reduction of potential duplication of effort. ***Leveraging of volume purchases: The potential for volume discounts exists when all of the firm's orders for the same and similar materials are consolidated. ***Consolidation:
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