The Impact of Enterprise Resource Planning Systems on Management [11]
论文作者:佚名论文属性:硕士毕业论文 thesis登出时间:2009-05-24编辑:anne点击率:34521
论文字数:12837论文编号:org200905241228418362语种:英语 English地区:中国价格:免费论文
关键词:Management accountingcapital budgetingenterprise resource planning systemsinformation technology
budgeting becoming more integrated and more complex.
4.3 Changes to Management Accounting Systems
The second part of the questionnaire addressed the impact of information technology more generally on management accounting systems. For example, respondents were asked to describe how their companies’ management accounting systems changed in the past 10 years using five headings: budgeting, operating statements, forecasting operating performance, performance measurement and costing.
4.3.1 Budgeting
Thirty-one respondents reported changes to budgeting in the past 10 years. The change to budgeting identified by respondents in order of frequency was: more rigorous, aimed at maximizing shareholder value, more accurate, more automated, more comprehensive, more integrated among financial statements, for more periods of time, revised more frequently, more sophisticated, more structured, more disciplined, simultaneously “top-down” and “bottom-up,” more detailed, more transparent, easier to review, and more strategic. Many companies were replacing spreadsheets with integrated budget modelling software. The budgeting process was the same, but information technology made budgeting more functional. One respondent stated:
Divisional and segment budgets have moved from being focussed on outputs (i.e. particular categories of expenditure) to being focussed on outcomes (i.e. overall profitability). The budget process has also been rationalized to ensure information submitted to the board is concise enough for useful decision making.
4.3.2 Operating statements
There were 29 responses; outlining changes to operating statements in the past 10 years. These changes included in declining frequency: more automated; more focus on KPIs; more refined; more transparency; more comprehensive; more focus on non-financial performance measures; more detailed; more focus on cash flows; more focus on marginal returns and ROC; more standardization; more segmented reporting; more analysis of costs; more in line with accounting standards and best practices; operating statements now available online in real-time or next day. Several respondents summed up the changes to operating statements as follows:
- “No substantial change other than greater use of information technology in the process.” Some respondents mentioned the use of advanced tools such as OLAP (online analytical processing), Hyperion, and Cogros in addition to various ERP systems.
- “A feature of the last 10 years has been different divisions operating on different ledgers and charts of account. Moving to a single ledger and chart of accounts is one objective of the ERP system.”
4.3.3 Forecasting
There were 31 responses related to changes to forecasting in the past 10 years. The responses in declining frequency were: more frequent forecasting or re-forecasting; rolling forecasts; more detailed; moved from spreadsheets to Hyperion or other management support system; better integration; longer forecasts; more accurate; more use of spreadsheets; and more consistency among organizational units. One respondent, with an ERP system, summarized the changes:
Forecasting was completed on Excel spreadsheets and consolidated. Now forecasting is made easier as the actual data can be copied and forecast out within the one database, producing standard reports and consolidated within a much shorter timeframe. The focus is more on accuracy and analysis
4.3.4 Perform
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