Cost analysis

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  • This text offers the perfect introduction to social benefit-cost analysis. The book closely integrates the theory and practice of benefit-cost analysis using a spreadsheet framework. The spreadsheet model is constructed in a truly original way which contributes to transparency, provides a check on the accuracy of the analysis, and facilitates sensitivity, risk and alternative scenario assessment. A case study inco

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  • When we do a benefit-cost analysis, we have to value a range of commodities which are either inputs to or outputs of the project. Some of these commodities are traded (i.e. can be bought or sold on international markets) and some are non-traded (are not bought or sold in international markets but are only traded domestically).

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  • Lecture Basic microeconomics - Chapter 10: Production and cost analysis II. This chapter concludes with a look at the role of the entrepreneur in translating costs of production to supply, and some of the problems of using cost analysis in the real world.

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  • Chapter 14 - Cost analysis for planning and control. After completing this unit, you should be able to: Use cost terminology that relates to the budgeting process, all costs are controllable at some time but in the short-run some costs are uncontrollable, understand the budgeting process, develop a sales, purchases and production budget,...

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  • To make their long-run decisions, firms look at costs of various inputs and the various production technologies available for combining these inputs, and then decide which combination offers the lowest cost.

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  • Upon completion of this lesson, the successful participant will be able to: Minimum cost concepts, Economic Order Quantity (EOQ) analysis methods, Just‐in‐time (JIT) purchasing quantities based on EOQ, setup time reduction, push and pull inventory scheduling and EOQ.

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  • (BQ) Chapter 4: Fundamentals of cost analysis for decision making. Now that you are comfortable with CVP analysis and the impact of fixed versus variable costs, we can extend the concepts and apply the theories to a multitude of business conditions.

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  • After reading this chapter, you should be able to answer the following questions: What is the cost terminology that relates to the budgeting process? Why are budgets useful, and how does management philosophy influence the budget process? How are alternative budget time frames used?...

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  • After reading this chapter, you should be able to answer the following questions: Why are all costs controllable by someone at some time, but in the short run some costs may be classified as noncontrollable? How does performance reporting facilitate the management-by-exception process? How can the operating results of segments of an organization be reported most meaningfully?...

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  • After reading this chapter, you should be able to answer the following questions: What are the meaning and application of the following “cost” terms: differential, allocated, sunk, and opportunity? How are costs determined to be relevant for short-run decisions? What is the special pricing decision when a firm is at full vs. idle capacity?...

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  • When analyzing firm behavior, one needs to distinguish the short run from the long run. This chapter focuses on short run decisions by a firm. Knowledge of costs of production, and how they vary with the production level, in both the short run and the long run, is prerequisite to maximizing profits.

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  • This chapter explains how managers can use differential analysis to examine the effects on profits. Differential analysis helps managers answer relevant questions such as: What activities differ between the alternatives; how does that difference affect costs and profits?

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  • Measures the economic efficiency of the project: if net benefit is positive, the project is a more efficient allocation of resources than the alternative (the world “without” the project).

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  • A firm operates within the market and, simultaneously, it abandons the market in the sense that it replaces the market with command and control. A firm operates within the market and, simultaneously, it abandons the market in the sense that it replaces the market with command and control.

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  • To derive private cash flow, we begin by calculating overall project cash flow.The private cash flow is the cash flow on the investor’s own funds or ‘equity’.

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  • The market prices of project inputs or outputs will NOT change if: - the inputs or outputs are TRADED ie. price is determined in world markets) - the project is SMALL relative to the size of the economy in which is undertaken

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  • (BQ) Chapter 1 - Cost accounting: Information for decision making. After studying this chapter you should be able to: First, describe the way managers use accounting information to create value in organizations. Second, distinguish between the uses and users of cost accounting and financial accounting information. Third, explain how cost accounting information is used for decision making and performance evaluation in organizations.

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  • (BQ) Chapter 2: Cost concepts and behavior. Chapter 2 covers cost concepts and behavior. You want to be certain that you have a thorough understanding of these concepts before going forward. Understanding of the concepts in Chapter 2 is critical for success in this course.

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  • (BQ) Chapter 3: Fundamentals of cost-volume-profit analysis. In order to be a well prepared leader and manager, one must have a systematic method of analyzing the ever changing environment. Chapter 3 focuses on how decision-makers analyze changes in the volume of sales.

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  • (BQ) Chapter 5: Cost estimation. When managers make decisions they need to compare the costs (and benefits) among alternative actions. In this chapter, we discuss how to estimate the costs required for decision making.

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