Details
More than any other practice, solving a case study is the most imperative stepping stone for clearing the SCMPE paper. Being the second and updated version of the Case study and theory book, this case study book covers each type of business and each aspect of every business. After learning practical concepts and theoretical frameworks of each topic, students must know how to apply them to various businesses efficiently from their SCMPE Regular course.
This book is a COLOURED book for easy separation of the 12 chapters accompanied by case studies. Every case studies except those covered in RTP’s will be here.
Let’s take you through a tour of this unique coloured book:
- Each of the 12 chapters covers theory and related case studies
- Every Case Study is the book i.e. All Past, Present and Anticipated Case Studies. These will cover every type of business and each aspect of the business.
- The theory is cut down in simple language, for simplified understanding by the students. No complex explanation is provided, everything is reduced to important pointers.
- With the detailed revision, we have rectified any mistakes which were missed by the ICAI’s study material
- We update the book regularly, therefore any new concept introduced by ICAI or the business sector that holds relevance in your exam is refurbished in the book.
- The coloured book holds an attractive and efficient Colour Scheme for the elements of the book. Questions are printed in Brown, answers in Blue, First heading in Red, Subheading in Green, Sub-Sub heading or important points in Black. This demarcates the content according to categories, making it readable and simplified for last-minute revision.
- To further break down the heavy content, paragraph numbers given to big case studies. When the content is divided into smaller parts, the question appears less lengthy.
- Master Index is given right in the beginning for easy and last-minute referrals
INDEX
| Introduction to SCM
Q1-Traditional Cost Management Q2-Strategic Cost Management Q3-Components of SCM Q4-Value Chain Q5-Cost Driver Analysis Q6-Strategic Positioning Analysis Q7-Strategic Framework (Porters 5 Forces model) Q8-Superior Performance & Competitive Edge Q9-Differentiation Advantage Q10-Low Cost Advantage Q11-Value Chain for assessing competitive edge Q12-Mission, Vision and Objectives Q13-Value Shop Model – CASE STUDIES —–(1) – Value Chain Retail sector – Identify activities —–(2) – Porters 5 Forces Model Entering new market of paper tubes —–(3) – Porter’s Value Chain Vs Value Shop Concentrate on servicing instead of mfg |
| Modern business environment
Q1-TQM Q2-Cost of Quality Q3-6c’s Q4-Deming Wheel Q5-Criticism of TQM Q6-Business Excellence Model Q7-Tools to achieve excellence Q8-EFQM Q9-Baldrige Criteria for excellence Q10-Thoery of Constraints Q11-Throughput Accounting Q12-Supply Chain Management Q13-Development of SCM Process Q14-Pull and Push System Q15-Upstream & Downstream SCM Q16-Upstream SCM Q17-Downstream SCM Q18-Benefits of SCM Q19-Service Level Agreements Q20-Outsourcing – CASE STUDIES —-(1) – Business Excellence Model Fast fashion company —-(2) – Supply Chain Management Brick & mortar vs E-Commerce —-(3) – Supply Chain Management Service Sector – Travel & Tourism —-(4) – TQM Banking co- Improving Quality |
| Lean system & innovation
Q1-Lean System Q2-Types of Waste Q3-Techniques of Lean System Q4-JIT Q5-Essentials of JIT Q6-JIT Purchasing Q7-JIT Production Q8-Advantages of JIT production Q9-Impact of JIT on Cost, waste and Process Q10-Performance measures in JIT Q11-Backflushing Q12-Kaizen Costing Q13-Benefits of Kaizen Costing Q14-5s Q15-Losses due to breakdown Q16-TPM Q17-TPM and TQM Q18-Types of Maintenance Q19-OEE Q20-Cellular Manufacturing Q21-Steps in implementing cellular mfg Q22-Benefits of cellular Manufacturing Q23-Six Sigma Q24-DMAIC & DMADV Q25-Limitations of 6 Sigma Q26-Lean Six Sigma Q27-Process Innovation Q28-BPR Q29-Principles of BPR Q30-Stages of BPR Q31-TAKT Time – CASE STUDIES —-(1) – Kaizen Costing Mobile company – Warranty repairs process —-(2) – Total Productive Maintenance Oil company – working 365 days —-(3) – Six Sigma – DMAIC Bags mfg company – sales returns too high —-(4) – Six Sigma & Cost Of Quality – DMAIC ‘ Electronics mfg company – defective quality —-(5) – 5 S CA – office requires cleaning of files —-(6) – Business Process Re-Engineering Banking – old type vs new age banking —-(7) – Business Process Re-Engineering Footwear company – manufacturing vs. purchasing |
| Cost Management Techniques
Q1- Target Cost Q2-Advantages of Target Costing Q3-Main features of Target Costing Q4-Value Analysis & Engineering Q5-Difference between above Q6-Impact of Target Costing on profitability Q7-Target Costing & Traditional Costing Q8-Companies which can use Target Costing Q9-Life Cycle Costing Q10-Use of Life Cycle Costing Q11-Pareto Analysis and its applications Q12-EMA Q13-Classification of Environmental Cost Q14-Techniques of Identifying & allocating EM Q15-Types of Environmental Cost Q16-Reasons for controlling EM Q17-Role of EMA in decision Making – CASE STUDIES —-(1) – Target Costing Bike mfg co. – pricing strategy with challenges —-(2) – Environmental Management Accounting. Bangle mfg company – bad working conditions —-(3) – Environmental Management Accounting Oil company – controlling EMA cost —-(4) – Life Cycle Costing 4 stages of the product —-(5) – Value Analysis & Functional Analysis Furniture manufacturing company – reduce cost |
| Costing of Specific Sector
Q1-Risk in Power Sector Q2-Features of Power Sector Q3-Application of Cost Mgt Techniques Q4-Value Chain in Power Sector Q5-Unique features of agricultural sector Q6-Cost mgt in agricultural sector Q7-Costing in IT Sector Q8-4D cost opmisation model |
| Decision Making
Q1-Activity Based Costing in Decision Making Q2-JIT in Decision Making Q3-Non-financial Consideration Q4- Ethics in Business Q5-Outsourcing – CASE STUDIES —-(1) – Ethical Business New business about to start – be ethical |
| Pricing Decisions
Q1-Profit Maximixation Model Q2-Pricing under different markets Q3-Principles of Product Pricing Q4-Methods of pricing Q5-Pricing policy in recession times Q6-Situations to sell below marginal cost Q7-Pricing of new products Q8-Price adjustment policies – CASE STUDIES —-(1) – Competitive Advantage Mobile phone company – pricing strategy —-(2) – Pricing Strategy Car company – launching new product —-(3) – Pricing Strategy Various types of Products —-(4) – Pricing Strategy with Product Life Cycle IT co – New Antivirus Software launched.
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| Performance Measurement and evaluation
Q1-Responsilbity accounting Q2-Types of centres Q3-Characterstics of good performance measure Q4-Financial Measures (ROI, RI & EVA) Q5-Adv & Disadv of financial measures Q6- Adv & Disadv of non-financial measures Q7-CSF & KPI Q8-Different types of non-financial measures Q9- Balanced Scorecard Q10-Disadv of Balanced Scorecard Q11-Performnace Prism Q12-Triple Bottom Line (TBL) Q13-The Performance Pyramid Q14-Building Block Model Q15-Benchmarking Q16-Types of Benchmarking Q17-Need for performance measure in NPO Q18-Value for Money Q19-Balance Scorecard for NPO – CASE STUDIES —-(1) – Balance Scorecard Car manufacturing company – falling performance —-(2) – Performance Prism Logistics company – employees not satisfied —-(3) – Value Chain & Performance Prism Audio systems mfg co. – Identifying activities, giving suggestions & employees not satisfied. —-(4) – Triple Bottom Line Paper mfg company – lets not only report financial —-(5) – Triple Bottom Line Hospital – identify its activities
—-(6) – Triple Bottom Line Identify its activities —-(7) – The Building Block Model Fast food company – new measurement system —-(8) – Building Block With Benchmarking Education company – Improve performance —-(9) – External Benchmarking Hospital – compare & find strength & weakness —-(10) – Value for Money Project of maintaining a beach —-(11) – Value for Money ` Hospital – Evaluating its Operations —-(12) – Value for Money ` Accommodation Services – Three “E”s |
| Transfer pricing
Q1-Characterstics of good transfer price Q2-Basis of transfer price Q3-Resolving conflicts – CASE STUDIES —-(1) – Transfer Pricing IT co. – faulty transfer price – 2 part pricing —-(2) – Transfer Pricing Electrical product co. – what is good for dept & co. —-(3) – Porter’s 5 Forces & Transfer Pricing Electrical product co. – Issues in Transfer Pricing |
| Strategic analysis of income statement
Q1-Strategic Profitability Analysis Q2-DPP Q3-Customer Profitability Analysis Q4-ABC Q5-ABM Q6-Value Added & Non – Value added Activities Q7-Business Application of ABM Q8-Benefits of ABM Q9-ABC & ABM Q10-Activity Based Budgeting Q11-Activity Flexible Budgeting – CASE STUDIES —-(1) – Activity Based Costing Musical Instrument Co. – Traditional vs ABC |
| Budgetary Control
Q1-Budgets & Budgetary Control Q2-Feed Back & Feed Forward Control Q3- Budget Slack Q4-Effect of budget difficulty on performance Q5-Top Down Approach Q6-Bottom Up Approach Q7-Circumstances of Top Down Approach Q8-Limitations of Traditional Budget Q9-Beyond Budgeting Q10-Steps in implementation of Beyond Budgeting Q11-Traditional and Beyond Budgeting – CASE STUDIES —-(1) – Budgetary Control. Oil co. – type of control – feedback & feedforward —-(2) – Budgetary Control Too strict controls without clear goals —-(3) – Competitive Advantage And Control System Airline company – select the best strategy —-(4) – Feedforward & Feedback Control Consulting company – cash problem —-(5) – Participative Budget Mgt school – looking to involve staff in budgeting —-(6) – Bottom Up Or Top Down Furniture company – sales team —-(7) – Beyond Budgeting Hotel – changing how it operates —-(8) – Beyond Budgeting Car Company – Suitability of Budgets |
| Standard Costing
Q1-Planning & Operating Variances Q2-Activity Based Costing Q3-Inter-relationship between Std costing & ABC Q4-Service Sector Q5-Factors for investigating Variance Q6-Interlinking of variances Q7-Interpretation of variances Q8-Reporting – CASE STUDIES —-(1) – Kaizen Costing Vs Standard Costing Automobile co.– cost reduction vs cost control —-(2) – Value Chain, Std Costing, Balanced Scorecard Copper rods mfg co – not buying material —-(3) – Control Through Standard Costing System AC Co – Control System, CSF & Std Costing |
