中小企业成本管理研究外文翻译、中文文献

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中小微企业降低成本与价值管理外文文献翻译

文献信息文献标题：Product redesigning, cost reduction, component substitution, and their influence in value management in micro and small enterprises（产品再设计、成本降低、零部件替代及其对小微企业价值管理的影响）文献作者及出处：Gala B, Zirena P, Arredondo A. Product redesigning, cost reduction, component substitution, and their influence in value management in micro and small enterprises[J]. Management Science Letters, 2020,10(6):1277-1286.字数统计：英文3137单词，17761字符；中文5284汉字外文文献Product redesigning, cost reduction, component substitution, and their influence in value management in micro and smallenterprisesAbstract Value engineering is a methodology developed based on cost reduction and product functionality increase and it has become a competitive factor which allows micro and small businesses owners to improve their performance. This paper proposes a method to identify some techniques of value engineering for improvement and redesigning of products, cost reduction, and component substitution. The proposed method uses the factors in value management of the micro and small businesses of the clothing textiles sector in the region of Arequipa. The results of the research provide some evidences that there is a direct positive correlation between the aforementioned techniques and value management and the results yield significant values, in all cases. A regression analysis is used in product redesigning and cost reduction.Keywords: Product redesign; Cost reduction; Component substitution; Valuemanagement; Value engineering; Value engineering techniques1.IntroductionValue engineering is a methodology developed by Miles at the end of World War II, which is based on the reduction of costs (Miles, 1962). Based on that, Mudge (1971) added a systematic application of known techniques which identifies the function of a product or service. The method was first used in manufacturing, but it is currently used in several types of businesses, especially in construction industry. Most of the studies on this topic have been carried out based on individual and multiple case studies (Gupta, 2009; Amit & Harshit, 2012). The proposed study of this paper is a pioneering technique since it uses quantitative methods for the analysis of value engineering techniques in the MSEs (micro – and small enterprises) on the clothing textile sector of Arequipa region. The objective of the study is to determine whether there is any direct positive relationship between value engineering techniques and other objects; including product redesigning, cost reduction, component substitution, and value management. As a second objective, it was identified whether the use of value engineering techniques used jointly generated a greater influence in value management.2.Revision of LiteratureThe revision of the literature showed that this methodology was applied with the aim of reducing costs in projects, mainly in the sector of construction, by eliminating unnecessary functions in the products. The first initiatives were presented by Lawrence Miles around 1947 in the United States, after World War II, facing the circumstances of that time, where the same products had to be manufactured despite the scarcity of raw materials. In response to that, some of the materials were changed, giving birth to the study to material replacement by means of a rigorous “work plan”, being this the key tool in value engineering. (Miles, 1962). The reason value engineering succeed before other methodologies was because it was different from them, focusing on the product functions and not only in reducing costs. Consequently,if an item is to be manufactured, the function it has for the client must be considered; in this way, it can be ensured that wanted or needed functions will not be sacrificed (Younker, 2003; Lim et al., 2019), achieving reductions of up to 40% in costs and ensuring success (Pineda Bernabel Ronal, 2017). Frequently, when the aim is to reduce costs, one faces the risk of compromising the quality of the product. In that regard, it was found out that a broadly used strategy is to make the client participate in its design, identifying their preferences regarding the attributes of such products, which will be taken into account in the study of the cost structure and in the way they are produced (Sievert, 2016). On the other hand, there is a need to apply this technique associated with concepts of planning and project control (Gupta, 2009) where the functional analysis is evident in addition to an economic assessment of the life cycle, multidisciplinary group work and within a work plan scheme, using creativity techniques (Kelly, 2014) to ensure the achievement of the quality-price relationship (Connaughton & Green Stuart, 1996).2.1.Value Engineering ProcessThe value engineering methodology can be applied in all of the stages; however, the greatest benefits have been achieved if it is applied in the first ones, particularly during the design stage (Wen, 2019). From there, the data and information are collected, then the creativity processes take place, alternative methods are proposed for the presentation of the product, productive processes. As a result, the benefits of the project will be effectively improved (Asgari, 2016). Besides, it has been identified as a tool to resolve failure in the manufacturing system, being applied from the design stage, proposing improvements at several stages of the process. The application renders significant improvements in quality and reliability, particularly when placing special attention to functions; problems and their causes are identified (Jantinder & Brajesh, 2014). In order to optimize the value of a product, it is crucial that the functions be defined, analyzed and improved; this must be done in a structured manner, using a multidisciplinary and experienced team, thus achieving the identification and elimination of unnecessary functions (Walk, 2012). In addition, Younker (2003) proposed that it was possible to do more than reducing costs,focusing efforts on improving team work and carrying out proper techniques. In order to achieve this, unbalances in value must be identified and also a work plan must be designed and created, with creative, original and solid alternatives that deliver an increase in value. Similarly, the functionality of the goods and services rendered must be ensured using a broad range of knowledge and experiences focused on the functions the product has for the client (Asgari, 2016). In fact, Meeker and McWilliams (2011) focus on the need to improve the costs of the product, identifying factors of redesign, substitution of parts, selection of suppliers and others, proposing their model in the following way:1.Recollection of Important data: Information must be collected identifying the cost of each part of the product, making lists of materials, suppliers, operating conditions, recording everything on a database.2.Errors: Typical errors may be obsolete prices, disinformation, outdated databases, situations that may be overcome through information systems and electronic transfer of data that may be involved in the manufacturing process of the product.3.Identification of what in the product generates costs: Locate where the highest cost is without leaving unattended the lower costs used frequently.4.A broader costs environment: Although direct costs are an important part of the sale price of a product, there are indirect costs and sale, research and development expenses that must be taken into account and properly distributed.5.Application of value engineering techniques with a systemic focus in order to improve the value of the product. It must be considered in the design, cost reduction, component substitution, among others (Meeker & McWilliams, 2011).The presented proposal becomes a new alternative to apply value engineering when it is time to make quick decisions while facing harsh market conditions where the client seeks and expects more from a product with a lower cost (Meeker & McWilliams, 2011).2.2.Value Engineering techniques2.2.1.RedesigningIt is a technique where the formal aspects and appearance of the product are defined again in addition to the features attributed to the product according to the demands of the market and of those participating in the design process (Guerrero Valenzuela & Hernandis Ortuño, 2018). It is identified as one of the important techniques proposed by Meeker and McWilliams (2011), in order to start the process of value engineering, and it responds to the features that the current market shows, where the clients tend to request different versions of the product, which implies that the company must do what is necessary to identify the clients’ needs, provide an improved version, a more attractive presentation, bearing in mind that presenting new products, significant benefits can be obtained for the company, properly exploring the opportunities the design and redesign of the products offer (Lee, 2015). Two interrelated stages can be identified; the first one recognizes the client’s requirements and the second, their assessment (Shieh et al., 2008). It is in the first stage where value engineering creativity is applied, presenting a series of ideas that may improve the value of the products, accepting all ideas proposed by the work team without discarding any. Afterwards, the analysis of the functions takes place, which meets every proposal; a list of alternatives is presented for the stage of cost evaluation and quality improvement (Rad & Yamini, 2016). After that, the design and redesign alternatives proposal are determined and the agreement implementation and execution program is structured (Smith et al., 2012). The product redesign implies providing a few special characteristics to the product based on elements that cannot be manufactured at the company, and need to be bought from the market (Ulrich & Ellison, 2005).2.2.2.Cost ReductionThis technique implies optimizing resources invested during the production process; it is achieved by paying less money for materials and supplies through negotiations with suppliers, discounts for bulk purchases and thus it is possible to contribute to obtaining competitive advantages (Meeker & McWilliams, 2011), with better functions that those provided by the competition (Hansen & Mowen, 2007). It is crucial to determine the objective cost, identifying desirable profit margins,probable sale prices and quality improvement. A good investment in the design stage may produce large profits (Williams, 2001), so it is worth focusing on this stage; however, they will continue being evaluated throughout the production process. In that regard, Lefort (2018) suggests achieving significant reductions in the cost of raw materials, the cost of personnel and the cost of the manufacturing premises.2.2.3.Substitution of componentsLa substitution of components is intended to analyze the alternative components, identifying in the products, larger, similar and smaller parts in order to substitute them and therefore achieve cost reduction (Meeker & McWilliams, 2011); however, the replacement of components proposes two key strategic aspects that are immersed in the decision of making or purchasing. In that regard, making implies the decision to manufacture parts and/or products within the company or otherwise, purchasing implies looking in the market for a part or product as a substitute with the intention of purchasing it. In both cases, such decisions are valued considering costs and functionality of the parts or products, (Sosa Vasquez & Chavez Alonso, 2014). In particular, purchasing or manufacturing implies a series of risks to be considered at the moment of making a decision, such as reliability, time of delivery among others (Berck, 2010). Also, purchasing parts or products will depend greatly on the technological capacity that the company has and is directly related to the technological knowledge of its workforce. According to Poppo and Zenger (1998), Suescun (2007) and Parmigiani (2007), companies use both strategies, they produce at the same time that they buy the same product, being this behavior the most recurrent, also known as concurrent sourcing or plural sourcing (Bradach & Eccle 1989; Harrigan, 1986). However, manufacturing or purchasing is determined by a group of factors: position in and trends of the market, products of the company, plant capacity, market rivalry regarding clients, suppliers’ competitors, where features, requirements, capacities and others are assessed (Probert, 2014). Now, the decision to substitute components implies a deep analysis for each case and context in particular. This decision may generate great opportunities or problems within the businesses (Probert, 2014). In that regard, it is known that most of the companies under the study developcompetitiveness based on costs leadership, therefore, handling costs becomes a key element for their survival and growth. Consequently, redesigning the products and substitution of components become fundamental tools (Meeker & McWilliams, 2011). On the other hand, in highly changing environments, companies do not only compete in cost leadership, but they also develop skills of adaptability and resources alignment with the purpose of providing agile and quick responses to the market so that they generate sustainable competitive advantages (Eckstein et al., 2015; De la Gala & Arredondo, 2019).2.2.4.Value ManagementValue management has become a management style that focuses on motivating employees, developing their skills and creating synergies to promote creativity and innovation in order to maximize general performance of the company (Engineers, 2008). Value management promotes financial sustainability though costs reduction, eliminating the use of unnecessary materials; it has been demonstrated that there is a positive and significant relationship with performance at manufacturing companies and interested parties, also ensuring the quality of the product (Vitalis et al., 2019). Besides, it provides the tools to make better decisions in business, improving competitiveness of the company in its context (Engineers, 2008). In short, after having revised the literature, we propose the following theoretical model for this research, where we present positive direct relations of the components’ substitution, redesign of products, cost reduction, with the management of value, presenting the following research hypotheses:Hypothesis 1. The substitution of components has a direct relationship that positively influences value management.Hypothesis 2. Product redesigning has a direct relationship that positively influences value management.Hypothesis 3. Cost reduction has a direct relationship that positively influences value management.The theoretical model of this research can be seen in the following figure.Fig. 1. Theoretical model 1Fig. 1 shows the hypotheses of work relationships of each of the techniques of value engineering and value management. By the way, the intended aim is to determine whether the techniques of value engineering: product redesigning, cost reduction and component substitution, when acting systemically, generate an increase in the level of relationship with value management, presenting the following hypothesis:Hypothesis 4. When value engineering techniques are used jointly, they increase the direct positive effect they have on value management.Fig. 2. Theoretical model N° 2You may see above the work hypothesis of the direct positive relationship of the value engineering techniques in a unidimensional manner and value management.3.Methodology3.1.Population and sampleThe target population is comprised of micro and small enterprises owners of the textile sector in the region of Arequipa, composed of processors, threaders, knitters of alpaca fiber, and for the most part clothing manufacturers and other types of attire. This population consists of 1,157 micro and small enterprises owners according the internal data of the production management of the regional government up to 2018. Convenience sampling for a sample of 300 businesses was implemented, achieving tocollect relevant data of 157 micro and small enterprises (MSEs) owners who agreed to be part of this research, reaching a response rate of 13.57% with respect to the aforementioned population.Prior to the surveys, open interviews to ten micro and small enterprises owners of the sector were conducted with the purpose of verifying whether the techniques displayed in the theory were being used in their businesses management, and the survey was structured according to the theory and performed interviews.The central statistics technique used for analysis in this study is the modelling of structural equations through PLS-SEM, using the statistic program Smart PLS v3.2.8. This program is one of the most appropriate for measurements where some of the latent variables are formative and other are reflective and exploratory (Hair et al., 2017), as it is the case here.3.2.Method and measurementsQuantitative-focused research is non experimental since there is no manipulation of variables and transversal design when collecting data in a single period.Independent variables, product redesigning, cost reduction, and component substitution as value engineering techniques, were measured in formative ways. This focus of measurement model posits that the indicators cause the formation of the construct. (Hair, et al., 2017) and the dependent variable, value management, has been measured in a reflective manner where the indicators represent the effects or manifestations of the variable (Hair et al., 2017). After mentioning these considerations, we explain the structure of the survey that contains fifteen questions, applying a Likert type scale of 5 positions, where 5 is in complete agreement and 1 is in complete disagreement.The survey was configured in the following manner: for the product redesign variable, a scale of five items was created; for the cost reduction and component substitution variables, their scales were made of three items; in the case of the value management dependent variable, the scale had four items. Similarly, the questionnaire has five sections: the first one collected general information about the micro and small businesses; the second, third, and fourth sections were for the independent variablesand the last section for the dependent variable of value management.4.ConclusionExisting literature proposes that value engineering techniques contribute mainly with cost reduction and product functionality. Likewise, the theoretical review proved that there are no studies with measurement of product redesign, cost reduction, and component substitution as value engineering techniques. Additionally, these techniques have not been analyzed as influential in value management. In this sense, and helping fill the existing gap in literature, the primary objective of this study was to determine the influence of product redesign, cost reduction, and component substitution in value management. This relationship was analyzed in a unidimensional manner with the purpose of identifying possible synergies stemming from their systemic use. This research was quantitative, non-experimental, with a transversal design, and was performed in 1157 micro and small enterprises (MSEs) of the textile sector of the region of Arequipa. Out of this population, only 157 were part of the study, obtaining a response rate of 13.57%, collecting data through a survey with 15 questions that referred to the study variables. To reach the aforementioned objectives, a structural equations modeling was carried out using partial least squares (PLS-SEM) and the software SmartPLS v3.2.8. This research showed that important and significant direct positive relationships exist between product redesign, cost reduction, and value management. Similarly, a weak but significant direct positive relationship was found between component substitution and value management. Hypotheses 1, 2, and 3 of the study were accepted. Likewise, the relationship between value engineering techniques, measured in a unidimensional manner, and value management resulted in a key and significant direct positive relationship, proving that the systemic use of these techniques generates a greater influence in value management. Thus, hypothesis 4 of the study is also accepted.The study has presented theoretical implications as it has contributed to overcome the existing gaps in literature, regarding how value engineering techniques influence value management, opening up a new field of analysis currently unexplored.Similarly, this research also presents important implications for managers. In this aspect, this research has identified the influence of product redesign, cost reduction, and component substitution in value management, which brings along the improvement in product quality and functionality at lower costs. Therefore, micro and small enterprises owners in this productive sector should focus their efforts on the development and intensive use of these techniques that contribute to the creation of competitive advantages through the reduction of costs and innovation of their products.中文译文产品再设计、成本降低、零部件替代及其对小微企业价值管理的影响摘要价值工程是在降低成本和增加产品功能的基础上发展起来的一种方法论，它已经成为一个让小微企业业主改善其绩效的竞争因素。

企业成本控制外文翻译文献

企业成本控制外文翻译文献(文档含英文原文和中文翻译)译文：在价值链的成本控制下减少费用和获得更多的利润摘要：根据基于价值链的成本管理理念和基于价值的重要因素是必要的。

首先，必须有足够的资源，必须创造了有利的价值投资，同时还需要基于客户价值活动链，以确定他们的成本管理优势的价值链。

其次，消耗的资源必须尽量减少，使最小的运营成本价值链和确保成本优势是基于最大商业价值或利润，这是一种成本控制系统内部整个视图的创建和供应的具实践，它也是一种成本控制制度基于价值链，包括足够的控制和必要的资源投资价值的观点，创建和保持消费的资源到合理的水平，具有价值的观点主要对象的第一个因素是构造有利的价值链，从创造顾客价值开始；第二个因素是加强有利的价值链，从供应或生产客户价值开始。

因此它是一个新型的理念，去探索成本控制从整个视图的创建和供应的商品更盈利企业获得可持续的竞争优势。

关键词：成本控制，价值链，收益，支出，收入，成本会计1、介绍根据价值链理论，企业的目的是创造最大的顾客价值；和企业的竞争优势在于尽可能提供尽可能多的价值给他们的客户，作为低成本可能的。

这要求企业必须首先考虑他们是否能为顾客创造价值，和然后考虑在很长一段时间内如何创造它。

然而，竞争一直以“商品”（或“产品”）作为最直接的载体，因此，传统的成本控制方法主要集中在对“产品”和生产流程的过程。

很显然，这不能解决企业的问题，企业是否或如何能为客户创造价值。

换句话说，这至少不能从根本上解决它。

因此，企业必须首先投入足够的资源，以便他们能够创建客户值取向，然后提供它以最少的资源费用。

所以在整个视图中对价值创造和提供整体的观点来控制成本，它可以为客户提供完美的动力和操作运行机制运行成本的控制，也可以从根本上彻底克服了传统的成本控制方法的缺点，解决了无法控制的创造和供应不足的真正价值。

基于此，本文试图从创作的整体观讨论成本控制提供价值并探讨实现良性循环的策略，也就是说，“创造价值投资成本供应价值创造价值”。

毕业论文--成本控制(cost--control)外文原文及译文【范本模板】

本科生毕业设计(论文）外文原文及译文所在系管理系学生姓名专业财务管理班级学号指导教师2014 年 6 月外文原文及译文Cost ControlRoger J. AbiNaderReference for Business，Encyclopedia of Business, 2nd ed。

Cost control，also known as cost management or cost containment，is a broad set of cost accounting methods and management techniques with the common goal of improving business cost-efficiency by reducing costs, or at least restricting their rate of growth. Businesses use cost control methods to monitor, evaluate, and ultimately enhance the efficiency of specific areas，such as departments，divisions, or product lines, within their operations.Cooper and Kaplan in 1987 in an article entitled "how cost accounting systematically distorts product costs” article for the first time put forward the theory of "cost drivers" (cost driver, cost of driving factor）of that cost, in essence，is a function of a variety of independent or interaction of factors （independent variable) work together to drive the results. So what exactly is what factors drive the cost or the cost of motive which? Traditionally, the volume of business (such as yield）as the only cost driver （independent variable)，at least that its cost allocation plays a decisive role in restricting aside，regardless of other factors (motivation）. In accordance with the full cost of this cost driver, the enterprise is divided into variable costs and fixed costs of the two categories。

中英文外文文献翻译中小企业财务风险管理研究

本科毕业设计（论文）中英文对照翻译(此文档为word格式,下载后您可任意修改编辑!)作者：Bernard G期刊：International Journal of Information Business and Management 第5卷，第3期，pp：41-51.原文The research of financial Risk Management in SMESBernard GINTRUDUCTIONSmall and medium sized enterprises (SME) differ from large corporations among other aspects first of all in their size. Theirimportance in the economy however is large . SME sector of India is considered as the backbone of economy contributing to 45% of the industrial output, 40% of India’s exports, employing 60 million people, create 1.3 million jobs every year and produce more than 8000 quality products for the Indian and international markets. With approximately 30 million SMEs in India, 12 million people expected to join the workforce in next 3 years and the sector growing at a rate of 8% per year, Government of India is taking different measures so as to increase their competitiveness in the international market. There are several factors that have contributed towards the growth of Indian SMEs. Few of these include; funding of SMEs by local and foreign investors, the new technology that is used in the market is assisting SMEs add considerable value to their business, various trade directories and trade portals help facilitate trade between buyer and supplier and thus reducing the barrier to trade With this huge potential, backed up by strong government support; Indian SMEs continue to post their growth stories. Despite of this strong growth, there is huge potential amongst Indian SMEs that still remains untapped. Once this untapped potential becomes the source for growth of these units, there would be no stopping to India posting a GDP higher than that of US and China and becoming the world’s economic powerhouse. RESEARCH QUESTIONRisk and economic activity are inseparable. Every business decisionand entrepreneurial act is connected with risk. This applies also to business of small and medium sized enterprises as they are also facing several and often the same risks as bigger companies. In a real business environment with market imperfections they need to manage those risks in order to secure their business continuity and add additional value by avoiding or reducing transaction costs and cost of financial distress or bankruptcy. However, risk management is a challenge for most SME. In contrast to larger companies they often lack the necessary resources, with regard to manpower, databases and specialty of knowledge to perform a standardized and structured risk management. The result is that many smaller companies do not perform sufficient analysis to identify their risk. This aspect is exacerbated due to a lack in literature about methods for risk management in SME, as stated by Henschel: The two challenging aspects with regard to risk management in SME are therefore: 1. SME differ from large corporations in many characteristics 2. The existing research lacks a focus on risk management in SME The following research question will be central to this work: 1.how can SME manage their internal financial risk? 2.Which aspects, based on their characteristics, have to be taken into account for this? 3.Which mean fulfils the requirements and can be applied to SME? LITERA TURE REVIEWIn contrast to larger corporations, in SME one of the owners is oftenpart of the management team. His intuition and experience are important for managing the company. Therefore, in small companies, the (owner-) manager is often responsible for many different tasks and important decisions. Most SME do not have the necessary resources to employ specialists on every position in the company. They focus on their core business and have generalists for the administrative functions. Behr and Guttler find that SME on average have equity ratios lower than 20%. The different characteristics of management, position on procurement and capital markets and the legal framework need to be taken into account when applying management instruments like risk management. Therefore the risk management techniques of larger corporations cannot easily be applied to SME. In practice it can therefore be observed that although SME are not facing less risks and uncertainties than large companies, their risk management differs from the practices in larger companies. The latter have the resources to employ a risk manager and a professional, structured and standardized risk management system. In contrast to that, risk management in SME differs in the degree of implementation and the techniques applied. Jonen & Simgen-Weber With regard to firm size and the use of risk management. Beyer, Hachmeister & Lampenius observe in a study from 2010 that increasing firm size among SME enhances the use of risk management. This observation matches with the opinion of nearly 10% of SME, which are of the opinion, that risk management is onlyreasonable in larger corporations. Beyer, Hachmeister & Lampenius find that most of the surveyed SME identify risks with help of statistics, checklists, creativity and scenario analyses. reveals similar findings and state that most companies rely on key figure systems for identifying and evaluating the urgency of business risks. That small firms face higher costs of hedging than larger corporations. This fact is reducing the benefits from hedging and therefore he advises to evaluate the usage of hedging for each firm individually. The lacking expertise to decide about hedges in SME is also identified by Eckbo, According to his findings, smaller companies often lack the understanding and management capacities needed to use those instruments. METHODOLOGY USE OF FINANCIAL ANAL YSIS IN SME RISK MANAGEMENT How financial analysis can be used in SME risk management? Development of financial risk overview for SME The following sections show the development of the financial risk overview. After presenting the framework, the different ratios will be discussed to finally present a selection of suitable ratios and choose appropriate comparison data. Framework for financial risk overviewThe idea is to use a set of ratios in an overview as the basis for the financial risk management.This provides even more information than the analysis of historicaldata and allows reacting fast on critical developments and managing the identified risks. However not only the internal data can be used for the risk management. In addition to that also the information available in the papers can be used. Some of them state average values for the defaulted or bankrupt companies one year prior bankruptcy -and few papers also for a longer time horizon. Those values can be used as a comparison value to evaluate the risk situation of the company. For this an appropriate set of ratios has to be chosen. The ratios, which will be included in the overview and analysis sheet, should fulfill two main requirements. First of all they should match the main financial risks of the company in order to deliver significant information and not miss an important risk factor. Secondly the ratios need to be relevant in two different ways. On the one hand they should be applicable independently of other ratios. This means that they also deliver useful information when not used in a regression, as it is applied in many of the papers. On the other hand to be appropriate to use them, the ratios need to show a different development for healthy companies than for those under financial distress. The difference between the values of the two groups should be large enough to see into which the observed company belongs. Evaluation of ratios for financial risk overview When choosing ratios from the different categories, it needs to be evaluated which ones are the most appropriate ones. For this some comparison values are needed inorder to see whether the ratios show different values and developments for the two groups of companies. The most convenient source for the comparison values are the research papers as their values are based on large samples of annual reports and by providing average values outweigh outliers in the data. Altman shows a table with the values for 8 different ratios for the five years prior bankruptcy of which he uses 5, while Porporato & Sandin use 13 ratios in their model and Ohlson bases his evaluation on 9 figures and ratios [10]. Khong, Ong & Y ap and Cerovac & Ivicic also show the difference in ratios between the two groups, however only directly before bankruptcy and not as a development over time [9]. Therefore this information is not as valuable as the others ([4][15]).In summary, the main internal financial risks in a SME should be covered by financial structure, liquidity and profitability ratios, which are the main categories of ratios applied in the research papers.Financial structureA ratio used in many of the papers is the total debt to total assets ratio, analyzing the financial structure of the company. Next to the papers of Altman, Ohlson and Porporato & Sandin also Khong, Ong & Y ap and Cerovac & Ivicic show comparison values for this ratio. Those demonstrate a huge difference in size between the bankrupt andnon-bankrupt groups.Therefore the information of total debt/total assets is more reliable and should rather be used for the overview. The other ratios analyzing the financial structure are only used in one of the papers and except for one the reference data only covers the last year before bankruptcy. Therefore a time trend cannot be detected and their relevance cannot be approved.译文中小企业财务风险管理研究博纳德引言除了其他方面，中小型企业(SME)与大型企业的不同之处首先在于他们的规模不同，但是，他们在国民经济中同样具有重要的作用。

中小企业成本管理研究外文翻译中文文献

中小企业成本管理研究外文翻译中文文献Cost Management in Small and Medium-sized Enterprises: A Research on Foreign LiteratureAbstractAs the backbone of the economy, small and medium-sized enterprises (SMEs) play a crucial role in creating jobs, stimulating innovation, and driving economic growth. However, they often face challenges in managing costs effectively. This article examines and analyzes foreign literature on cost management in SMEs. It explores various cost management techniques, such as activity-based costing, budgeting, and cost control, and highlights the importance of cost management in enhancing the competitiveness and sustainability of SMEs. The findings provide valuable insights for SMEs to optimize their cost management practices and achieve long-term success in the competitive business environment.1. Introduction1.1 BackgroundCost management is an essential aspect of business operations, as it directly impacts the profitability and financial stability of a company. In SMEs, which typically have limited resources and face intense competition, effective cost management is even more crucial.1.2 ObjectivesThe primary objective of this research is to examine the foreign literature on cost management in SMEs and identify best practices and techniques thatcan be applied in the Chinese context. By understanding the experiences and strategies of SMEs in other countries, Chinese SMEs can learn from their successes and avoid potential pitfalls in cost management.2. Cost Management Techniques2.1 Activity-Based Costing (ABC)Activity-Based Costing is a cost allocation method that assigns costs to specific activities or cost objects based on their utilization of resources. This technique provides a more accurate understanding of the cost drivers in a company, enabling SMEs to allocate resources more effectively and identify areas for cost reduction.2.2 BudgetingBudgeting is a fundamental cost management tool that allows SMEs to plan and control their financial resources. By setting realistic and achievable budgets, SMEs can monitor their expenses, forecast future costs, and make informed decisions regarding resource allocation.2.3 Cost ControlCost control involves monitoring and regulating expenses to ensure that they remain within planned limits. SMEs can employ various cost control techniques, such as implementing cost-saving measures, negotiating favorable contracts with suppliers, and leveraging technology to streamline operations and reduce overhead costs.3. Importance of Cost Management in SMEs3.1 Enhanced CompetitivenessCost management enables SMEs to offer competitive prices without compromising on quality. By optimizing their cost structure, SMEs can improve their profit margins and gain a competitive edge in the market.3.2 Resource OptimizationEffective cost management allows SMEs to allocate their limited resources strategically. By identifying unnecessary costs and reallocating funds to key areas, SMEs can optimize their production processes and invest in critical areas such as research and development.3.3 Financial StabilityCost management helps SMEs maintain a stable financial position by minimizing the risk of running into cash flow problems or accumulating excessive debt. By controlling costs and ensuring efficient resource allocation, SMEs can safeguard their financial health and sustain long-term growth.4. ConclusionThis research on foreign literature emphasizes the significance of cost management in SMEs and provides valuable insights into proven techniques and strategies. By implementing effective cost management practices, SMEs can optimize their operational efficiency, enhance competitiveness, and achieve long-term success in an increasingly competitive business environment. This research serves as a guide for Chinese SMEs to improve their cost management practices and overcome challenges effectively. By integrating foreign experiences with localized strategies, SMEs can navigatethe complexities of cost management and position themselves for sustainable growth.。

成本管理外文文献及翻译-译国译民

成本管理外文文献及翻译-译国译民译国译民翻译公司:成本管理外文文献China's Enterprise Cost Management Analysis and CountermeasuresAbstract: With the progress and China's traditional Cost Management model difficult to adapt to an increasingly competitive market environment. This paper exists in our country a number of Cost Management and finally put forward to address these issues a number of measures to strengthen Cost Management.Keywords:: Cost Management measuresIn a market economy conditions, as the global economic integration, thedevelopment of increasingly fierce market competition, corporate profit margins shrinking. In this case, the level of high and low business costs directly determines the size of an enterpriseprofitability and competitive strength. Therefore, strengthen enterprise Cost Management business has become aninevitable choice for the survival and development.First, the reality of China's Enterprise Cost Management Analysis Cost Management in our country after years of development, has made many achievements, but now faces a new environment, China's Cost Management hasalso exposed some new problems, mainly in the following aspects: (A) Cost Management concept behind theChinese enterprises lag behind the concept of Cost Management in pervasivephenomenon, mainly in Cost Management of the scope, purpose and means fromtime to biased. Many enterprises will continue to limit the scope of CostManagement within the enterprise or even only the production process at the expense of other related companies and related fields cost behavior management. We supply side, for example. The supply side of the price of the product cost of doing business, one of the most important motives. As the supply side of the price of the product and its cost plus profit, so the supply side of price in the form of its own costs to the enterprise. However, some enterprises to the supply side too much rock bottom price, as their source of high profits, without considering each other's interests, resulting in supply-side to conceal their true costs, price increase in disguise. This increase in procurement costs, thereby increasing commodity costs, making goods less competitive. The purpose of Cost Management from the point of view, many enterprises confined to lower costs, but less from the perspective of cost-effectiveness of the effectiveness of the means of cost reduction mainly rely on savings, can not be cost-effective. In traditional Cost Management, Cost Management purposes hasbeen reduced to cut costs, saving has become the basic means to reduce costs. From the perspective of Cost Management to analyze theCost Management of thisgoal, not difficult to find cost-reduction is conditional and limits, and in some requirements is formulated with site construction production safety accident and rescue measures. 8.8.1 accident emergency rescue leading group: Ke Xinhua Deputy head: duruilongpeiwenfu members: spar Zhao Gu Songwei Li Deping Zhang Baohai Xu Dong of emergency rescue leading group responsible for: production safety accidents timely rescue people and property, protect the scene of the accident, with the company and the higher authorities of the accident investigation process.Division of labour are: escort the wounded spar Zhao Gu Songwei is responsible for, is accountable to the company report by Li ping Zhang Baohai, Xu Dong is responsible for the site, and others organized the rescue. 8.8.2 emergency program site located commuter car, communication cell phone 8 and fire-fighting equipment, first aid kits and other configuration is required. 8.8.2.1 accident report after the accident, project a free prompt escalation to corporate security section of the Department, the Department of safety, while reporting to the competent, not later than reported and concealed. 8.8.2.2 accident emergency rescue measures and rescue leading group after receiving the report,immediately organized rescue teams, and take effective measures torescue the injured and property, prevent accidents expanded, and to protect the construction site, so much more moving scene, make a markand a written record, keep relevant material evidences. Checking the injured injury and degree, injured people sent to hospitals for emergency treatment and treatment in a timely manner. 8.8.2.3 project staff actively support and higher authorities on the investigation and handling of accidents. 8.8.2.4, after the accident, organizes the concerned personnel for the causecases, control of costs, could lead to product quality andenterprise efficiency decline.In addition, the vast majority of enterprises in the overall concept of lack of CostManagement. Most companies have a common phenomenon, that is, torely on finance staff to manage costs. In the implementation of Cost Management process,some companies focus only on cost accounting; some business leaders only concerned about the financial and cost statements, using the number of statements to management costs. Although such an approach to reduce the cost to a certain role, but the final analysis, cost accounting, or ex post facto control, failed to do in advance of cost control and occurrence of process control, can not be replaced costing Cost Management.(B) Cost Management obsoleteFirst of all, from a Cost Management in general and ways of looking at, not reallyformed, the system's Cost Management methodology, from speaking, we haveproposed the establishment of including cost projections, the cost of decision-making, cost planning, cost accounting, cost control, cost analysis, etc. In the within the new Cost Management system, but how to make this methodologyin a scientific, systematic, forming an organic links there are many problems. Secondly, the specific method of Cost Management perspective, According to thesurvey, 55.7% of the enterprises use varieties of France, 42.8% of companies use sub-step. The development trend of current world production of many varieties of small batch production mode, this mode of production batches law applies to product cost. Currently, only 6.2% of China's enterprises to adopt this method to calculate, which indicates that the organization of production in China is still relatively extensive, paid insufficient attention to the consumer's personality.Finally, from a Cost Management tool to see, even though some enterprises toenter the computerized stage, but the cost of application management module level is not high, and many enterprises are still the manual accounting, in a modern way of technology, Information, and this is bound to constrain businessfurther enhance the level of Cost Management, it is difficult to meet the modern CostManagement of cost Information provided by the timeliness, comprehensiveness,accuracy requirements.(C) the cost Information, a serious distortion ofIn China, there are a considerable number of enterprises there isthe cost of the case Information is untrue, and this situation isgetting worse. Cost Informationdistortion is mainly caused by the following reasons:First, costing only a focus on materials, labor, manufacturing overhead, ignoring the growing increase in the modern enterprise product development, the middle of testing and trial-and after-sales service on a small group of input costs associated with the content of the product was incomplete, does not correctly evaluate the products in the the whole process of life-cycle cost-effectiveness. The second is distortion caused by improper costing methods. A high degree of labor-intensive enterprises in the past years, the accounting of the simple requirements is formulated with site construction production safety accident and rescue measures. 8.8.1 accident emergency rescue leading group: Ke Xinhua Deputy head: duruilongpeiwenfu members: spar Zhao Gu Songwei Li Deping Zhang Baohai Xu Dong of emergency rescue leading group responsible for: production safety accidents timely rescue people and property, protect the scene of the accident, with the company and thehigher authorities of the accident investigation process. Division of labour are: escort the wounded spar Zhao Gu Songwei is responsible for, is accountable to the company report by Li ping Zhang Baohai, Xu Dong is responsible for the site, and others organized the rescue. 8.8.2 emergency program site located commuter car, communication cell phone 8 and fire-fighting equipment, first aid kits and other configuration is required. 8.8.2.1 accident report after the accident, project a free prompt escalation to corporate security section of the Department, the Department of safety, while reporting to the competent, not later than reported and concealed. 8.8.2.2 accident emergency rescue measures and rescue leading group after receiving the report, immediately organized rescue teams, and take effective measures to rescue the injured and property, prevent accidents expanded, and to protect the construction site, so much more moving scene, make a mark and a written record, keep relevant material evidences. Checking the injured injury and degree, injured people sent to hospitals for emergency treatment and treatmentin a timely manner. 8.8.2.3 project staff actively support and higher authorities on the investigation and handling of accidents. 8.8.2.4,after the accident, organizes the concerned personnel for the cause assumption (that is, the number of direct labor hours or production basis for the allocation of indirect costs), usually do not causeserious distortions in product costs. But in a modern manufacturing environment, the proportion of direct labor costs declined significantly, a substantial increase in the proportion of manufacturing costs, andthen use the traditional method of cost computation will produce irrational behavior, the use of traditional costing will lead to serious distortions in product cost information to enable enterprises to operate the mistake of choosing the direction of products.Third, to achieve the purpose of artificially adjust the cost of a number of hidden losses caused by a serious, corporate virtual surplus real loss. In China, some enterprises do not increase because of Cost Management, but in order to achieveimproper goals or interest to do so at the cost of the external disclosure of false information. Study its causes and performance: business managers in order to gloss over its management performance, to investors, especially medium and small shareholders have a good explanation to take virtual cut costs, inflated benefits, such as Joan China source event, Guangxia event; some private enterprises do not even pay taxes in order to tax less, false purchase invoices, virtual offset value-added tax; inflated costs, pay less corporate income tax; a number of enterprise Cost Management is in chaos, infrastructure work is not solid, it is difficult to accurately account for product costs, and thus disclosed the cost of information is not accurate. (D) internal Cost Management of the establishmentof the main mistakesCost of production and operation activities, a comprehensive index covering all aspects of management, but also involves all levels ofpersonnel. However, a long time, people have been the existence of a bias, the Cost Management as afinance officer for a small number of managers patents, that thecost-effectiveness should be handled by business leaders and finance staff and to all workshops, departments, teams and groups of workersonly as a producer, resulting in control costs, understand technology, understand technology, understand the financial, the majority of the workers as to which costs should be controlled, how to control problems have no intention also were unable to say in the cost-conscious indifference. Workers that Ganhaoganhuai a sample, feel market pressures, cost control initiative can not be mobilized, serious waste, mainly in energy and materials, the next material without careful planning, the next corner does not make full use of materials, energy and run , risk, dripping, and leak is serious. Cost Management of the main mistakes made to establish theCost Management business has lost the management of large groups of promise, of course, Cost Management work is not really achieve good results.Second, strengthen enterprise Cost Management measuresCost Management for Chinese Enterprises in the problems, we should start the following efforts to strengthen Cost Management:(A) the introduction of new ideas - the use of strategic Cost ManagementStrategic management is central to the sustained competitive advantage for businesses, competitive advantage is the core of any Strategy, it ultimately comesrequirements is formulated with site construction production safety accident and rescue measures. 8.8.1 accident emergency rescue leading group: Ke Xinhua Deputy head: duruilongpeiwenfu members: spar Zhao Gu Songwei Li Deping Zhang Baohai Xu Dong of emergency rescue leading group responsible for: production safety accidents timely rescue people and property, protect the scene of the accident, with the company and the higher authorities of the accident investigation process. Division of labour are: escort the wounded spar Zhao Gu Songwei is responsible for, is accountable to the company report by Li ping Zhang Baohai, Xu Dong is responsible for the site, and others organized the rescue. 8.8.2 emergency program site located commuter car, communication cell phone 8 and fire-fighting equipment, first aid kits and other configuration is required. 8.8.2.1 accident report after the accident, project a free prompt escalation to corporate security section of the Department, the Department of safety, while reporting to the competent, not later than reported and concealed. 8.8.2.2 accident emergency rescue measures and rescue leading group after receiving the report, immediately organized rescue teams, and take effective measures to rescue the injured and property, prevent accidents expanded, and to protect the construction site, so much more moving scene, make a mark and a written record, keep relevant material evidences. Checking the injured injury and degree,injured people sent to hospitals for emergency treatment and treatmentin a timely manner. 8.8.2.3 project staff actively support and higher authorities on the investigation and handling of accidents. 8.8.2.4, after the accident, organizes the concerned personnel for the cause from enterprises to create value for customers, this value must exceed the costs of enterprises to create it. An enterprise to gain a competitive advantage need to make a choice, that is, enterprises must strive for what would be an advantage, and to what extent the problemfor superiority to make a choice. This requires the introduction of strategic management of Cost Managementthinking, to achieve a strategic sense of the extensions to form a strategic Cost Management. Strategic Cost Management refers to management of the specializedapproach provides an analysis of the enterprise itself and its competitors information to assist managers and evaluation of the formation of corporate Strategy, thereby creating a competitive advantage in order to meet enterprises to effectively adapt to constantly changing external environment. (B) establish a new concept 1, establish a system management concepts, the implementation of a comprehensive, whole process of Cost ManagementThe content and scope of the cost of doing business should not be confined to areas of production, management needs to be with the change, and as the development of management development. Cost Management should becomprehensive, the whole process, and at the design stage till the development planning stage should begin to reduce the cost of activities. Modern enterprise Cost Management should include the impact on cost changes in all aspects of the projections to penetrate the enterprise, decision-making, technology, sales and other areas in all aspects of the enterprise expansion.2, establish the concept of cost-effectiveness, cost forecasting and decision-making levelsEnterprises can not succeed in the market for greater profits, they must establish the cost of determining the market concept, give fullplay to the cost of policy-making functions. Cost Management and enterprise's overall effectivenessshould also be linked to the concept of dynamic cost-effective approach to cost and control issues, from the comparative analysis of input and output to look into the necessity and rationality of the enterprise from the perspective of efficiency to determine the increases or decreases in order to conduct a cost benefit as the center of the dynamic management.3, establish a sense of innovation, technology and insist on combining The vitality lies in its continued innovation, and enterprises should seize the pulse of the market, seeking mechanism innovation, vibrancy, increase scientific and technological input, and the effective use of new technologies, new equipment, new processes and new materials, relying on technology to reduce product cost. Meanwhile, cost accountingshould be considered in the scientific and technological content of products, including the cost to go to facilitate enterprises to the correct decision. The formation of the product cost, the technical factors, plays an important role, to improve Cost Management, we must implement the technology-driven economic principle of combining. 4, establish a people-oriented concept, create a cohesive force in enterprise People do not simply a tool for wealth creation, but an enterprise's largest requirements is formulated with site construction production safety accident and rescue measures. 8.8.1 accident emergency rescue leading group: Ke Xinhua Deputy head: duruilongpeiwenfu members: spar Zhao Gu Songwei Li Deping Zhang Baohai Xu Dong of emergency rescue leading group responsible for: production safety accidents timely rescue people and property, protect the scene of the accident, with the company and the higher authorities of the accident investigation process.Division of labour are: escort the wounded spar Zhao Gu Songwei is responsible for, is accountable to the company report by Li ping Zhang Baohai, Xu Dong is responsible for the site, and others organized the rescue. 8.8.2 emergency program site located commuter car, communication cell phone 8 and fire-fighting equipment, first aid kits and other configuration is required. 8.8.2.1 accident report after the accident, project a free prompt escalation to corporate security section of the Department, the Department of safety, while reporting to the competent, not later than reported and concealed. 8.8.2.2 accident emergency rescue measures and rescue leading group after receiving the report,immediately organized rescue teams, and take effective measures to rescue the injured and property, prevent accidents expanded, and to protect the construction site, so much more moving scene, make a mark and a written record, keep relevant material evidences. Checking the injured injury and degree, injured people sent to hospitals for emergency treatment and treatment in a timely manner. 8.8.2.3 project staff actively support and higher authorities on the investigation and handling of accidents. 8.8.2.4, after the accident, organizes the concerned personnel for the causecapital, assets, resources and wealth, the main body of the enterprise, is the main Cost Management is to determine the cost of key factors. Therefore, to establish a people-oriented management thinking, and arouse people's intellectual factors, train and develop people's ability to work, so that employees and managers on an equal footing and enjoy the same participation in power, the humanistic, democratic management thinking throughout the enterprise management process from beginning to end, so that enterprises can truly become a democratic, humane organizations, from the human heart in order to stimulate everyone's sense of responsibility and willing to devote themselves masters of the spiritual power.(C) the introduction of advanced Cost Management - activity-based costing andcost-planning methodSince the cost of the early 20th century inception, he has appeared'standard cost', 'budget control', 'difference', 'cost-of-stateanalysis', 'variable cost method', 'volume-profit analysis','responsibility accounting', etc. a series of traditional costaccounting methods. However, in today's increasingly competitive market economy, the traditional cost accounting methods have fatal defects,thus creating an activity-based costing and cost-planning method. 1, Activity-Based CostingActivity-Based Costing is based on 'cost driver' as the fundamental basis of a cost-accounting methods. Its basic principle is that consumption of output operations, operations consume resources. In the product cost, it will be the focus from the traditional 'products' move to 'work' on to work for the accounting object, and the first motivation of resources based on resource allocation of costs to the job, and then tracked by the activity driver products, the final product obtained costs. It is customer-oriented chain, to the value chain as the centerof the business 'operational procedures' fundamental and thorough reform, emphasizing the coordination of corporate internal and external customer relations, starting from the enterprise as a whole, coordinating the various departments and links the relationship between the ask enterprises to material supply, production and marketing aspects of the operations form a continuous, synchronous's 'workflow', the elimination of all can not increase the value of the operation, so that enterprisesin the state continued to improve and promote enterprise-wide optimization, establishing competitive advantage.2, cost planning methodThe cost of planning the basic ideas: (1) to full life-cycle-based, market-oriented development of target cost. Basic formula is: target cost = expected market price - target profit. (2) product design stage the cost ofsqueezing. This process can be expressed as the cost of the'Settings - decomposition - to achieve - (re-setting) - (re-decomposition) - (another achievement) - ... ...', and repeatedly as well as endless, until it reaches target cost. (3) the cost of production at the manufacturing stage decomposition and pressure transmission. The target cost pressures refined to teams and groups, requirements is formulated with site construction production safety accident and rescue measures. 8.8.1 accident emergency rescue leading group: Ke Xinhua Deputy head: duruilongpeiwenfu members: spar Zhao Gu Songwei Li Deping Zhang Baohai Xu Dong of emergency rescue leading group responsible for: production safety accidents timely rescue people and property, protect the scene of the accident, with the company and the higher authorities of the accident investigation process. Division of labour are: escort the wounded spar Zhao Gu Songwei is responsible for, is accountable to the company report by Li ping Zhang Baohai, Xu Dong is responsible for the site, and others organized the rescue. 8.8.2 emergency program site located commuter car, communication cell phone 8and fire-fighting equipment, first aid kits and other configuration is required. 8.8.2.1 accident report after the accident, project a free prompt escalation to corporate security section of the Department, the Department of safety, while reporting to the competent, not later than reported and concealed. 8.8.2.2 accident emergency rescue measures and rescue leading group after receiving the report, immediately organized rescue teams, and take effective measures to rescue the injured and property, prevent accidents expanded, and to protect the construction site, so much more moving scene, make a mark and a written record, keep relevant material evidences. Checking the injured injury and degree, injured people sent to hospitals for emergency treatment and treatment in a timely manner. 8.8.2.3 project staff actively support and higher authorities on the investigation and handling of accidents. 8.8.2.4, after the accident, organizes the concerned personnel for the cause and even individuals and vendors. (4) pre-production phase of the feedback control. Through trial and feedback from the production process and timely leak fill a vacancy, strengthen internal management, improve cost control management through a variety of incentive measures to make the cost of the ideological objectives of planning can be the greatest degree of implementation. (5) The target cost optimization. Product to meet the needs of market competition must be constantly adjusted and optimized so that the cost of setting goals to keep up with the pace of technological and market changes, so that the cost of the entireplanning process to form a complete cycle, continuous improvement, and constantly perfect, and always be able to adapt to the changing market.(Iv) computer technology in Enterprise Cost ManagementAt present, the computer is an indispensable tool for economic life, to modern information technology-based Cost Management Cost Management information systemhas become a symbol of modernization.1, the software applicationLOTUS, EXCEL and other spreadsheet software has a powerful form processing, database management and statistical charts processing functions, is commonly used office automation software. They do not have programming, flexible and convenient, the use of low cost, high efficiency, use of these software can be easily and quickly assist management in cost projections, decision-making, and can control the process of implementation of the monitoring analysis, received good results. Businesses can combine their own characteristics, commissioned by software developers for their costs of developing a more professional management software.2, the application ofThe network has a strong scalability, enables the sharing of resources, improve efficiency and reduce costs. Internal and external Internet connection of the timely transmission of a variety of cost information, and can interactively communicate with the outside world,learn from each other and promote the application of various Cost Management techniques to achieve Cost Managementobjectives.(E) to take measures to ensure cost-effective informationCompanies should establish a sound internal control system, through accounting and other business processes control, help reduce the occurrence of the phenomenon of accounting information Cuobi to acertain extent, the accounting and other information to ensure true and reliable. For example, a good internal control system, required documents must be recorded against previous audit, the certificate of transfer must follow certain procedures, to the reconciliation table cards and checking accounts. Through these means of control, it is possible to reduce the incidence of errors to ensure the accuracy and reliability of accounting information and thus the basis for cost accounting and management information is reliable.Enterprises also need to improve the management and accounting staff of requirements is formulated with site construction production safety accident and rescue measures. 8.8.1 accident emergency rescue leading group: Ke Xinhua Deputy head: duruilongpeiwenfu members: spar Zhao Gu Songwei Li Deping Zhang Baohai Xu Dong of emergency rescue leading group responsible for: production safety accidents timely rescue people and property, protect the scene of the accident, with the company and the higher authorities of the accident investigation process. Division of labour are: escort the wounded spar Zhao Gu Songwei is responsible for,。

成本控制外文文献（Costcontrol,foreignliterature）

成本控制外⽂⽂献（Costcontrol,foreignliterature）成本控制外⽂⽂献（Cost control, foreignliterature）成本控制外⽂⽂献(Cost control, foreign literature) 坎贝尔博⼠，坎贝尔，CPA杂志，在内部控制中增加了重要的价值在社会主义市场经济条件下，为企业⽣产经营取得良好的经济效益为⽬的，不断提⾼企业整体素质，在追求良好的经济效益的过程中，加强成本管理和控制，不断降低产品成本是⼀个重要的⽅法和⼿段。

那么，中⼩企业如何降低产品成本呢,从以下⼏个⽅⾯:1，近年来，原材料价格上涨，能源价格上涨的成本有很⼤的影响。

如何在存在这些不利因素的情况下降低成本，提⾼效率,企业必须树⽴技术改造观念，是通过技术改造降低成本的重要途径，采⽤新技术、新⼯艺、新材料，提⾼产品技术含量，为降低⽣产成本铺平了道路。

⼀是特别注重技术改造，积极采⽤新技术、新⼯艺，节能降耗，从根本上减少原材料的消耗，产品达到质量⽬标的同时，确保实现成本控制⽬标;⼆是技术改造项⽬建设的实施应要注意降低项⽬建设成本，注意到⽤较少的投资更多的回报。

2，深化企业改⾰，不断激发劳动者的劳动热情，提⾼职⼯素质，建⽴适应市场经济的⾼效运⾏机制，也是降低成本的重要环节。

作为企业效率的重要⼯作，每⼀个企业都要深化改⾰。

⾸先，改⾰⼈事制度，打破界限的⼲部职⼯，体现“，主管，⼯作好”的⽤⼈原则，整合招聘和⼈事制度聘任制，优化劳动组合和竞争，优胜劣汰，做“全能，前来认领”，所以为调动员⼯的积极性，提⾼劳动⽣产率，责任感和危机感，增强企业员⼯的⼯作意识，动员全体⼲部职⼯为作者的⼯作效率。

3，然⽽，产品的质量和产品的成本有着⾮常密切的关系。

在竞争条件下竞争激烈，谁的产品质量好，谁有竞争⼒，产品有市场，不会占⽤太多的钱;⾼质量、不合格项或更少的产品，可以直接降低⽣产成本;产品质量⾼，可以根据质量⽅针，在更⾼的价格出售，在销售收⼊中的⽐重相对降低成本;⾼质量的产品，才能赢得更多的客户，增加销售，降低销售成本;产品质量⾼，实际上也节省了能源和原材料;产品质量⾼，可节省⼈⼯和管理费⽤，这肯定会降低成本。

成本管理国内外文献综述

成本管理国内外文献综述英文回答：Cost Management: A Comprehensive Literature Review.Cost management is a critical aspect of business operations, as it enables organizations to optimize resource allocation, reduce expenses, and improve profitability. This literature review aims to provide a comprehensive overview of cost management research, exploring its various dimensions, methodologies, and best practices.Historical Evolution and Theoretical Foundations.The concept of cost management has evolved over time, from its roots in traditional accounting practices to its modern emphasis on strategic decision-making. Researchers have proposed numerous theories and frameworks to explain cost behavior and optimize cost management processes. Theseinclude activity-based costing (ABC), target costing, and value-based costing (VBC).Cost Classification and Estimation Techniques.Cost management requires a comprehensive understanding of cost classification systems and estimation techniques. Direct costs are directly attributable to specific products or services, while indirect costs are shared acrossmultiple activities. Estimation methods, such as time and motion studies, parametric modeling, and simulation, provide reliable estimates for various cost elements.Cost Reduction and Optimization Strategies.Organizations employ various strategies to reduce costs and optimize their operations. Value analysis, process mapping, and lean manufacturing principles help identify and eliminate waste and improve efficiency. Cost-benefit analysis and risk management techniques assess thepotential outcomes of cost-saving initiatives.Technology and Cost Management.Technological advancements have significantly influenced cost management practices. Enterprise resource planning (ERP) systems provide real-time data and analytics for better cost monitoring and decision-making. Cloud computing and machine learning algorithms automate cost analysis and forecasting tasks.International Perspectives on Cost Management.Cost management practices vary across countries due to differences in economic, regulatory, and cultural factors. International organizations face challenges in applying uniform cost management standards and achieving cost synergies across their global operations.Emerging Trends and Future Directions.Current trends in cost management include a focus on sustainability, digital transformation, and data-driven decision-making. Researchers are exploring the use ofartificial intelligence (AI) and blockchain technology to enhance cost management capabilities.中文回答：成本管理综述。

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外文资料及译文Cost Management for SMEsAbstract:SMEs are an important pillar of China's economic development, in the increasingly fierce market economy, the SMEs to establish position, to produce quality products, controlling production costs, reduce unnecessary waste, and only in order to obtain better economic benefit, to continue the development and growthKeywords: The importance of cost management; cost information; design ideas; thinkingIntroductionSince the reform and opening up, China's economic development, small and medium enterprises in the socialist market economy and plays an irreplaceable role. It played an important role to promote market competition, increasing employment, promoting innovation and to accelerate national economic development and maintaining social stability. Many SME organizations due to their own institutions are inadequate, the system is not tight, the quality of personnel is good and bad, the lower management level can not be ignored, especially in the chaos of cost management, even within the enterprise is not the full cost accounting information, which impeded the economic developments. Therefore, to improve the cost management of SMEs is imperative to improve the quality of economic operation.And large enterprises, in particular, strong multinational companies compared to SMEs the advantages of simple structure, decision-making and rapid, agile response, while the existence of the congenital weakness of the production and operation of small-scale, mainly in production efficiency, technology progress, financing and other aspects, the profitability of SMEs are generally lower than large enterprises. Low starting point of technology for SMEs, at the same time process, the equipment is very backward, the lack of senior specialists, coupled with insufficient funding factors, difficult toimplement a comprehensive technology update. Therefore, SMEs need to strengthen the awareness of cost management. With the deepening reform, expanding opening up and establishing a socialist market economic system, the implementation and consolidation of the modern enterprise system, SMEs in China, quality and management level has been great progress. But the level of cost management study, there are still some of the high cost of the product, lack of market competitiveness and profitability, which restricts business development and growth.In the current increasingly competitive market conditions, small and medium enterprises in order to remain invincible in the competition, we must rely on production of cheap products. SMEs in order to obtain better economic benefit, we must improve and develop the traditional cost management system to start.Chapter I The importance of better cost management systemManagement system of centralization and decentralization are not limited to, the internal organization and management, and scientific and sometimes more important. In short, the future development of SMEs to a certain extent, how to build their own characteristics for the organization and management structure has become an important issue, where cost management is an important component of institution building.Construction cost management features for small and medium systems, we must improve and develop the traditional cost management organizations start small and medium enterprises in the analysis considered the cost of management statistics, based on the scientific design. Therefore, only lower costs, better cost management is the basis for profitable production of SMEs, only a good control to enhance economic development and progress, and lower the cost of the integrated technology and management level of reflection is to meet market demand the key to the sound development of the economy.Business costs is an important basis for development of the price. Cost is an important basis for determining prices. Product cost the industry refer to the same economic sector average cost of the product. Differences in prices and costs, must be seen as a business loss or profit. Cost control is an important means to improve the capital efficiency, product costs directly affect the level of capital efficiency. Because the same amount of money invested enterprises, enterprises can produce low-cost low-price products, and expand sales, improve capital efficiency. Reduce costs is an important condition for the protection of national income. In the market economy, enterprise products, low cost, the price can increase sales, thereby increasing state tax revenue.Chapter II Cost Management System for SMEs cost informationCost information needs of the enterprise management decision-making, better, more timely and cost information sufficient to meet the requirements of management decision-making, scientific and rational use of it. The cost of the existing management system for SMEs, they often lead to cost management and timely information disclosure and inadequate2.1 Can not fully understand and analyze the cost structure of small and medium enterprisesSME managers understand the business cost structure is an important means of cost management information, and access to lower cost competitive advantage of enterprise is one important way; SME strategy implementation costs first step is to analyze the cost structure of enterprises. Cost management system of organization of work in standardizing the specific level of small and medium enterprises, customers, employees, services, and other fixed assets during the project, the elements should also control costs and to make clear the influence between the requirements and constraints. Thus facilitating the analysis of the cost structure of small and medium enterprises, access to the following information, such as when the customer increases, the cost of change? Why change? The new tool can affect the cost structure of operations? Standard materials for the costs? Are there any aspects of the project cost subject to change, and why? And so on. Traditional cost management organization structure of the cost structure is not comprehensive and perfect, often only the cost is divided into fixed or variable, direct or indirect, controllable or not controllable, such a provision for SMEs to help manage and control costs, but can not view to understanding and analysis of the overall corporate cost structure, cost management organizational structure must clearly the relationship between cost and number of long-term and short term, the relationship between local and overall2.2 Untimely disclosure of cost information, inadequateCurrently, many SMEs are not cost-reporting system, the only source of information for the accounting period is the financial report after the end of some of the information, and often lag, lack of effective management of value. The cost information is usually late inefficient, while data collection may also be incorrect signals. Faced with increasingly fierce market competition, cost control system should be uniformity and flexibility combined. Business decision that the cost of small business and to the smooth management, in addition to regularly make financial reports, also in accordance with the procedures, cost center, client types of cost analysis, cost management in order to provide useful information.Inadequate cost information management system is also a need to focus on building a problem. Because inadequate information will lead to management decisions of SMEs in the economy, the resulting opportunities for poor decision-making must improve. Some of the content of the financial statements of SMEs, the search cost information, this cost structure is often unrealistic. Cost information is a good resource allocation, pricing and other essential management decisions. Standard cost information are: ① procedures: The procedures for each actual costs incurred, compared with the estimated cost, the difference analysis. ② products or services: the cost of obtaining the product or service, pricing or product combination as a major factor in thinking. ③ Customer: As a basis for proper accounting, but will also establish a good relationship as a reference. ④Cost Center: collection of resources for each cost center, to facilitate complete responsibility report, and, accordingly, as performance measurement, responsibility attribution basis. ⑤equipment or tools: with each of the equipment cost information related to the acquisition, the main provider of fixed asset accounting and the decision to repair or replace such purposes. Some particular industries may need to follow the customer, region, or other special categories and distinguish between cost information to meet the needs of management decision-making. 3 small and medium cost management organization structure of the design ideas、Cost management should meet three main objectives: ① the product cost or costanalysis to the product during the period to the preparation of financial statements; ② the cost of providing process control information to the managers; ③ estimated cost of the product and other relevant information to the product management department or persons. Traditional cost management, to follow the provisions of the financial statements, cost allocation can be carried out successfully complete the above goals. However, the need to contribute to adapt to external aspects of process control is difficult to provide cost information, so that the estimated cost of the product is untrue, distorted cost information. Process control and product costing system in the cost-sharing played a different role. SMEs in the cost management system design, cost management process should be clear, through cost management accounting, analysis, and design and definition of goals, the right to develop their own characteristics for the organization and management system. Specific design ideas are: ① materials and working procedures of the track. When you receive the materials, the invoice should be recognized in line with the procurement unit, notice accounts payable department before. Occurs when the material is requisitioned, the costs charged to the working procedures and related accounting subjects. ② Artificial and tracking procedures. Working hours and related information are required to report regularly to management in order to properly pay wages. Work occurs, should also record the specific procedures and related accounting subjects. If not fit into specific work procedures, whether material or artificial, can the existing pool, and then apportioned to each candidate off the work process. ③ the cost of tracking and evaluation procedures. Main function is a cumulative basis and procedures of the estimated cost, standard cost and actual cost, from the initial cost estimates to the actual presentation to the true cost of the financial accounting system, one by one to reflect. ④ highlight the importance of cost management in advance, that the full implementation of budget management. This cost management system, the construction of small and medium enterprises of great significance. Because the use of budget management, when the work process is complete, you can compare with the actual cost to the completion of the budget control. When the estimated cost and actual cost is not the same time, differences can be analyzed to find out the specific cost control. ⑤'strengthen the timeliness of cost management, many SMEs have begun to attach importance to the cost of state procedures, however, to waituntil January because of financial accounting is not to make a series of reports, it is not possible to obtain from the financial accounting system, the daily cost information. Cost information management organization system should be supplemented in this regard, the costing on the basis of process optimization, design a program to reveal the cost of the current state of businessChapter III Developed the cost of administration system for SMEsCost management system reform and innovation in organizations is the need to correctly deal with the problems of SMEs, make the best use to be promoted. Enterprises can achieve better development and efficiency3.1 For further reform and improve the cost analysisCost analysis is an important part of cost management: ① cost analysis should be carried out routine analysis and forecasting analysis; ② should not be limited to product analysis, cost analysis should also have the responsibility; ③to the cost of product design, process costs, consumer costs of ; ④ depth technical and economic analysis, cost benefit analysis, so the cost analysis to further reform the traditional, inherited the traditional advantages of a new analytical methodology to the computerization direction.3.2 The cost of the reform of management system inertiaThe cost of management of many SMEs from the heart, the hope to maintain the existing management system. Give a stable system for people to feel safe, if to break the old rules, inertia and change the traditional code of conduct, it will make people feel uncomfortable, not used, and therefore impede the formation of a new internal rules and regulations of the force and very rigid, it is necessary to speed up the specification of SMEs cost management organization structure to further enhance the overall development cost management system3.3 Improve cost management system and awareness of the quality of personnelBusiness leaders cope with the cost management system has the necessary knowledge and attention to cost management system implemented. In the enterprise musthave competence in the cost of management, cost management system, which is playing an important condition for the cost of management personnel to have engaged in accounting ethics, should also establish a good business, competition, technological advances awareness and efficiency awareness, the only way to better serve the business development services, achieve better economic efficiency3.4 Improve the organizational structure of SMEs cost managementMany small and medium enterprises should be based on cost management system as an opportunity to re-planning of the management organization, from the means and methods to achieve innovation, business leaders must make a determined effort to streamline redundant departments and agencies, so that not only reduce wage expenditures, and organizations often can reduce the cost and improve the cost efficiency of management, the process for SMEs to grow, it should be strictly in accordance with the requirements of modern enterprise system and to regulate the internal governance system of organization-building institutions, to introduce a practical experience, high-level business management personnel bear the financial cost of key management positions in corporate responsibility. This favorable cost management in the enterprise to create an atmosphere of group power, that is, the possibility to create more programs and more effective approachIn addition, as China's enterprise reform and market deepening of the process, the enterprise's cost management organization system itself is continuous development and improvement of small and medium enterprises in the design of its cost management mode, should be more scientific, standardized, cost management sound organizational structure to move in the direction of development and to promote the rationalization of decision-making and control of the overall technology and in-depth.ConclusionsMeasures to address and resolve many problems exist in the enterprise cost management, the research of our scholars are mostly the cost of doing business is the introduction of advanced management methods to study the reform of the cost management model in the new environment, its orientation has been made in the corresponding results. The case of SME cost management, should be given high priority, and in-depth analysis of its causes, and propose the appropriate response measures. With the promulgation and implementation of new accounting standards, the legal system and internal control system is also continuously improve the sound, to enable enterprises to further the sound development. SMEs should do and avoid weaknesses, and adapt to changing an increasingly competitive market, and constantly learn and grasp new theories and methods of cost management, and learn to absorb the successful experience of other companies in other countries, constantly sum up and found that the emergence of cost management. issues, and constantly update the concepts and methods of cost management, and constantly seek new ideas for their own development, cost management.Face of increasingly fierce market competition, enterprises in order to enhance their own competitiveness, maximize profits, it is necessary to improve enterprise cost management to enhance cost management system, strengthen awareness of cost management, strict accounting cost management, clear the scope of management to implement a comprehensive cost control to strengthen the building of enterprise culture, establish a sound scientific management system, focusing on science and technology and to optimize the organizational structure to reduce the cost of doing business only in this way, the enterprise can remain invincible. To play an effective role in cost management, we should abandon the traditional, to find innovative solutions to make it more adapted tothe tide of social development in order to success in the fierce competition in the market economy.AcknowledgementsHeartfelt thanks to the careful guidance of mentor Zhao teacher. The writing of this paper, mentor gave me a lot of help, his words and deeds will make me a lifetime benefit. Mentor rigorous scholarship will allow me a lifetime, paper writing, the modification phase mentor always asked the critical comments and suggestions, it is very important for my thesis.The completion of this article is in reference to the large number of academic journals and papers on the basis of refined, integrated and innovative completed. This article is not only my college to learn accounting summary, witness this unforgettable years. Zhao teacher is a busy time to help us to seriously modify, as well as the sincere help of the students pay their own hard.I would like to thank my mentor teacher Zhao, under the guidance of instructors and careful help, I successfully completed the topics of the opening report, first draft, second draft to the finalization of the entire work. And profoundly appreciate the scholarship must be rigorous, serious attitude11中小企业成本管理研究摘要：中小企业是我国经济发展的重要支柱，在日益激烈的市场经济条件下，中小企业要立不败之地，必须生产质优价廉的产品，控制产品的生产成本，减少不必要的浪费，只有这样才能获得更好的经济效益，才能不断的发展和壮大。