1、2100 单词， 11900 英文字符 ,中文 3560 字 Mohammad, Talha, John, et al. Role of supply chain management in target costingJ. Journal of Modern Accounting and Auditing, 2010(7):46-57. 本科毕业论文外文资料翻译 系别： 经济系 专业： 会计学 姓名： 学号： 2015 年 &
2、nbsp;4 月 30 日 外文原文 Role of supply chain management in target costing Mohammad Talha, John B.Raja (1. Department of Accounting & MIS, College of Industrial Management, King Fahd University of Petroleum & Minerals, Dhahran 31261, Saudi Arabia； 2. Faculty of Business and Law,
3、Multimedia University, Bukit Beruang 75450, Melaka, Malaysia) Abstract: Standard costing is used as a control for product costing. But with life cycle becoming shorter, costing should be done at the design and development stage of a product. This is achieved through target costing. The implem
4、entation of target costing and target pricing is done with the ultimate purpose of cost reduction, cost understanding, continuous improvement, competitiveness, early purchasing and supplier involvement, and improved design and accountability by manufacturers. The study explores the participation of
5、the purchasing and supply chain managements role in target costing and target pricing process. Supply management plays an active role in monitoring the ongoing cost and performance of suppliers during the early stages of product development. Implementation of target costing and target pricing in var
6、ious organizations are also explored. Leading Japanese manufacturers have used target costing and target pricing systems to their advantage and the paper also examines the adaptation of the Western companies to these proactive cost management techniques to improve their product development processes
7、. Key words: target costing； supply chain management； product lifecycle costing； target pricing； Kaizen costing 1. Introduction Product life cycles are getting shorter and shorter, quite often one or two years, and sometimes less than one year in high tech industries. Consumers ar
8、e demanding new and diversified products in short intervals. Due to factory automation, robots and computer controlled manufacturing systems are replacing the conventional production lines. What all these changes mean is the traditional standard costing systems, which emphasize cost control in the m
9、anufacturing phase of the product life cycle, are no longer effective. With an one-year product life, controlling costs in the manufacturing phase simply doesnt accomplish much. Once the product is developed and designed, there is a limit to how much cost cutting companies can do in the manufacturin
10、g stage. A new cost management concept has been developed and practiced by world class Japanese manufacturers to deal with the needs in the product design and development phase. The new cost management concept is known as target costing and target pricing approach. The concept of target costi
11、ng originated in Japan at Toyota Motor Corporation in the 1960s. Since that time it has become recognized as a dynamic, comprehensive system for cost reduction and strategic profit planning. Target costing is a program aimed at reducing the life cycle costs of new products, while ensuring customer r
12、equirements of quality and reliability. For controlling costs of new products, target costing takes place at the design stage of new product development and considers all ideas for cost reduction during the product planning and research and development process. Traditional methods, or cost-plus appr
13、oaches, typically estimate design and production costs, then add a profit margin to determine market price. If customers are unwilling to pay the assigned price, cost reduction efforts begin. Some companies employ a conventional Western approach, in which the expected profit margin is unknown. To de
14、termine this profit margin, expected production costs are subtracted from the planned selling price. This calculation is made after product functionality and specifications have been determined. In contrast, target costing starts with a market price based on customer research and a planned profit ma
15、rgin based on profit required for long-run firm survival for a product. The difference between the market price and required margin is the allowable cost. If expected costs exceed allowable costs, cost reduction efforts begin, during the product design and development stage, to ensure this allowable
16、 cost is achieved. 2. Research problem Implementation of target costing and target pricing is done with the ultimate purpose of eliminating all unnecessary activities and continuously seeking to reduce the cost of production by the management team. Target costing and target pricing represents
17、one of the most important areas where marketing and accounting overlap. It requires managers or manufacturers to make a series of decisions that include defining the customer needs, ascertaining the economics required for profitability, allocating targets to components and identifying the gap betwee
18、n target prices and initial projections of manufacturing costs. The research problems are summarized as below: (1) Lack of awareness on the implementation of target costing and target pricing by manufacturers； (2) Lack of understanding on the use of target costing and target pricing appr
19、oach to improve supply chain management； (3) Understanding the difference between Japanese and Western manufacturing practices and management accounting methods using the target costing and target pricing approach. 3. Objectives of the research The objectives of the research are: (
20、1) To explore the implementation of target costing and target pricing and to provide an overview of target costing and target pricing approach； (2) To analyze the role of supply chain management in the target costing and target pricing process； (3) To discuss the benefits of implementing target costing and target pricing in organizations；
