This article discusses the value chains of Woolworths Group Limited and how it uses management accounting for costs and control. It explores the functions of inbound logistics, operations, and marketing and sales in creating value for the organization.
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Running head: MANAGEMENT ACCOUNTING FOR COSTS AND CONTROL Management Accounting for Costs and Control Name of the Student: Name of the University: Author’s Note: Course ID:
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1MANAGEMENT ACCOUNTING FOR COSTS AND CONTROL Table of Contents Question 1: Value Chains................................................................................................................2 References:......................................................................................................................................4
2MANAGEMENT ACCOUNTING FOR COSTS AND CONTROL Question 1: Value Chains The organisation that has been selected for this part is Woolworths Group Limited, which is involved in selling retail products mainly in Australia and New Zealand. The mission of the firmistoensurethedeliveryofimprovedqualityproductstoitscustomers (Woolworthsgroup.com.au, 2019). In the recent time, it has faced a number of issues related to transportsolutions,suppliercollaboration,visibilityofoperations,outboundandinbound integration and reporting capabilities. Therefore, Woolworths has to improve its store service levels along with assuring competitive advantage to accomplish sustainability in supply chain. Hence, the firm has converted its supply chain management system by using the value chain analysis of Porter. Woolworths conducts three functions that create value, which assist in fulfillingitspromises.Thesefunctionsmainlyincludeinboundlogistics,operationsand marketing and sales. As mentioned by Crane et al., (2014), inbound logistics takes into consideration direct associations with the suppliers and the activities to be obtained in stores and dissemination inputs. For Woolworths, the firm is primarily a retailer. It is involved mainly in distribution and control rather than producing the products sold on diversified platforms. In accordance with the function of building distribution network, Woolworths provides contribution into logistics and procurement. Fortheprocurementprocess,Woolworthsusestheplatformof“Trandestone’s Merchandise Lifecycle Management”. By using this platform, it becomes easy for the firms to manage their suppliers and orders, financing and relationships with more suppliers and business to business sales (Mudambi & Puck, 2016).Woolworths has adopted “Stringent Certification
3MANAGEMENT ACCOUNTING FOR COSTS AND CONTROL Process” for selecting its supplier base. For ensuring better product quality, regular audits are conducted before delivering the products to the customers. Moreover, it has followed purchasing activity nationalisation so that it could control its expenses. As a result, it becomes possible for Woolworths to offer improved quality products to its customers at reasonable prices, as the procurement system has helped Woolworths in controlling costs amounting to $2.5 billion in 2016 (Woolworthsgroup.com.au, 2019). Finally, it has combined its delivery network system by involving in effective distribution centres and transport systems. Marketing and sales: For short-term sales, the firm arranges weekly specials for different products by minimising the prices of the items to the customers. The primary reason behind adopting this strategy is to encourage the customers in buying products in bulk amounts (Sharma, Moon & Strohbehn, 2014). Moreover, the fresh brand of the organisation jointly with guide for monthly online initiative for fresh recipe offers recipe recommendations as well as advice with respect to nutritional food habits so that the consumers could be encouraged to live healthy. Operations: Standardised processes are maintained by Woolworths to detect and eradicate the products from lots received from the suppliers. When the stocks visit the retail stores, the personnel involved in quality assurance carry out frequent checks to find and remove defective goods until display. Moreover, the organisation uses space planning so that it could present the assortment in different striking methods by utilising “plan-o-grams” to explain the minimum presentation quantity. Finally, Woolworths has enforced the technology of ‘Sophisticated Point of Sale” for maintain stock by keeping track of the units sold for a specific item.
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5MANAGEMENT ACCOUNTING FOR COSTS AND CONTROL References: Crane, A., Palazzo, G., Spence, L. J., & Matten, D. (2014). Contesting the value of “creating shared value”.California management review,56(2), 130-153. Mudambi,R.,&Puck,J.(2016).Aglobalvaluechainanalysisofthe‘regional strategy’perspective.Journal of Management Studies,53(6), 1076-1093. Sharma, A., Moon, J., & Strohbehn, C. (2014). Restaurant's decision to purchase local foods: Influence of value chain activities.International Journal of Hospitality Management,39, 130-143. Woolworthsgroup.com.au. (2019).Woolworths Group: Quality Brands and Trusted Retailing. Retrieved 18 April 2019, from https://www.woolworthsgroup.com.au/