Strategic Management Accounting that creates change resilience and enhances financial strength and profitability
It has been one year and three months since WHO recognized the new coronavirus as a pandemic on March 11, 2020. The infection of the new coronavirus has spread all over the world, and the social and economic conditions of the globalized world have been severely damaged, and its vulnerabilities have been highlighted.
-Deterioration of break-even point due to decrease in sales
-Expanding the gap between management and on-site awareness due to the impact of the COVID-19
-Increasing number of internal frauds, fraudulent accounting of overseas subsidiaries, and inadequate internal control
-Roadmap, goal setting and concrete measures for the realization of a carbon-free society
Under these circumstances, what is most needed is the ability to respond to change by making use of hypotheses and verifications, in addition to the wisdom accumulated in the past, such as failure experiences and success experiences.
In order to build a corporate structure that responds to change, it is necessary to manage change points by narrowing the pitch rather than managing goals. To that end, it is urgent to align the common operation cycle weekly, chain conventional management indicators (financial indicators and non-financial indicators), and manage the cockpit with the idea of the Balanced Scorecard.
As an inventory-centric management consultant, I advocate management accounting that can be used as an immediate force by connecting the management team and the field. In particular, as an evangelist of CCC (cash conversion cycle) and IFC (inventory freshness management) based on the latest case studies of more than 100 Japanese, American and European companies, we explain to executives, business managers, practitioners and students in an easy-to-understand manner in this book.
In addition to the decarbonized society, this book also mentions food issues, marine plastic issues, and clothing disposal issues as non-financial information.
Table of contents
Management Accounting and Corporate value creation index
(1) Management Accounting and Financial Accounting
(2) Fixed costs, Variable costs and Break-even point management
(3) Corporate value management indicators, especially ROE, ROIC and case studies
Working capital and Cash Conversion Cycle (CCC)
(1) Positioning of CCC
(2) CCC comparison between Japan and U.S. and case studies
(3) Inventory turnover days as key SCM management indicator
(4) Change-responsive company under the COVID-19
The relation between Inventory and finance
(1) What is inventory management?
(2)Inventory from financial perspectives
Profit and Loss statement and Inventory
Balance sheet statement and Inventory
Cash Flow statement and Inventory
(3) Stock-out-rate, Appropriate inventory level and Inventory evaluation
(1) ESG and SDGs
(2) Food problem, Ocean plastic problem
(3) Paris Agreement (greenhouse gas emissions)
(4) Decarbonized society: World trends and the position of the Japanese government
(5) International organizations related to the environment (TCFD, SBT Initiative, RE100)
Reduction of accounting fraud risks
(1) Increasing accounting fraud risks and countermeasures
(2) Fraud triangle (opportunity, motivation, justification)
(3) Kanebo's accounting fraud and Toshiba's accounting fraud
(4) Accounting fraud of overseas subsidiaries
(5) Prevention measures for accounting fraud
Effective management methods
Key issues in Japanese commercial practices and accounting system