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Business School, Department of Accounting and Finance, The University of Auckland, Private Bag: 92019, New Zealand
Shefeld University, UK
Abu Dhabi University, UAE
a r t i c l e i n f o
abstract
Article history:
Received 26 January 2009
Accepted 12 August 2009
Available online 18 August 2009
In todays intense global competition, supply chain management (SCM) is as a vital tool
for helping managers to improve productivity, protability and the performance of their
organisations. In doing so, SCM requires more accurate cost data regarding all activities
and processes within the organisations. Given the above, activity-based costing (ABC)
can signicantly contribute to global supply chain management as it is suggested to
full the above requirements by providing more accurate, detailed and up-to-date
information on all activities and processes in organisations.
Contributing to the SCM and ABC literature, current study rst identies different
types of improvements which ABC can offer to SCM and the performance of the
organisations, then it examines the extent of association between business size as well
as business industry (as organisational factors) affecting the adoption of ABC in New
Zealand (NZ) through using a survey questionnaire and targeting NZ qualied CIMA
members. To improve SCM and organisations performance by increasing the adoption
of ABC in organisations, one of the main implications of the ndings is that the adoption
of ABC in smaller rms needs more attention compared with the larger rms regardless
of their industries (manufacturing versus non-manufacturing rms). However, when the
decision is made to implement ABC, non-manufacturing rms (rather than manufacturing rms) need more attention to proceed with a higher level of adoption of ABC.
& 2009 Elsevier B.V. All rights reserved.
Keywords:
Supply chain management
Organisational factors
Activity-based costing
1. Introduction
Supply chain management (SCM) can be considered as
a key component of competitive strategy to enhance
organisational productivity, performance and protability
(Gunasekaran et al., 2004). Given the above, according to
Gunasekaran et al. (2004), managers in many industries
are trying to make better use of SCM by implementing a
variety of different techniques such as just-in-time (JIT),
total quality management (TQM), lean production (LP),
0925-5273/$ - see front matter & 2009 Elsevier B.V. All rights reserved.
doi:10.1016/j.ijpe.2009.08.004
2. Background
Contributing to the SCM and ABC literature, this
section rst highlights different types of improvements
239
240
241
242
3. Method
A survey questionnaire was mailed to almost all (366)
members of Chartered Institute of Management accountants (CIMA) in New Zealand. CIMA is a professional
management accounting body with over 155,000 members and students in 158 countries. Given the levels of
requirements for becoming a CIMA qualied, it can be
argued that CIMA professionals are equipped with
necessary skills and knowledge to make better strategic
decisions for organisations. This makes each CIMA
member a suitable candidate for current study which
focuses on the adoption of management accounting
techniques in organisations.
Hard copies of the questionnaires were sent to all
targeted populations followed by a general announcement
on CIMA website (in three weeks time) encouraging those
CIMA members who had received the hard copies of the
questionnaires but did not complete them to ll up an
online version of the questionnaire.
Examining the stages (adoption versus non-adoption)
of adoption of ABC as one whole process (Al-Omiri and
Drury, 2007a; Anderson, 1995; Pierce, 2004), respondents
were asked to indicate their organisations attitudes
towards ABC adoption by using a 5-point Likert-type
scale (Abdel-Kader and Luther, 2006; Innes et al., 2000) as
follows: with anchors of (1) discussions have not taken
place regarding the introduction of ABC; (2) a decision has
been taken not to introduce ABC; (3) some consideration
is being given to the introduction of ABC in the future; (4)
ABC has been introduced on a trial basis; and (5) ABC has
been implemented and accepted.
In order to measure the levels of adoption of ABC
(after ABC is implemented), Gosselins levels of ABC
adoption (1997) which was also implemented by Baird et
al. (2004) and Baird (2007) was used and the adopters of
ABC were asked to identify the level of adoption of ABC in
their organisations as follows: activity analysisAA
(identication of activities and procedures performed in
their organisations to make the nal products/services);
243
Table 1
Relationship between business size the stages of adoption of ABC in New Zealand.
Number of employees
Discussions
have not taken
place regarding
the introduction
of ABC
A decision has
been taken not
to introduce
this practice
Some
consideration is
being given to
the introduction
of this practice
This practice
has been
introduced on a
trial basis
This practice
has been
implemented
and accepted
Total
r25 Employees
26 Up to 50 employees
51 Up to 100 employees
101 Up to 200 employees
201 Up to 500 employees
More than 500 employees
Total
24
6
6
8
6
8
58
8
0
4
2
0
6
20
0
0
0
0
6
10
16
0
0
0
2
0
4
6
6
4
0
4
2
10
26
38
10
10
16
14
38
126
Value
df
Sig. (2-sided)
55.134
20
0.000
Pearson chi-square
244
Table 2
Relationship between business size the levels of adoption of ABC in New Zealand.
Number of employees
Activity analysis
(AA)
Allocation of cost
pools to products/
services (ABC)
Total
r25 Employees
26 Up to 50 employees
101 Up to 200 employees
201 Up to 500 employees
More than 500 employees
Total
2
0
0
0
4
6
0
2
2
4
8
16
4
2
4
4
10
24
6
4
6
8
22
46
Value
df
Sig. (2-sided)
8.277
0.407
Pearson chi-square
Table 3
Relationship between organisational industry and the stages of adoption of ABC in New Zealand.
Number of employees
Discussions
have not taken
place regarding
the introduction
of ABC
A decision has
been taken not
to introduce
this practice
Some
consideration is
being given to
the introduction
of this practice
This practice
has been
introduced on a
trial basis
This practice
has been
implemented
and accepted
Total
Manufacturing organisations
Service organisations
Total
12
52
64
4
18
22
2
16
18
0
6
6
4
28
32
22
120
142
Value
df
Sig. (2-sided)
2.223
0.695
Pearson chi-square
245
Table 4
Relationship between organisational industry and the levels of adoption of ABC in New Zealand.
Number of employees
Activity analysis
(AA)
Allocation of cost
pools to products/
services (ABC)
Total
Manufacturing organisations
Service organisations
Total
0
6
6
0
24
24
6
18
24
6
48
54
Value
df
Sig. (2-sided)
8.438
0.015
Pearson chi-square
5. Conclusions
Contributing to the SCM and ABC literature, the current
study highlights the integration between SCM and ABC in
terms of addressing a variety of different improvements
which the adoption of ABC can offer to SCM and
organisational performance, processes, productivity, and
protability as follows: helping organisations to become
more efcient and more effective; providing organisations
with a clear picture of where resources are being spent,
customer value is being created, and money is being made
or lost; offering organisations a better alternative to
volume-based product costing; identifying value-added
activities and eliminating or reducing non-value added
activities; providing organisations with an understanding
of cause and effect relationship between costs and the
demands for activities within a process leading to better
organisational performance; improving the accuracy of
processes and products cost data and obtaining the
highest long-term prot by exercising complete control
over overhead resources in organisations; improving
organisation process by providing decision support for
conversion to the decentralised mini-storages; costing
services of the land transportation company; facilitating
optimal joint product mix decisions; pricing product mix
and capacity expansion decisions; offering cost-estimation model; providing more accurate product-cost information and improving decision quality; offering more
accurate costing of holding inventory; estimating cash
ow created by supply chain tactical production planning;
improving efciency by identifying and eliminating areas
of non-value added activity in supply chain processes;
offering supporting decision-making concerning product
modularity method for assessing the cost consequences of
modularisation; designing and development of activities
for production; Protability modelling, Enterprise modelling and Business Process Reengineering; offering cost
reduction; improving simulation models; identifying area
of waste and non-value- added activities, improving
productivity, quality and effectiveness in manufacturing
and performance measurement systems, improving competitive position of organisations, reducing costs and
production time; contributing to the decision support
for designers, production managers and manufacturers;
planning; improving performance measurement system;
improving the quality of the products protability
information; predicting the economic consequences of
production and processes actions.
246
Acknowledgements
The authors are grateful to the University of Auckland,
Research Foundation of the Chartered Institute of Management Accountants (CIMA) of the UK and the University of
Shefeld for funding and facilitating the research on
which this paper is based.
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