TUGAS BESAR 1  

Semester : Genap Tahun Akademik : 2022/2023

           

Nomor Induk Mahasiswa  55521120055 Nomor Ujian : Paraf Mahasiswa

Nama   Faiz Narendraputra  
Fakultas / Program
EKONOMI DAN BISNIS / MAGISTER AKUNTANSI Paraf Pengawas
Studi
Mata Kuliah    Akuntansi Manajemen Stratejik  
Nilai Ujian (00-
Dosen    Dr. Nengzih S.E., M.Si, Ak
100)

Berikut disajikan artikel yang berkenaan dengan “Trends in Strategict Management

Accounting (SMA)” Simaklah artikel tsb dengan baik dan jawablah pertanyaan berikut:

1. Buatlah list “Trends in Management Accounting dengan mendeskripsikan alat/tools SMA

yang ada di artikel tsb.
2. Berikanlah pendapat anda berkenaan dengan list yang anda sajikan di no.1 mengenai tools
SMA. Apakah masih relevan digunakan di kondisi bisnis sekarang ini? Berikan penjelasan
ilmiah anda.

Jawaban:

1. Buatlah list “Trends in Managemeng Accounting dengan mendeskripsikan alat/tools SMA

yang ada di artikel tsb.

The seven major trends in management accounting are:

1) Expansion from product to channel and customer profitability analysis.
2) Management accounting’s expanding role with enterprise performance management
(EPM),
3) The shift to predictive accounting,
4) Business analytics embedded in EPM methods,
5) Coexisting and improves management accounting methods,
6) Managing information technology and shared services as a business, and
7) The need for better skills and competency with behavioral cost management.

1) Expansion from product to channel and customer profitability analysis

 During the first trend, it is believed by the author that the reporting of more accurate
product and standard service-line cost and profitability information using ABC principles
is a common practice. ABC traces expenses into cost with resource and activity drivers
and provides much cost visibility that is traditionally hidden. Sadly, many organizations
continue to use a single indirect and shared expense “pool” that allocates resource
expenses into costs based on a single cost factor, which violates cost accounting’s
causality principle. Hence, compared to ABC’s disaggregating a single cost pool into
multiple ones and tracing each pool with an activity cost driver based on a cause-and-
effect relationship, the existing costs are flawed and misleading. The products and service
lines are simultaneously over- and under-costing because allocations always have a zero-
sum error. It’s baffling how accountants can accept this deficient practice when ABC is a
better alternative.

In the past, companies focused on developing standard products and standard service
lines and then incenting their sales force to push and sell them to existing customers and
prospects. But many products or service lines are one-size-fits-all and have become
commodity-like. That is, as the competitive edge from product advantages is reduced or
neutralized, the customer relationship grows in importance.
To complicate matters, suppliers are aware that they have a broad range of high- and low-
demand customers. What this means for the marketing and sales functions is that their
objective is no longer solely about increasing market share and growing sales but about
growing profitable sales. That requires tracing expenses below the product gross profit
margin line, including channel distribution, selling, marketing, and customer service costs
to serve.

The crucial challenge is to use ABC beyond calculating valid customer profitability data.
The benefit comes from identifying the profit-lift potential and then realizing the potential
and fulfilling it with smart decisions and actions.

The main tool commonly used in the first trend is ABC.

2) Management accounting’s expanding role with enterprise performance management

(EPM)

Enterprise performance management can be defined as the integration of multiple

methods (such as strategy maps, balanced scorecards, performance measures, driver-
based budgeting, lean management, and customer relationship management) to achieve
the executive team’s strategy, improve control, and increase financial profits— all
through making better decisions. A major part of this is that each method is embedded
 with business analytics, such as segmentation and correlation analysis and especially
predictive analytics. The output of a management accounting system is always the input
to use in gaining insights and managing activities and operations.

A key example of applying management accounting to EPM is strategy execution. In this

area the popular method is a strategy map—used to document and visualize the linkages
of strategic objectives that realize the strategy—and the strategy map’s companion
balanced scorecard. The scorecard’s key performance indicators (KPIs) and its cascaded
operational performance measures (often displayed in dashboards) have become the
accepted technique for strategy execution. A definition of a strategic KPI is to monitor the
progress of accomplishing the strategy map’s strategic objectives. Management
accounting information provides a subset of KPIs. It translates performance into the
language of money, such as unit cost of outputs to monitor favorable improvements or as
product and customer profits—with both examples against target amounts.

The key point in trend No. 2 is integration. The various components of EPM are like
gears in a machine—interconnected. Commercial software increasingly provides
integration, so, for example, when profitability information is calculated, it is reflected
directly in the performance measures of a balanced scorecard or operational dashboards.

The main tools used in the second trend are Balance scorecard dan by using EPM to
implement Strategic Decision Making.
3) The shift to predictive accounting

The gap is being caused by a shift in managers’ needs—from just needing to know what
things cost (such as a product cost) and what happened to a need for detailed information
about what their future costs will be and why.

Many presentations from consultants and software vendors display an automobile’s

rearview mirror and humorously proclaim you can’t drive the car by looking backward in
time and that you should drive looking through the front window. I can make an argument
that there’s value from historical information. For example, in costing you can calculate
highly relevant calibrated cost rates that are essential for projecting future resource
requirements expenses.

This example shifts our focus to the future. The past reflects decisions already made.
Decisions that will be made are the ones that impact the future. We once lived in a more
stable world. Today there is increased volatility and uncertainty for a host of reasons,
including the dropping of competitive barriers from globalization as well as more rapid
changes in customer preferences, technologies, and competitor tactics. Business analytics
— especially predictive analytics—and Big Data are popular buzzwords in the media
today.

Figure 4 illustrates the large domain of accounting with three components: tax
accounting, financial accounting, and management accounting. Two types of data sources
are displayed in the upper right. The upper source is from financial transactions and
bookkeeping, such as purchases and payroll. The lower source is nonfinancial measures,
such as payroll hours worked, retail items sold, or gallons of liquid produced.

The financial accounting component is intended for external reporting, such as for
regulatory agencies, banks, stockholders, and the investment community. Financial
accounting follows compliance rules aimed at economic valuation, so it typically isn’t
adequate or sufficient for decision making. And the tax accounting component is its own
world of legislated rules.

Our area of concern—the management accounting component—can be subdivided into

three categories: (1) cost accounting, (2) cost reporting and analysis, and (3) decision
support with cost planning. To oversimplify a distinction between financial and
management accounting, financial accounting is about valuation, and management
accounting is about value creation through good decision making.

The three management accounting subcomponents in Figure 4 are recipients of inputs

from the “cost measurement” procedure of transforming incurred expenses (or their
obligations) into calculated costs:
Cost accounting represents the assignment of expenses into outputs, such as the cost
of goods sold and the value of inventories. This box primarily provides external reporting
to comply with regulatory agencies.
Cost reporting and analysis represents the insights, inferences, and analysis of what
has already taken place in the business in order to track performance.
Decision support with cost planning involves decision making. It also represents
using the historical cost reporting information in combination with other economic
information, including forecasts and planned changes (such as processes, products,
services, channels), in order to make the types of decisions that lead to a financially
successful future.

The broad decision-making categories for applying management accounting are:

Product, channel, and customer rationalization—Which products, stock keeping units
(SKUs), services, channels, routes, customers, and the like are best to retain or improve?
And which ones aren’t and should potentially be abandoned or terminated?
Customer lifetime value (CLV)—It’s useful to know how profitable a customer has
been, but in some cases the future potential profit levels, especially in business-to-
consumer (B2C) relationships, is more relevant because customers go through life cycles.
Planning, budgeting, and rolling financial forecasts—Based on forecasts of future
demand volume and mix for types of services or products, combined with assumptions of
other proposed changes, how much will it cost to match demand with our supplied
resources (for example, workforce staffing levels, purchased materials)?
Capital expense justification—Is the return on investment (ROI) of a proposed asset
purchase, such as equipment or an information system, justified?
Make vs. buy and general outsourcing decisions—Should we continue to do it
ourselves or contract with a third party?
Process and productivity improvement—What can be changed? How can we identify
opportunities? How should we compare and differentiate high-impact opportunities from
nominal ones?

The term “cost estimating” is a general one and applies in all the previous decision-
making categories. You might conclude that the first category, rationalization, focuses
only on historical costs so doesn’t require cost estimates, but the impact on resource
 expenses from adding or dropping various work-consuming outputs also requires cost
estimates to validate the merit of a proposed rationalization decision.

Trend No. 3 reveals a major transition from management accounting for reporting costs
and profits to managerial economics for decision support and analysis that impact the
future.

The main tool for the third trend is by using strategic management data for future analysis
such as for budgeting and much more.

4) Business Analytics Embedded in EPM Methods

Business analytics and Big Data are hot topics. They are here to stay because complexity,
uncertainty, and volatility are on the rise. Business analytics and Big Data are hot topics.
They are here to stay because complexity, uncertainty, and volatility are on the rise.

There are dozens of examples where analytics can support the management accounting
function well beyond simple and primitive ratio analysis, such as sales expense as a
percentage of sales, inventory turn ratios, and return on equity (ROE). Analytics is here to
stay. The buzz about “data scientists” isn’t hype. Trend No. 4 recognizes that progressive
accounting functions now realize that competency and capabilities with analytics provides
a competitive edge.

The main tool for the fourth trend is by using analysis of data. The author stated that
Analytics is a very profitable value for EPM Methods.

5) Coexisting and improves management accounting methods

As shown in trend No. 3 and Figure 4, there are three broad categories of accounting: (1)
tax accounting, (2) external financial accounting for regulatory compliance and investors,
and (3) management accounting. Each calculates different costs of outputs or products.
Progressive accounting functions recognize that they can use two or more management
accounting methods.

That question is about how to support two or more coexisting management accounting
methods. Different types of managers and employee teams can use different costs for
different purposes. Operational managers can use lean accounting to focus on removing
waste and increasing profitability. They can use ABC strategically to better understand
 the sources of what drives enterprise profitability and the linkages of resource expenses to
customers.

Another trend is a more intelligent way of evaluating which level and type of costing
sophistication are required. Under some conditions, an organization may not even need to
aspire to advanced methods like resource consumption accounting (RCA) or throughput
accounting, the costing method that’s a companion to theory of constraints (TOC)
advocates.

Trend No. 5 demonstrates that the more progressive CFOs and their management
accounting staff are considering the various needs of different types of managers in their
organization.

6) Managing information technology and shared services as a business

There’s a trend toward using management accounting for internal chargebacks (like an
invoice) from service providers to service users. This information also helps establish
what are effectively “transfer prices” based on cost consumption rates for service-level
agreements (SLAs).

The substantial growth in IT over the past decade has moved it from a back-office support
function to a critical and strategic function. User demands for faster response times, more
information, and sophisticated equipment are driving IT spending upward at an ever-
increasing rate so that IT now ranks among the top category of expenditures for many
organizations.

Many techniques used in commercial manufacturing and service industries are now being
applied specifically to the IT function. Companies are employing activity-based cost
management (ABC/M) and IT capacity usage reporting systems to develop cost
information used in both cost management and performance improvement efforts.
ABC/M and capacity usage information are supporting multidimensional cost analysis,
performance measurement and monitoring, creation of internal IT markets, user/customer
cost visibility, driver-based planning, and capacity management. Clearly, IT spending no
longer can be managed on the back of an envelope.

When internal shared services providers and their users interact with an understanding of
their mutual relationship using fact-based data, then everyone benefits—IT, the user, and
the entire organization.
 With increased spending and investment in information technology comes increased
scrutiny, and chief information officers (CIOs) are having to demonstrate greater maturity
and expertise in IT performance and financial management to reveal how their area’s
money is being spent, the returns their organization is getting for their spending and
investments, and how IT is contributing to overall enterprise performance. CIOs often
find it difficult to respond to these demands, and they struggle to easily and clearly
communicate the cost of services provided and demonstrate the substantial value that IT
brings to their organization.

The consequences of failing to implement IT business performance management

methods, such as ABC/M and KPI scorecard metrics, are often hidden, yet they are
substantial. Without performance management methods, IT fights to control its budget,
can’t maximize its return on investment, suffers from increased complexity and cost, and
is unable to make sustainable cost reductions. The result is that organizations make
decisions to implement infrastructure or outsource capabilities with inadequate service
cost information that doesn’t support strategic goals or may even impact them negatively
with suboptimal results.

IT no longer can be viewed as just a technology supplier. It must be seen to add value to
the organization and provide strategic capability. As such, the costs to provide services
must be understood and become part of the decision-making process. They also enable IT
to become service oriented, aligning itself with the organization to provide customer-
driven solutions to user problems and opportunities. For example, IT may better
understand why a department requires business intelligence software to improve its
analysis.

All these reasons show why management accounting needs to support internal IT and
why shared services needs to be managed as a business.

7) The need for better skills and competency with behavioral cost management

Another evolving trend is that activist management accountants—those who are

promoting progressive methods as described in the trends already mentioned— are
encountering obstacles to buy-in and acceptance of their ideas. They are realizing they
need to improve their behavioral change-management skills and capabilities if they want
to succeed.

Trend No. 7 requires change-agent management accountants to motivate mid-level

managers and other “champions” to demonstrate to their coworkers that progressive
 management accounting and EPM methodologies make sense to implement. There are
personal rewards and satisfaction in explaining the importance of overcoming social,
behavioral, and cultural barriers so organizations can take next steps.

2. Berikanlah pendapat anda berkenaan dengan list yang anda sajikan di no.1 mengenai tools
SMA. Apakah masih relevan digunakan di kondisi bisnis sekarang ini? Berikan penjelasan
ilmiah anda.

1) Tools yang ada dalam trend pertama adalah ABC dimana sampai sekarang masih banyak
perusahaan yang menerapkannya. Dalam artikel ini, ABC beberapa kali disebut seperti
ABC memberikan akurasi dan visibilitas biaya yang jauh lebih besar ke penggerak biaya
dibandingkan dengan biaya yang cacat dan menyesatkan dari metode alokasi biaya
tradisional dan sangat mendistorsi biaya, rata-rata secara luas.
2) Tools yang ada dalam trend kedua adalah balance scorecard dan EPM. Balance
Scorecard menjadi alat manajemen yang bisa digunakan oleh berbagai jenis perusahaan.
Biasanya, Balance Scorecard digunakan oleh tim manajemen baik di tingkat eksekutif
dan di tingkat divisi atau departemen. Salah satu kunci dari penggunaan Balance
Scorecard yang efektif adalah dengan memiliki integritas dan dukungan penuh atas
kepemimpinan manajemen. Menjalankan atau mengimplementasikan Balance Scorecard
(BSC) adalah tidak semudah yang dibayangkan. Anda sebagai pimpinan tim manajemen
bisa saja bergerak maju tanpa dukungan dan integrasi yang baik dari anggota tim lainnya.
Oleh karena itu dengan adanya EPM sebuah sistem manajemen akuntansi level
selanjutnya mengharuskan perusahaan pada trend ini mengintegrasikan secara
menyeluruh tentang visi dan misi perusahaan kepada seluruh jajaran yang ada di
perushaan.
3) Tools yang ada dalam trend ketiga adalah pengguanaan big data untuk memperkirakan
kejadian yang akan terjadi kedepannya. Dengan adanya big data yang akura memudahkan
persuahaan untuk menganalisa hasil kinerja dan apa saja yang terejadi dalam satu periode
dan kemungkinan yang akan terjadi kedepannya. Dengan adanya data dari periode
sebelumnya memudahkan perusahaan untuk memperkirakan pos-pos dalam menentukan
budget atas sebuah proyek atau pekerjaan.
4) Tools yang ada dalam trend ke empat adalah analisis dari data itu sendiri. Bisa dibilang
Analisa dari sebuah data yang telah ada bisa menjadi sebuah factor yang sangat
mempengaruhi sistem EPM dalam akuntansi manajemen. Analisa ini bisa seperti Analisa
trend. Analisis trend merupakan salah satu analisis yang menggunakan metode horizontal,
yaitu dengan menampilkan laporan keuangan secara horizontal kemudian dibandingkan
 antara pos-pos akun. Analisis trend biasanya membandingkan laporan keuangan dengan
minimal menggunakan tiga periode laporan keuangan, yang nantinya dihitung perubahan-
perubahan setiap tahunnya dengan bentuk nominal atau persentase.
5) Tools yang ada dalam trend ke lima adalah peningkatan sumberdaya manusia itu sendiri.
Diambil contoh dalam artikel ini adalah sebuah sistem yang mempermudah satu sama
lain. Hidup berdampingan adalah sebuat kata yang cukup mewakilkan trend no.5 ini.
Ketika perusahaan ingin menggunakan EPM, mereka harus mengedukasi para
karyawannya untuk dapat bekerja sama dengan divisi yang lain.
6) Tools yang ada dalam trend ke enam adalah peningkatan penggunaan atau kualiat IT. IT
sendiri adalah hal yang tidak dapat kita lupakan dalam pengaturan sistem akuntansi. IT
sangat membantu para pengambil keputusan untuk dapat meningkatkan keuntungan. Bisa
kita lihat dari statement yang ada dalam artikel ini bahwa customer sekarang lebih kritis,
mereka ingin mendapatkan informasi mengenai yang mereka mau secara lebih cepat dan
lebih akurat. Walaupun peningkatan dalam IT ini memerlukan biaya yang cukup besar, IT
itu sendiri dapat meningkatkan kualitas laporan dari segi analisis. Oleh karena itu, adanya
penyedia layanan IT secara outsourcing sangat membantu perusahaan dalam
pengimplementasian IT tanpa mengganggu keuangan yang dimana pengembangan IT itu
sendiri cukup memakan biaya yang besar.
7) Tools yang ada dalam trend ke tujuh adalah merefresh atau melakukan restrukturisasi
dalam organisasi itu sendiri. Banyaknya pengambil keputusan yang “oldschool” melihat
bahwa EPM bukanlah sebuah keharusan atau sebuah sistem yang bagus untuk dilakukan
dalam keadaan yang tidak jelas seperti sekarang ini. Penulis sendiri berpendapat bahwa
pegawai “oldschool” harus digantikan dengan karyawan yang berpikiran lebih terbuka.

Sumber:

Cokins, Gary. (2013). The Top Seven Trends in Management Accounting. Research Gate.

https://www.jurnal.id/id/blog/balanced-scorecard/

Warsono. (2003). Manajemen Keuangan Perusahaan. Malang: Bayu Media Publishing.