Strategic Cost Management


19-21 Oktober 2016


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Dr.Wiwiek M.Daryanto, SE Ak-, MM, CMA dan Ir. Mustoto Moehadi, MM, MT.
Adalah ahli dalam bidang akuntansi dan keuangan, yang memiliki kualifikasi, baik dalam praktek maupun akademik.Ia memperoleh gelar Sarjana Ekonomi jurusan Akuntansi dengan predikat cum laude dari Fakultas Ekonomi, Universitas Gadjah Mada (1981). Gelar Master of Management diperolehnya dari College of Economics and Management, University of the Philippines, Los Banos (1988). Gelar Doktor diperolehnya dari Fakultas Teknologi Industri Pertanian, jurusan Manajemen, Institut Pertanian Bogor (2004). Sedangkan gelar professional Certified Management Accountant diperolehnya dari Institute of Certified Management Accountant (ICMA), Australia (2000). Ia mempunyai pengalaman lebih dari 20 tahun dalam bidang konsultasi dan mengajar pada perguruan tinggi, seminar public, training in-house pada perusahaan-perusahaan terkemuka. Subyek-subyek yang diajarkan adalah akuntansi keuangan, manajemen akuntansi, dan manajemen keuangan.


Strategic Cost Management

    Understanding cost-volume relationships – how costs behave as the level of activity changes – is necessary for understanding the various uses of management accounting information. Cost behavior information can be combined with revenue information to develop earning.
    If an entity significantly increases the amount of goods or services it produces, then the amount of resources required to produce this higher volume should also increase: that is, higher volume causes higher costs. In many instances, however, the percentage increase in costs is less than the percentage increase in volume. To understand how this happens, it is necessary to understand the concepts of variable and fixed costs.
    Cost accounting systems are well developed for tangible goods. In recent years the same principles have increasingly been applied to services and to selling and administrative activities in both profit-seeking and nonprofit organizations. Full cost information for goods and services is used in financial reporting, in analyzing the profitability of parts of a business, in answering the question, “What did it cost?,” as a basis for setting regulated prices, and as a first approximation in deciding on selling prices of differentiated products.
    In strategic planning process, full costs are relevant. In the other management control phases the budgeted and actual amounts are reported by responsibility centers, which is a different way of structuring management accounting information than that used in full cost accounting. Responsibility accounting cost concepts include the notions of controllable, engineered, discretionary, and committed costs.
    In the management control process behavioral considerations are as important as economic considerations. In particular, the motivational impact of various practices needs to be considered. This is a difficult matter, for individuals have different needs and even a given person’s needs change over time. The objective of management control system design should be to achieve goal congruence, the harmony between actions managers take in their perceived self-interest, and actions in the best interest of the organization.
    • All Managers

1. Understand the uses of full cost for Financial Reporting, Analysis of Profitability, What Did It Cost?,
Setting Regulated Prices, Product Pricing, and Performance Evaluation.
2. Understand how to develop alternative choice decisions, therefore the manager seeks to choose the
best one of several alternative courses of action.
3. Understand how to analyze quantitatively of these alternative focuses on the differences in their costs.

    1. The Behavior of Costs
    • Relation of Costs to Volume
    • The Profit graph – Break-even Volume
    2. Full Costs and Their Uses
    • Costs Concepts
    • The Classification of Costs
    • Different Cost for Different Purposes
    • Product Costing Systems
    • Non-manufacturing Costs
    • Uses of Full Cost
    3. Additional Aspects of Product Costing Systems
    • Job Order Costing and Process Costing
    • Measurement of Direct Costs
    • Allocation of Indirect Costs
    • Activity-Based Costing
    4. Control: The Management Control Environment
    • Management Control
    • The Environment
    • Responsibility Centers
    • Types of Responsibility Centers
    5. Control: The Management Control Process
    • Phases of Management Control
    • Accounting Information Used in Management Control
    • Controllable Costs
    • Engineered, Discretionary, and Committed Costs
    • Behavioral Aspects of Management Control
    6. Strategic Planning and Budgeting
    7. Reporting and Evaluation
    8. Short-Run Alternative Choice Decisions
    • The Differential Concept
    • Contribution Analysis
    • Alternative Choice Problems
    • Differential Costs
    • Types of Alternative Choice
    9. Longer-Run Decisions: Capital Budgeting
    • Nature of the Problem
    • Estimating the Variables
    • Required Rate of Return
    • Economic Life
    • Cash Inflows
    • Depreciation
    • Investment
    • Terminal Value
    • Non-monetary Considerations


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