Cost cube - Revision history

DavidWashington: minor updates

2012-08-03T09:30:48Z

minor updates

Thomka at 20:31, 12 January 2011

2011-01-12T20:31:02Z

Markus Berger-Vogel: /* IGC-DEFINITION (abbreviated) */

2010-12-13T15:11:32Z

IGC-DEFINITION (abbreviated)

Markus Berger-Vogel: /* IGC-DEFINITION (abbreviated) */

2010-09-01T08:18:16Z

IGC-DEFINITION (abbreviated)

Markus Berger-Vogel: New page: == IGC-DEFINITION (abbreviated) == '''Cost cube'''
If we want to analyse the management’s responsibility for costs and revenues and prepare the necessary information for taking cost-...

2010-08-24T14:13:35Z

New page: == IGC-DEFINITION (abbreviated) == '''Cost cube''' If we want to analyse the management’s responsibility for costs and revenues and prepare the necessary information for taking cost-...

New page

== IGC-DEFINITION (abbreviated) ==
'''Cost cube''' 
If we want to analyse the management’s responsibility for costs and revenues and prepare the necessary information for taking cost-related decisions, we first must present the different cost aspects in the clearest possible way, showing how they are inter-linked, and second make consistent use of clearly defined concepts. The cost cube is not a new theory but rather a model for explaining cost behaviour, which has proven itself very useful in practice. It presents the cost aspects in three dimensions:

[[Image:Cost tube.png|x500px|]]

*Product costs / structure costs (vertical axis of the cube): For the purposes of decision accounting it is important to differentiate between costs caused by the nature of the products on one hand – and costs caused by the structure of the business on the other hand. Product costs (proportional costs) are the direct and causal consequence of producing a product-item or a service. In contrast structure costs are defined by a business’s capacity and organisational structure. These are costs, in other words, that are not directly dependent on output but are determined by decisions over the business’s capability to produce goods and services. These structure costs express the necessary effort to ensure that goods and services can be produced at all.

*Controllability in the short or middle term (horizontal axis of the cube): “Who has the competence to influence costs as they arise and in what time-frame can the costs be changed?” These are the questions asked by Responsibility Accounting. This dimension shows, which cost amounts can be altered in what time-frame.

*Direct and indirect costs (third dimension in the cube): Whether it is a matter of direct or indirect costs depends on the object in question. The salary of the employee in the accounts receivable department (structure costs, controllable in the middle term) belongs to the direct costs of the accounting cost center, but to the indirect overhead costs of products. Material costs for highly refined parts (product costs, controllable in the long term, because only one supplier is available) are direct costs of the manufactured product.

The same three-dimensional way of thinking applies to the costs dependent on revenue. Commissions, deductions from revenue, freight charges, those parts of the distribution costs dependent on orders etc. – All these costs are no longer depend on the volume produced but on sales-mix, sales volume and revenue, which means they need to be represented by a detached cube.

from: [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.)]

== Source ==

[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]

← Older revision		Revision as of 09:30, 3 August 2012
Line 24:		Line 24:

	[[Category:Planning]]		[[Category:Planning]]
		+
		+	== World Book Night: Millions of Free Books Donated ==
		+
		+	A young woman is jumping up and down in front of the New York Public Library wearing a sandwich sign that says, "Hate Reading? Talk To Me!" Shes waving around several copies of "The Glass Castle" by Jeannette Walls, eager to get them off her hands.Men and women in suits breeze by, but some passersby are curious about the spectacle. If you were roaming the streets of New York City or London last night you may have encountered a similar scene: Zealous readers handing out award-winning novels by the boxful.
		+
		+	[[http://goodvillenews.com/World-Book-Night-Millions-of-Free-Books-Donated-J7S8iH.html World Book Night: Millions of Free Books Donated]]
		+
		+	[[http://goodvillenews.com/wk.html GoodvilleNews.com - good, positive news, inspirational stories, articles]]
		+
		+	== Student Goes From Homeless to Harvard ==
		+
		+	Despite being abandoned to homelessness by her parents, Dawn Loggins worked as a high school custodian by day and studied hard by night to become the first person from her school to ever be admitted to Harvard.
		+
		+	[[http://goodvillenews.com/Student-Goes-From-Homeless-to-Harvard-QX9Vg4.html Student Goes From Homeless to Harvard]]
		+
		+	[[http://goodvillenews.com/wk.html GoodvilleNews.com - good, positive news, inspirational stories, articles]]
		+
		+	== Use Your Talents Give More Receive More ==
		+
		+	When I stand before God at the end of my life, I would hope that I would not have a single bit of talent left, and could say, I used everything you gave me.Erma Bombeck
		+
		+	[[http://goodvillenews.com/Use-Your-Talents-Give-More-Receive-More-n807aT.html Use Your Talents Give More Receive More]]
		+
		+	[[http://goodvillenews.com/wk.html GoodvilleNews.com - good, positive news, inspirational stories, articles]]
		+
		+	== 10 Ways to Love Where You Live ==
		+
		+	Community is not just for extroverts.For thousands of years, our ancestors lived in barrios, hamlets, neighborhoods, and villages. Yet in the time since our parents and grandparents were young, privacy has become so valued that many neighborhoods are not much more than houses in proximity.
		+
		+	[[http://goodvillenews.com/10-Ways-to-Love-Where-You-Live-FT4yRy.html 10 Ways to Love Where You Live]]
		+
		+	[[http://goodvillenews.com/wk.html GoodvilleNews.com - good, positive news, inspirational stories, articles]]
		+
		+	== Little Things You Can Do to Make the World a Lot Nicer ==
		+
		+	A few years ago, Debbie Tenzer was feeling overwhelmed by all the crises in the news. But rather than give in to despair, she thought, Maybe I cant solve our big problems, but I know I can do something.
		+
		+	[[http://goodvillenews.com/Little-Things-You-Can-Do-to-Make-the-World-a-Lot-Nicer-PxxL5F.html Little Things You Can Do to Make the World a Lot Nicer]]
		+
		+	[[http://goodvillenews.com/wk.html GoodvilleNews.com - good, positive news, inspirational stories, articles]]

← Older revision		Revision as of 20:31, 12 January 2011
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	[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]		[http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]
		+
		+	[[Category:Planning]]

@@ Line 1: / Line 1: @@
 == IGC-DEFINITION (abbreviated) ==
-'''Cost cube'''<br>
+'''Cost cube / [[:de:Kostenwürfel|Kostenwürfel]]'''<br>
 If we want to analyse the management’s responsibility for costs and revenues and prepare the necessary information for taking cost-related decisions, we first must present the different cost aspects in the clearest possible way, showing how they are inter-linked, and second make consistent use of clearly defined concepts. The cost cube is not a new theory but rather a model for explaining cost behaviour, which has proven itself very useful in practice. It presents the cost aspects in three dimensions:

@@ Line 6: / Line 6: @@
-*Product costs / structure costs (vertical axis of the cube):<br>For the purposes of decision accounting it is important to differentiate between costs caused by the nature of the products on one hand – and costs caused by the structure of the business on the other hand. Product costs (proportional costs) are the direct and causal consequence of producing a product-item or a service.<br>In contrast structure costs are defined by a business’s capacity and organisational structure. These are costs, in other words, that are not directly dependent on output but are determined by decisions over the business’s capability to produce goods and services. These structure costs express the necessary effort to ensure that goods and services can be produced at all.
+*Product costs / structure costs (vertical axis of the cube):<br>For the purposes of [[decision accounting]] it is important to differentiate between costs caused by the nature of the products on one hand – and costs caused by the structure of the business on the other hand. Product costs ([[proportional costs]]) are the direct and causal consequence of producing a product-item or a service.<br>In contrast structure costs are defined by a business’s capacity and organisational structure. These are costs, in other words, that are not directly dependent on output but are determined by decisions over the business’s capability to produce goods and services. These [[structure costs]] express the necessary effort to ensure that goods and services can be produced at all.
-*Controllability in the short or middle term (horizontal axis of the cube):<br>“Who has the competence to influence costs as they arise and in what time-frame can the costs be changed?” These are the questions asked by Responsibility Accounting. This dimension shows, which cost amounts can be altered in what time-frame.
+*Controllability in the short or middle term (horizontal axis of the cube):<br>“Who has the competence to influence costs as they arise and in what time-frame can the costs be changed?” These are the questions asked by [[responsibility accounting]]. This dimension shows, which cost amounts can be altered in what time-frame.
-*Direct and indirect costs (third dimension in the cube):<br>Whether it is a matter of direct or indirect costs depends on the object in question. The salary of the employee in the accounts receivable department (structure costs, controllable in the middle term) belongs to the direct costs of the accounting cost center, but to the indirect overhead costs of products. Material costs for highly refined parts (product costs, controllable in the long term, because only one supplier is available) are direct costs of the manufactured product.
+*Direct and indirect costs (third dimension in the cube):<br>Whether it is a matter of direct or indirect costs depends on the object in question. The salary of the employee in the accounts receivable department (structure costs, controllable in the middle term) belongs to the [[direct costs]] of the accounting cost center, but to the [[overheads/indirect costs|indirect overhead costs]] of products. Material costs for highly refined parts (product costs, controllable in the long term, because only one supplier is available) are direct costs of the manufactured product.
@@ Line 18: / Line 18: @@
 from: [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.)]
 == Source ==
 [http://www.igc-controlling.org/EN/_publikationen/publikationen.php IGC-Controller-Wörterbuch, International Group of Controlling (Hrsg.), 4. Auflage, Schäffer-Poeschel, Stuttgart, 2010]

Cost cube - Revision history

DavidWashington: minor updates

Thomka at 20:31, 12 January 2011

Markus Berger-Vogel: /* IGC-DEFINITION (abbreviated) */

Markus Berger-Vogel: /* IGC-DEFINITION (abbreviated) */

Markus Berger-Vogel: New page: == IGC-DEFINITION (abbreviated) == '''Cost cube''' If we want to analyse the management’s responsibility for costs and revenues and prepare the necessary information for taking cost-...

Markus Berger-Vogel: New page: == IGC-DEFINITION (abbreviated) == '''Cost cube'''
If we want to analyse the management’s responsibility for costs and revenues and prepare the necessary information for taking cost-...