The Case of a Newly Implemented Modern Management Accounting System in a Multinational Manufacturing Company
P.W. Senarath Yapa
RMIT University, email@example.com
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Copyright ©2014 Australasian Accounting Business and Finance Journal and Authors.
Watts, Daniel; Yapa, P.W. Senarath; and Dellaportas, Steven, The Case of a Newly Implemented Modern Management Accounting System in a Multinational Manufacturing Company, Australasian Accounting, Business and Finance Journal, 8(2), 2014, 121-137. doi:10.14453/aabfj.v8i2.9
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The Case of a Newly Implemented Modern Management Accounting System in a Multinational Manufacturing Company
Contemporary management accounting techniques (such as TQM, BSC, JIT) are widely lauded by academia but the proposed relevance to business has not necessarily the view held by industry (e.g. Burns & Vaivio, 2001; Chenhall & Langfield-Smith, 1998; Innes et al., 2000. The purpose of this article is to investigate the acquisition by a modern multi-national firm of a major IT-based management accounting program to assess the relevance and usefulness of its functionality by identifying the type(s) of systems that are utilised and the rationale for upgrading or modifying its system(s).
This study relies on a single case based on two in-depth semi structured interviews with accounting and finance professionals in a multi-national manufacturing company that recently implemented a modern management accounting system.
The findings indicate that despite demonstrating some relevance of the management accounting information, the manufacturer deactivated components of the system that were deemed irrelevant at particular levels of the organisation.
This paper provides evidence about the non-reliance on management accounting information in a multinational company operating in Australia. The findings in the study imply that relevance is linked to implementation, planning and training will help managers to better prepare themselves in setting up contemporary management accounting systems.
Change, IFRS, institutional, Portugal, principles, rules
The Case of a Newly Implemented Modern Management Accounting System in a Multinational Manufacturing Company
Daniel Watts1, P.W. Senarath Yapa2 & Steven Dellaportas3 Abstract
Purpose Contemporary management accounting techniques (such as TQM, BSC, JIT) are widely lauded by academia but the proposed relevance to business has not necessarily the view held by industry (e.g. Burns & Vaivio, 2001; Chenhall & Langfield-Smith, 1998; Innes et al., 2000. The purpose of this article is to investigate the acquisition by a modern multi -national firm of a major IT-based management accounting program to assess the relevance and usefulness of its functionality by identifying the type(s) of systems that are utilised and the rationale for upgrading or modifying its system(s).
Design/methodology/approach – This study relies on a single case based on two in-depth semi structured interviews with accounting and finance professionals in a multi-national manufacturing company that recently implemented a modern management accounting system.
Findings – The findings indicate that despite demonstrating some relevance of the management accounting information, the manufacturer deactivated components of the system that were deemed irrelevant at particular levels of the organisation.
Originality/value – This paper provides evidence about the non-reliance on management accounting information in a multinational company operating in Australia. The findings in the study imply that relevance is linked to implementation, planning and training will help managers to better prepare themselves in setting up contemporary management accounting systems.
Keywords: Change, IFRS, institutional, Portugal, principles, rules
Contemporary management accounting techniques such as Activity Based Costing (ABC), the Balanced Scorecard (BSC), Just in Time (JIT), Value Chain Analysis (VCA), Total Quality Management (TQM) are practices that have gained widespread attention in accounting, particularly since the latter decades of the 20th century (Argyris & Kaplan, 1994; Bromwich, 1999/2000; Bromwich & Bhimani, 1994; Horngren, 1995; Kaplan, 1994; Kaplan & Norton, 1992; Otley, 1983; Scapens et al., 1996). Where management accounting information has not kept pace with uncertain environments, the relevance of management accounting has been increasingly questioned by business unit managers (Murphy et al., 1995; Kaplan, 1986). The determination of academic research to maintain the relevance of management accounting is a noble pursuit but it is undermined by the choices made in industry and the lack of a pure definition for its achievement and worth (Bromwich & Bhimani, 1994). With a myriad of conventional management accounting systems and the ability to modify or specify alterations, the type and provision of contemporary management accounting systems is an important decision for many firms. The selection of an inappropriate system may result in a detrimental effect on the strategic or operational functioning and positioning of the firm (Burns & Vaivio, 2001; Coad, 1999; Langfield-Smith et al., 2000; Mintzberg, 1990; Mintzberg et al., 1998; MacDonald & Richardson, 2002). Whilst the benefits of contemporary management accounting techniques are evident, successful implementation remains an important and unresolved issue that constrains the benefits derived from new management accounting technologies. This occurs in part because of the contention that management accounting has not developed its own persona and remains merely a tool, rather than an essential component of the decision making process (Loft, 1995; Granlund & Lukka, 1998). Industry challenges of the ilk of globalised competition and fluctuating macro-economic conditions may be the saviour of management accounting as industry seeks to find any advantage, no matter how insignificant (Langfield-Smith et al., 2000). Until the worth of management accounting can be categorically demonstrated, its value may not live up to its potential.
The onset of globalised competition and ready access to high technology has forced companies to change the way they operate (Langfield-Smith et al., 2000). Increasing IT investment is touted as the advantage that provides the leverage for achieving a stronger more flexible production process to deal with persistent change and improve organisational performance (Chenhall, 2003; Grandeet al., 2010). Dechow et al., (2007) claim that IT automates many control functions with use friendly systems capable of adaption to low level or line management. With the rapid development of high-end technology, efficient and instantaneous communication, and increased competition, many firms have been forced to seek comparative advantage to remain viable (Langfield-Smith et al., 2000). Management accounting systems and the resulting information used to assist management in its decision making process is argued to provide a comparative advantage in a dynamic and competitive environment (Chenhall & Langfield -Smith, 1998). Designing and maintaining effective cost management systems has become a fundamental task for corporations and their management accountants. IT now plays an important role in areas that are typically the domain of management accounting. A central and emerging theme arising from this discussion is the focus on how organisations utilise innovative technology-based management accounting systems across the value chain to support corporate strategy. The aim of this study is to investigate the acquisition and implementation of a major IT-based management accounting program with management accounting functionality by a modern multi-national firm and to assess its relevance by seeking to identify the type(s) of systems that are utilised at different organisational levels and the rationale behind upgrading or improving its system(s).
The identification and analysis of how well a management accounting system has been implemented and subsequently utilised in a multi-national firm provides a practical perspective on how industry perceives the relevance of management accounting. The installation of management accounting systems and the degree to which they are utilised is left up to individual firms (Bromwich & Bhimani, 1994). This study, based on a single case with semi-structured interviews, provides deep and personal insight on the issues facing an organisation in implementing a contemporary management accounting system, at a time where delays may mean loss in market share or an ill-needed drop in profitability. Dechow et al., (2007) contend that the role of information technology as a provider of information and facilitator for management accounting is an important area for further investigation. This study examines the relevance of a recently implemented technology-based management accounting system. Data is sought on the relevance of management accounting information by management in their strategic and operational decision making processes as well as the systems utilised (or discarded) and modified by the company. Identification of the type, level of detail and format that this information takes, in addition to external information will assist in forming the conclusions to this study.
The remainder of this paper is organised as follows: a review of relevant literature is presented in the next section. This literature review outlines the arguments that call for management accounting change and the impediments to effective implementation. This section also highlights the research objectives of this study. Section three outlines the methodology adopted in this study that is based on a single case with interviews as the primary method of data collection. This section is followed by a discussion and analysis of the findings in section four and a conclusion in section five.
Management Accounting Change
The prominence of modern management accounting emerged in the latter part of the 20th century with the promise of radical changes in management accounting techniques (Burns & Vaivio, 2001; Foster & Young, 1997). No longer was management accounting seemingly conjoined to cost accounting, as techniques such as TQM, JIT and ABC became popular adoption in industry (Bromwich & Bhimani, 1994). The motivations for the adoption of management accounting change generally fall into two broad categories, strategic or long- term change (Hubbard, 2000; Morgan, 1993) and operational or short-term change (Morgan, 1993). A firm may seek to address change by utilising both or either of these approaches but the implementation of a contemporary management accounting technique is generally considered strategic (Morgan, 1993; Bromwich, 1999/2000; Simons, 1990; Chenhall & Langfield -Smith, 1998, 1999; Langfield-Smith, 1997). Chenhall and Langfield-Smith (1999) outline four key steps for strategic management accounting system change that begins with “triggers for adoption” (p. 39) . This step pertains to the key factors that management determine as paramount for the decision to move to a new management accounting system. The second part of the process relates to the “System Characteristics”. This step outlines the type of management accounting characteristics management decides are paramount to the transition. “Implementation Issues”, the third part of the change process, follows with a focus on specific issues that will hinder or assist the implementation of a new management accounting system. The final part refers to “outcomes” that relates directly to the results of the implementation. The outcomes highlight what features and benefits the firm will be faced with post implementation. This study is focused on the latter two parts of the change process that are critical to assessing the relevance of a newly developed management accounting system.
In spite of differences between firms, the triggers for the implementation and utilisation of management accounting systems are generally consistent across organisations and dominated by the need to respond to a crisis such as a loss of market share or a dramatic decrease in profitability (Chenhall & Langfield-Smith, 1998). Additional triggers for management accounting change include: increasing exposure to global competition; significant changes in manufacturing processes; significant technological changes to manufacturing processes; and benchmarking by parent companies against so that performance measures could be “…applied in consistent and reliable ways between entities in the group” (Chenhall & Langfield-Smith, 1999, p. 44). The triggers for a change in the management accounting systems may be prevalent in individual firms but the decisions concerning the type and success of such changes are not as easily recognisable. Indeed, even with triggers present for the adoption of new management accounting systems, the acceptance and uptake of a contemporary management accounting system is still not assured (Burns & Vaivio, 2001). All too easily recognisable from case studies are the differences in management accounting systems, but not necessarily why they are different (Simons, 1990).
Consider the case of contemporary management accounting tools such as ABC. Such tools assist organisations to achieve effective cost management accounting practice for the allocation of resources to activities, and then activities to cost objects through imputed causal relations based upon volume and non-volume related drivers (Cooper and Kaplan 1987; Cooper and Kaplan 1988; Cooper 1990; Cooper 1990). It is generally acknowledged that ABC brings several benefits by removing distortions from traditional cost accounting system and providing accurate cost information for: better decision making (Cohen et al., 2005; Cooper & Kaplan, 1988); more efficient strategic planning and operating performance (Cagwin and Bouwman 2002; Kennedy and Affleck-Graves 2001; O’Guin, 1991). Despite the theoretical superiority of ABC over traditional volume based costing models, the implementation of ABC in business organisations has yielded mixed results. Whilst 51% of Fortune 500 companies implemented ABC and ABM models, only 18% sustained such implementations for more than four years (Kiani and Sangeladji, 2003). It appears that a number of firms which sought to implement these cost accounting techniques subsequently abandoned them. Cobb et al. (1992) found that the implementation of ABC is costly and troublesome, particularly the selection of drivers and defining accurately relevant activities. Employees find it difficult to understand ABC categories, allocating resources to them and interpret the results.
On a broader level, contemporary management accounting techniques (e.g. ABC, BSC, TQM) are considered widely utilised by industry but the level of acceptance remains lower than expected (Burns & Vaivio, 2001; Chenhall & Langfield -Smith, 1998; Innes et al., 2000). Like cost accounting, contemporary management accounting will gain relevance and popularity as firms pursue development of internal accounting practices which don’t easy fit into existing systems (Bromwich & Bhimani, 1994). Research evidence acknowledges that the successful implementation of ABC cannot rely on technical factors alone (Cooper 1990; Cooper, Kaplan et al. 1992), contextual, behavioural and organisational factors also influence effective implementation (Cooper et al., 1992; Shields, 1995). Both contingent factors (e.g. competition, technology and organisational strategy) and institutional factors (e.g. regulations and consultants) have been found to be an influence on firms to implement new management accounting such as ABC (se for example: Cooper and Kaplan, 1988; Kaplan and Cooper, 1998; Granlund and Lukka 1998; Hopper and Major 2007).
Research Question Development
Contemporary management accounting systems rarely develop in isolation of changes in the environment. The catalyst for developments in management accounting stems from developments of other processes in the firm (Chenhall & Langfield -Smith, 1999). Jazayeri and Hopper (1999) contend that management accounting develops in conjunction with the implementation of World Class Manufacturing (WCM). Paramount to this paradigm is the recognition that WCM on its own does not provide a stronger competitive position, only when it is combined with management accounting technology is this potentiality realised. With a vast array of management accounting options available to firms and the advent of computer technology providing opportunities for firms to refine pricing and measurement systems in a timely manner creates a distinct need to identify key areas of concern or interest in the adoption of management accounting systems. The overall purpose of this study is to examine the usefulness of a newly implemented contemporary management accounting system in a large multinational manufacturing firm by examining the relevance of the functionality with the needs of internal users. The relevance of a modern management accounting system in this study is examined from two dimensions, firstly, the extent to which the functionality of a modern management system is suited to the needs of the organisation, secondly, the perceived usefulness of the information produced by the management accounting system to decision making in all levels of management.
The first dimension relates to the level and complexity of information that is required from a management accounting system in a dynamic environment, especially as competition increases and pressures from stakeholders to perform to higher standards continues. Managers at all levels rely on the information made available from the management accounting system to make operational or strategic decisions. Operational decisions would be expected to occur generally at lower levels of management, and strategic decision-making accordingly are attributable to the more senior management. As a result, all levels of management would be expected to be looking at the management accounting system to assist in the operational and strategic decision making process(es). Relatively simple cost accounting systems may still have their place, but management is looking for greater amounts of information and from a more diverse information pool in order to help with the decision making process. In order to stay ahead in the globally competitive environment that a manufacturer operates in, the information requirements become increasingly complex.
RQ1:To what extent does the modern management accounting system provide accurate and timely information to assist managers’ in their short/-long-term decision making.
The modification of contemporary management accounting techniques to support chosen strategies has been cited as a valid industry practice (Bouwens & Abernathy, 2000; Gerdin and Greve, 2004) but the determination of the suitability is a challenge that faces all firms seeking change. There is little doubt that every organisation has unique characteristics that go some way to the determination of the suitability of a contemporary management accounting technique.
Management accounting systems in a modern competitive firm by necessity have to be modified from the originally defined technique(s) in order to satisfy unique demands for information (Bouwens & Abernathy, 2000). The flexibility of these management accounting techniques therefore becomes a consideration when evaluating their suitability. Modifications, additions and possibly even subtractions of functions must be carried out to provide the firm with the functionality that they seek. Such modifications may reach such an extent that recognising the system implemented may prove to be a challenge, as it may no longer display the same characteristics of a contemporary management accounting system. In regard to the second dimension, relevance is assessed by examining the extent to which contemporary management accounting techniques required modification.
RQ2:To what extent was the functionality amended on a newly installed modern management accounting system.
The research questions developed in this study are investigated using qualitatively research techniques based on a single multi-national manufacturing firm. The firm in question, designated “Company-A”4 to protect the identity of the firm and its constituents, was selected for its size, multi-national presence and ultimately because of the access to highly ranked officers. Company-A is a manufacturing firm with a physical presence in 27 countries with sales to more than 100 countries. Company-A’s head office is located on the East Coast of the US, but has regional and sub-regional offices in Melbourne, Australia. In order to establish the relevance of this firm to this study, data from comparative manufacturing firms was obtained for comparison and to help define the presence of this firm in the world market in its defined field of business. The publicly available data indicates that Company-A is ranked in the top 10 in market capitalisation and gross sales.5 The focus throughout this study will be on the global operating conditions and factors wherever possible. Centralised management control, from the global headquarters will help eliminate regional bias and maintain focus on the global decision making process for Company-A.
Faced with highly competitive rivals, Company-A established a strategic plan to see them remain at the forefront of technology and production efficiency. Acquiring new high-technology firms in their industry sector and divesting mature divisions was part of this key strategic direction. Each new acquisition exposed Company-A to another management accounting system culminating in a system of disparate financial reporting and management accounting systems owing to a strategic path of acquisition and divestment. Incompatibility of such systems and pressure to improve operating performance were alluded to by the interviewees as being instrumental in the decision acquire and implement SAP R/3.6 SAP R/3 provided Company-A
4 The name “Company A” was designated to maintain anonymity for the firm and its officers.
5 All relevant data for were obtained from individual firm’s corporate websites.
6 SAP (Systems Analysis and Program Development) is an accounting software system based on real-time data processing that is popular with large multinational companies who required real-time business applications with built-in multi-currency and multi-language capabilities. SAP R/3 is an enterprise-wide information software system coordinates all the resources, activities and information needed to complete various business processes. SAP R/3 is arranged into distinct and integrated functional modules, that includes Financials and Controlling (FICO), Human
with a multi-faceted system providing site-specific financial reporting, supply chain management, customer resource management and management accounting in one package. Prior to this homogeneous system, a variety of management accounting, financial reporting and supply chain management systems were utilised. This multi-facetted approach reflected the desire by Company-A to provide a single homogenous system as a foundation for the majority of their business functions and the acquisition of new business units. SAP R/3 cost Company-A in the order of $US250 million and took three years to implement. At the time of data collection, Company-A had marked a one year milestone since the implementation of a financial reporting and management accounting system based on SAP R/3 information technology platform. No data was sought from this system. All the data obtained for this research was obtained through the interview process and subsequent follow-up clarification questions.
This paper follows the method adopted in previous studies that investigates issues relating management accounting relevance (Scapens, 1990; Chenhall and Langfield-Smith, 1999). As an illustrative case study and interviews with key stakeholders provides the lens to identify and clarify relevant issues. Two interviews were planned and executed, one with the Australia and New Zealand Managing Director (MD) and a second interview with the Business Financial Manager, Australia, New Zealand and South East Asia (BFM). Both the MD and BFM were well versed in the processes and infrastructure of Company-A and were involved in the implementation of SAP R/3. The participants were qualified accountants, questions of a specific accounting nature were well within the guise of their expertise. The MD reports to the Global Chief Financial Officer and the Regional Chief Executive Officer and has been in the current role as MD for approximately six years. Prior to that, he held the position of Regional Financial Director for a little less than one year and the Australia-New Zealand Financial Director, which he held for a number of years. As a qualified Certified Practising Accountant (CPA), the MD’s understanding of the underlying management accounting processes and capacity was considered sound. A list of questions in a sequential order was forwarded to the MD prior to the interview to ensure adequate time to review and clarify any points prior to the meeting. No clarification was sought from the MD. A 90 minute interview was conducted with the MD eliciting responses to the list of proposed questions and seeking further information on areas that were pertinent to this research. The initial list of questions devised served as a checklist of topics, and provided a foundation for the discussion of relevant issues. Follow-up clarification using email was utilised, most specifically for basic empirical data.
An interview was specifically sought with the BFM as a result of an initial telephone interview with the MD who nominated the BFM as an ideal candidate to discuss the management accounting information requirements of managers of plants and other operational positions. The BFM reports to the MD and Global Business Managing Director and has a strong accounting background as a qualified Chartered Accountant. Having worked in a number of countries as both a financial and management accountant, the BFM was expected to have a clear understanding of relevant concepts. The BFM was identified as a supplier of information to managers at different levels of the organisation. This allowed the research to identify the information needs, from a single source, of multiple managers, many of whom are in international locations. It should be noted that the BFM acts as a facilitator of this information,
Resources (HR), Materials Management (MM), Sales & Distribution (SD), and Production Planning (PP). A distinct advantage of SAP is its adaptability making its implementation unique to each adoption.
and is not responsible for the decision of which information is made available to these managers. This is crucial to avoiding potential bias on whether such information is assumed relevant. Similar to the MD, a list of questions was composed and forwarded to the BFM for clarification. The interview with the BFM was conducted in approximately 70 minutes. General utilisation specifics and global processes were openly discussed, again with the discussion kept on topic by the interviewer, allowing the BFM to explain all answers.
Chenhall and Langfield-Smith (1999) argue that a response to crisis is a significant factor in the introduction of a contemporary management accounting system. However, Company- A was in no such position. Rather than a crisis, Company-A was faced with a series of disparate financial reporting and management accounting systems owing to a strategic path of acquisition and divestment. The desire to provide a platform to incorporate all business divisions into a single instance system was considered paramount. The location or site-specific financial reporting and globally accessible management accounting information were seen as significant benefits and thus became an influential motivation for change. Consistent with the research questions presented in this study, the extent of the relevance of this newly implemented management accounting system is examined in two parts: (1) by investigating the usefulness of the information provided to managers in making decisions at all levels; and (2) the extent to which the functionality of the system required adaptation to meet the needs of key users.
The Relevance of The System to Decision Makers’ Needs
While Company-A’s structure is such that head office remains in control of all divisions on a strategic level, each division operates autonomously with regard to operational decision making. In describing the utilisation of management accounting information, it was revealed that each level of management utilise the system in various ways and to various degrees in order to perform their managerial tasks. The interviewees assert that lower level managers are highly involved with the management accounting system, utilising much of its functionality to make operational decisions. Middle management utilises the system in a different way, relying on information in different formats and additionally some external information to make tactical decisions. Senior management utilise the system sparingly and rely on significant amounts of external data in order to make strategic decisions. This varied utilisation of the management accounting system demonstrates a degree of relevance but much of it is focused at an operational and at a tactical decision making level (middle managers).
At an operational level, Company-A sets key performance indicators (KPIs) for each production facility. Making decisions about production issues, many of which have short-term timeframes, place this type of manager at the ground level of the organisation. These KPIs are generated fundamentally by historical precedent and are also based on internal and external benchmarking that relies on specific plan capabilities and supply chain mechanisms. Incremental improvement is constantly sought and is checked periodically using internal benchmarking. Some scorecards are utilised as is activity based management, though investigation of activity drivers is done so rarely that ABC and ABM are considered nearly non-existent or generally irrelevant. As the BFM mentioned:
“We did not use ABC and ABM in our operations…. Internal benchmarking is done with
other regional and global plants with respect to the specific product being manufactured. Variances are scrutinised and explanations sought.”
Managers at the operational level have little control over some variances as they hold no authority over supply chain purchases. This is understood and eases pressure fro
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