research paper for cost accounting

• Open access
• Published: 16 September 2021

Implementation of strategic cost management in manufacturing companies: overcoming costs stickiness and increasing corporate sustainability

• Mohammad Mahdi Rounaghi   ORCID: orcid.org/0000-0002-9640-678X 1 ,
• Hajer Jarrar 2 &
• Leo-Paul Dana 3  

Future Business Journal volume  7 , Article number:  31 ( 2021 ) Cite this article

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In today's competitive world, three factors: price, quality and time have critical roles in the success of the companies to achieve success in the competition. For this purpose, the companies have to also adapt themselves to changes in technology and environment. Strategic cost management is the best way to improve the sustainable management models in the manufacturing companies. Strategic cost management has solved many of the problems and shortcomings of traditional accounting system and by accurate determination of costs, their proper allocation to products and elimination of waste, tries to create value for shareholders by using continuous improvement. The objective of this paper was to develop a management model called strategic cost management that reduced costs stickiness and increased corporate sustainability. Using strategic cost management approach can create competitive advantage for the companies, because it provides accurate cost price information so that the users can easily understand the information. The aim of the paper by introducing strategic cost management was to contribute toward accurate pricing, which could result in the increased profitability and competitiveness of the manufacturing companies in a highly competitive global market and at a market‐based price. Also, due to the growing competition among companies in providing high quality products with reasonable prices, a precise system of measurement of the cost of the product is necessary.

Introduction

In recent years, economic analysis in the planning process and in the monitoring process of the production process shows that three factors: price, quality and time have critical roles in the success of the companies to achieve success in the competition. The world faces the problem of integration between sustained business functions. The sustainability data are not sufficiently integrated. To solve this problem, organizations need information systems to facilitate their sustainability initiatives [ 1 , 2 ]. Also, businesses and academics worldwide agree regarding the benefits of sustainable development (SD). Improving reputation and branding and increasing revenues by reducing costs are the primary strategic objectives of any entity [ 3 , 4 ]. In this paper, we introduce the strategic cost management approach that helps manufacturing companies for overcoming the costs stickiness and monitoring the life cycle of products and it introduces integrated sustainable development system for manufacturing companies.

Strategic cost management is a process connecting financial management, cost management and strategic management. It involves cost optimization and financial resources preparation which are needed to achieve desired strategic market position in cost effective manner. The importance of managing costs and aligning them with the business strategy of an entity is critical especially in the midst of challenging economic times faced by businesses today. Traditionally companies have been under pressure to cut cost in the short-term without really thinking about sustainable change, impact on the people and integration with the overall business strategy. In the current business environment of increased global competition, new markets, increasing regulation and changing demographics, successful companies are changing their approach to cost structuring and control.

Over the last decade, research in management accounting has challenged the fundamental assumption that cost behavior is symmetric for activity increases and decreases. Cost behavior is an important issue in cost accounting and management accounting, as it widely affects decision-making processes. Moreover, several techniques generally used by managerial accountants and financial analysts depend mainly on cost behavior, such as conventional ABC, cost estimation and cost-volume-profit analysis. Quality management (QM) has been widely viewed as a management paradigm that enables firms to gain a competitive. Therefore, overcoming on cost stickiness is a critical issue for mangers of manufacturing companies. Also, understanding cost behavior is an essential element of cost and management accounting [ 5 – 8 ].

Cost stickiness, also referred to as asymmetric cost behavior, is a well-documented result of managerial discretion underlying the development of corporate cost compared to changes in firm activity. Managers’ decisions to maintain the resource allocations due to product market competition can be costly, especially during periods of sales decreases. Under the traditional model of cost behavior, costs are assumed to be either fixed or move proportionately and symmetrically with sales changes. The traditional model of cost behavior distinguishes between fixed and variable costs and posits a proportional relation between variable costs and underlying activity levels. Understanding sticky cost behavior is important and has direct benefits for the economy as it provides useful information to managers making decisions on cost control and to external stakeholders (e.g., financial analysts) assessing firm performance. As the global economy integrates and competes, strengthening cost management and operational efficiency becomes increasingly important to firms’ survival and development [ 9 – 14 ].

Cost management is an important part of business management in the manufacturing industry. The degree of cost management implementation is a comprehensive index to measure the level of enterprise management. In particular, firms with limited access to capital have higher costs of securing external financing during the capacity expansion periods, which increases the upward adjustment costs. When activity decreases, firms with limited access to capital may suffer more decrease in the present value of revenue generated by a marginal capacity, as these firms have higher opportunity cost of capital and thus higher discount rates compared to firms with better access to capital. Therefore, we hypothesize that limited access to capital not only reduces contemporary capacity expansions associated with sales increases, but also weakens the degree of cost stickiness when sales decrease [ 15 , 16 ].

On the other hand, cost management is an important part of business management in the manufacturing industry. The degree of cost management implementation is a comprehensive index to measure the level of enterprise management. From investors’ perspective, investors depend on the published financial statements prepared by the management that are based on available information regarding the determinants of cost behavior. From financial analysts’ perspective, predicting cost behavior is an essential part of earnings prediction [ 16 – 18 ].

In many production firms, it is common practice to financially reward managers for firm performance improvement. For decades, firms have devoted to improving the speed and efficiency of material and information flows in the supply chain, acknowledging the importance of time-based competitive advantage in the dynamic business environment. As one of the key factors in decision-making process, the evolution of product price passes critical information. Managing costs by utilizing resources effectively is regarded as fundamental to success in today's competitive environment. Cost behavior as “sticky” if costs increase more for activity increases than they decrease for an equivalent activity decrease. Sticky behavior is the result of decisions made by managers when activity decreases. When activity drops, the manager must decide whether to (a) maintain committed resources and bear the cost of unutilized capacity at least in the short-term or (b) immediately reduce committed resources and incur potentially large retrenching costs in the current period and, if activity increases in the future, incur further costs to replace resources. Traditional accounting cost models assume that fixed costs are independent of the level of activity and variable costs change proportionately with changes in the level of activity. In the common traditional model of the behavior of costs, which is generally accepted in accounting literature, costs are usually divided into two categories of fixed and variable ones in terms of changes in activity level: fixed occupants are variable. Most management accounting texts assume that unit variable costs are linear and proportional to changes in activity and that fixed costs are fixed. The proportionality and symmetry between costs and activity implies that a 1% increase in activity results in a 1% increase in costs, and a 1% decrease in activity results in a 1% decrease in costs. Stickiness might also be conditioned by existing capacity [ 5 , 19 – 26 ].

Notions of cost behavior are a key element in management accounting [ 27 ]. There are two main views about the existence of expense stickiness: rational decision-making and motivational. The rational decision-making view treats expense stickiness as a consequence of management rationally choosing between alternatives after comprehensively weighting costs and benefits. The second view is motivation-based and relates expense stickiness to managerial incentives, suggesting that managers are not expected to behave as if they were in an ideal world. Among their dysfunctional behavior, perks and earnings management reflecting different contracting stimulations are often observed [ 28 ].

Planning and control are of the important tasks of management. Cost related information that managers need them to perform these tasks may be received from classified information reflected in the financial statements. The required information in this regard cannot be easily extracted from the financial statements [ 29 ]. A business entity expenses can show different behaviors suitable to the level of activity. In traditional cost model it is often assumed that administration, general and selling costs varies according to activity level. However, recent experimental studies have revealed evidence that shows that administration, general and selling costs behave asymmetrically [ 30 ]. An asymmetric behavior is a behavior in which cost increase more rapidly. In other words, the reduction in costs at the time of declining sales is lower than when the cost increases at the time of the same level of sales. This cost behavior is called cost stickiness. Expanding researches show that economic factors such as increase in assets and uncertainty about the future can have an impact on the asymmetric behavior of cost.

Costs stickiness

Cost behavior is defined as cost reaction in response to changes in activity level. Managers who understand how costs behave, have better circumstances for predicting spending trends in various operational positions. This position allows them to plan their activities and thus plan their operating revenues better. The traditional view related to costs indicates that changes in costs have a proper relationship with increased and decreased activity level. However, recent researches about costs behaviors indicate costs stickiness. Thus the degree of increase in costs level as a result of increase in activity level is higher than the degree of reduction in costs level as a result of decrease in activity level.

According to the idea of Anderson et al. [ 31 ], there are many reasons for costs stickiness. Some of these reasons include natural reluctance to lay off employees when downsizing, firm costs and the need for time to approve a reduction in the volume of activity and management decisions for maintaining used resources which could be the result of individual consideration and leads to imposing cost to the firm. By determining the stickiness of cost, the company owners can analyze whether managers incur costs to the firm or not [ 32 ].

Managers of manufacturing companies must consider the relationship of costs with income and the effect of income changes on the costs rate when planning and budgeting the company activities for predicting the future costs and thus offer a more comprehensive budget [ 33 ]. The ultimate goal of any business unit is maximizing profits and consequently, an increase in equity. Management of each profit-oriented enterprise tries to gain maximum benefit and efficiency from using the fewest resources and one of the simplest ways to reduce consumption of resources is cost control. But this requires complete knowledge of how costs behave and the factors influencing the behavior of the cost. One of the items that should be considered in the analysis of cost behavior is the phenomenon of cost stickiness. The public and dominant view is that with declining sales, costs should also be changed accordingly. But in fact, it does not happen [ 34 ].

Today, increasing competition in domestic and international markets has forced managers to better understand their cost structure and become aware of cost orientations means how the costs change. The meaning of cost orientation is a model according which costs react to changes in activity level [ 35 ]. Therefore, it is suggested that managers calculate their costs stickiness and consider all aspects of this important issue in their decisions. Orientation or the concept of cost stickiness gives a great help to investors and shareholders. Because in companies with strong stickiness, by reduced selling, costs will change more than the time when selling increases and this will be considered as a weakness of management by the investors and shareholders; while one of the main reasons of cost stickiness is bearing the current costs to avoid more losses in the future and or more profit in the future and it depends on management decisions [ 36 ].

Review of literature

Sustainable development refers to an economic, environmental and social development that meets the needs of the present and does not prevent future generations from fulfilling their needs. In manufacturing companies, collaboration between supply chain members is important for the sustainability and competitive advantage of a supply chain. The collaborative activities in a supply chain include various joint activities for cost reduction, research and development (R&D), product development, manufacturing, marketing, distribution, and service. The commitment of companies to corporate sustainability has been frequently discussed in theory and practice. Such a commitment to corporate sustainability demands a strategic approach to ensure that corporate sustainability is an integrated part of the business strategy and processes. Also, the effective adoption of continuously developing new technologies is a critical determinant of organizational competitiveness [ 37 – 41 ].

For the first time [ 5 ] tested the hypothesis that costs are sticky and approved the presence of stickiness in the costs behavior. They established a model with administration, general and sales costs as a function of sales, and found that costs increase by an average of 55% in response to a 1% increase in net income, but decrease only by 35% against 1% reduced income. In other words, a 1% increase in net sales, costs increase by 55% but by 1% decrease in net sales, costs decrease only by 35%. Due to the lack of public information about costs related drivers, they used data of administration, general and sales costs and net income of sales for the analysis of cost stickiness, and stated that they can analyze the behavior of administration, general and sales costs based on sales net income because sales volume stimulates many parts of this cost. Subramaniam and Weidenmier Watson [ 25 ] tested the presence of behavior of stickiness in the cost price of goods sold, and the results showed a positive relationship. They also tested the effect of different economic conditions, such as rates of GDP and the different characteristics of companies, such as total assets and number of employees of companies on costs stickiness. Their results showed that in periods of economic growth, the severity of stickiness is more and in the periods that income decrease happened in its previous periods, severity of stickiness decreases. Also, by increasing the ratio of total assets to sales and an increase in the number of personnel of companies, severity of cost stickiness increases. Stickiness of sales and distribution and general and administration costs has been studied in another study by Anderson et al. [ 31 ]. The main hypothesis of this study is public sale and administration costs. After collecting data related to cost of general sales and administration and sales revenue costs of 7629 American companies in a 20-year period (1979–1998), the relationship between costs and sales was examined by multi-varibale regression relationship. The results of this study did not confirm the main hypothesis of the research and announce the general sale and administration costs of companies in the statistical population of the research, sticky.

The results obtained by Weiss [ 18 ] from a sample of 2520 out of 44,931 industrial companies from 1986 to 2005 show the issue that the sticky behavior of costs increased the accuracy of analysts in predicting revenue in total, considering the fact that prediction horizon and especial effects of industry have put this analysis under control. With regard to the classification of costs into sticky and non-sticky costs, the results of Weiss's research [ 18 ] show that the accuracy of analysts in forecasting revenues for firms with sticky cost behavior is on average 25 percent less than that of people who analyze for companies with non-sticky cost behavior. Obviously, the behavior of cost has a considerable influence on the accuracy of analysts' prediction.

In Kordestani and Mortazavi, research [ 30 ], the power of profit prediction was compared with other models by the model based on variability and stickiness of cost. The study showed that the accuracy of prediction of the model based on the variability of costs and stickiness of cost is significantly higher than the other models. In several domestic researches, stickiness of various costs has been studied. According to the results of Ghaemi and Nematollahi's research, the cost price of the sold goods and selling and distribution and general and administration costs are sticky. Another study from the same researcher showed that overhead costs are sticky, but the costs of raw materials, direct wages and financial costs are not sticky.

In other study, Khani and Shafiei [ 42 ] examined cost stickiness and its relationship with sales and the results of their research indicate an undeniable relationship between the amount of sales and company earnings with the level of company's costs. Although their findings indicate that costs do not increase in proportion to profit increase, but there is a significant relationship between them.

In other study, Banker et al. [ 43 ] examined the relationship between uncertainty and sticky behavior of cost. By examining administration, general and sales costs, number of employees and their working hours, they evaluated cost stickiness. The results indicate the presence of cost stickiness in the sample under investigation. Sepasi et al. [ 44 ] examined the characteristics of management behavior toward costs stickiness. Their studied a sample consisting 14,568 year-company and examined administration, general and sales costs for the years 1992–2011. The results showed behavioral changes in managers about cost stickiness so that the occurrence of cost stickiness phenomenon increases the confidence of managers.

Management of strategy and strategic cost management

Effective strategic management, plays an important role in the success of the company or organization. Increase in competition in the international arena, new technologies and changes in business processes, caused management to become more dynamic and important than before. Managers should always have a competitive attitude and for this purpose the company's competitive strategy is essential. Strategic attitude leads the manager to anticipate changes and products and their production process will be designed based on anticipated changes in demand and customer's needs. In this situation, flexibility is important.

In developed countries, most organizations use data of cost management. But the extent of their reliance on this information depends on the nature of the competitive strategy of the company. Many companies compete on the basis of the provision of goods and services at the lowest cost price. Some companies compete on the basis of being a leader in production and offering superior and differentiated products. The role of cost management is supporting corporate strategy by providing the information through which one can be successful in products development and their marketing. For achieving corporate sustainability, we suggest to use the instruments of strategic cost management in manufacturing companies . Today, managers use strategic cost management tools to accomplish strategies and achieve main success producer factors.

Instruments of strategic cost management are as below:

The most common system that used in many companies is activity-based costing system. Activity-based costing system which is specifies the resources consumed by each activity during the relevant period; and thus the cost of each activity is precisely calculated. Then the aggregated costs of any activity are assigned to the considered product or customer, depending on the product consumption or the customer use of that activity [ 45 ]. The other instrument is bench-marking. Bench-marking is a process that the companies try to choose the best practice as of the right activity in comparison with the leading companies, then given the success-builder factors, the company processes are improved to the level of performance of its competitors or even reach to a better level. For identification of internal and external failure factors in the companies, we suggest to use total quality management technique. Total quality management a new concept that emphasizes on precise measurement of the costs and identification of internal and external failure factors, through which a way to lower production (lean production) by continuous improvement in company processes is created [ 46 ].

For finding the precise systems of measurement of the cost, in-time production system and kaizen costing are useful tools for manufacturing companies. In-time production system is a system based on the volume of demand. In this system, a piece of product will be purchased or produced only when a sign of its consumer is received. This prevents the accumulation of inventory in workstations. Among the main objectives of this system we can mention improvement of quality and increase in productivity with an emphasis on the kaizen concept. Kaizen costing is a managerial technique through which managers and employees of the company become committed to perform continuous improvement program in the quality and other key factors of success. In the path of continuous improvement, the processes are re-engineered and non-value activities in the manufacturing process are removed or left behind [ 47 ].

The other instruments are target costing and value engineering. In target costing method, the costs are determined according to the product price. It means that first the companies determine the product selling prices, by analyzes of the market and then according to their expected profit, determine the cost price of the product. In other words, goal-oriented costing system is profit planning and cost management system that in that base it was the price, and the essential emphasis is on customers. Goal-oriented costing system focuses on the design stage and requires the participation of all specialized units [ 48 ]. Value engineering is suggested with the aim of examination of all activities of a project, from the formation of the first thought to the design and implementation and then setting up and utilization, is known as one of the most efficient and the most important economic methods in the field of engineering activities [ 49 ]. The purpose of value engineering is eliminating or modifying any factor that leads to the imposition of unnecessary costs, without hurting the core and essential functions of the system. Value engineering is the continuous improvement of design and implementation and it is not merely a program to reduce costs, but is a way to maximize the value of designs [ 50 ].

Implementation stages of strategic cost management

Implementation stages of strategic cost management include value chain analysis, strategic situation analysis and analysis of structural and administrative costs drivers.

Analysis of the value chain

Value chain analysis is an instrument for strategic analysis that helps companies to better understand the competitive advantage. Value chain analysis focuses on the whole value chain of the product from design to production and after-sales service. The basic concept of analysis is that by a thorough examination of each of the activities in the value chain, one can reveal the activities that the companies have the highest or lowest success in them from competition perspective, and plan accordingly.

Analysis of strategic situation

At this stage, the company determines its potential and current competitive advantage by examining valued activities and cost drivers which have been specified in the previous stage. Companies which have competitive strategy of cost leadership are strongly trying to reduce their costs to the level of cost of cost leadership. Cost leadership focuses on cost reduction only as far as it makes sure that it is the leader in price and the holder of the lowest cost in the market. Reduction of costs is usually done by increasing productivity in the production process, distribution or general and administrative expenses. In this management strategy, maintaining stability is a priority and the company is not looking for innovation and risk-taking, but is looking for offering products and services at competitive prices. In contrast, competitive strategy of differentiation, allows the companies to raise the price of products higher than that of their competitors and without significant reduction in costs, have high profitability. These companies, by creating differentiation between the products and creating new features, make customers willing to pay a reasonable price as a result of this differentiation. Using the product differentiation strategy, one can reduce the intensity of competition and no threat of product substitution happens for the manufacturer, because all customers become loyal to the brand of the product [ 51 , 52 , 53 ].

Analysis of drivers of structural and executory cost

Strategic Analysis of cost drivers helps companies in improvement of their competitive situation. Drivers of structural and executory cost are used to facilitate operational and strategic decision-making.

Driver of structural cost, has strategic nature because it includes programs and decisions which have long-term effects. In this regard, the following items are necessary to be noted:

Scale: For example, a retail company shall determine the number of new stores it opens during the year in order to achieve the strategic goals and competitive success.

Technology: New technologies can significantly reduce the company costs. For example, some manufacturing companies in developed countries use computer technology to show number of products that their customers use (especially large retailers), so that whenever the customers run out of the inventory in the warehouse, they send for them quickly.

Complexity of products: companies that produce a high variety of products, have high cost of planning and management of production and also high distribution costs and after-sales service. Such companies usually use activity-based costing to determine the degree of profitability of their products.

Administrative cost drivers, are the factors that companies can manage them in the short term through operational decisions to reduce costs. These factors include:

Work commitment: work commitment causes reduction in costs. The companies in which there is a strong correlation between the employees, can significantly reduce their operating costs.

Design of Production process: the sequence arrangement of equipment and the frequency of processes lead to accelerating the production process in the company. Production technology innovations can significantly reduce costs.

Relationships with suppliers of raw materials of the company: the companies can reduce their costs significantly through agreements with suppliers of raw materials on quality, delivery time and other characteristics of their required raw materials.

Conclusions

Today, sustainability emphasizes various aspects of the organization in economic, social and environmental terms, so the importance of this issue is very important for current and future generations. Most companies have come to the conclusion that in order to improve the efficiency and effectiveness of production sustainability, they need to monitor, measure and control the characteristics of sustainable production. Therefore, measuring the sustainability of production has become an important issue in production and operations.

The purpose of this paper is to design a model for achieving a sustainable development index in order to integrate the economic, social and environmental performance data of manufacturing industries. By understanding the limitations and shortages of resources, the approach of the manufacturing companies includes the acquisition of new production mechanisms and technologies. To achieve newer and more innovative technologies tailored to their production processes in order to reduce production costs and increase their market share, these companies have conducted costly research. One way to deal with a shortage of resource for companies is reduce their costs. Companies regardless of sizes and operational scales must take economic opportunities into account in the long run, limiting opportunities, and incorporating innovative solutions, sustainable development, and positive social and environmental impact into their business activities.

Small-business owners face an ongoing challenge in trying to balance the need to serve customers and meet long-term business objectives while at the same time controlling the cost of doing business. A strategic cost management strategy in which cost decisions are made according to the value they add to both the business and the customer is often the most effective strategy a small business can adopt. Good financial decisions come from an effective cost management strategy designed to maximize value and minimize both initial and ongoing costs. Although a great many of a business’s cost-based decisions involve purchasing, pricing and inventory management, it’s also important for every small-business owner to consider costs involved inside the business.

In a competitive world, paying attention to cost management to reduce costs and increase customer satisfaction are priorities. Today, noting the proper role of the choosing quality and quantity of production factors, choosing between user processes or capital in the production process and selection of appropriate technology, in determining the cost price and producing products that meet the price reasonable in accordance with the customer' purchasing power appear more than before.

Providing the required information of cost management is possible only by establishing a modern system of management accounting including the design and use of various management accounting tools within the organization. Among these tools, there are activity-based costing, target costing, Kaizen costing, product life cycle costing. Strategic cost management is effective by accurate evaluation and identification of costs in the creation of income, profitability and value creation for companies.

By a correct understanding of their competitive situation and by using instruments of cost management, companies can reduce unnecessary costs. Also strategic cost management, by providing more accurate data for the managers, helps them in the short and long-term decision-making to achieve their strategic goals.

Given the importance of understanding the costs for those inside and outside the organization, such as managers, capital market analysts, investors and auditors recommendations for future research are presented as follows:

Examination of the effect of the changes in sales on costs stickiness.

Study of the relationship between management optimism with cost stickiness in various industries.

Examination of the relationship between the cost structure with behavior of each expense.

Availability of data and materials

This paper has no associated data.

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Rounaghi, M.M., Jarrar, H. & Dana, LP. Implementation of strategic cost management in manufacturing companies: overcoming costs stickiness and increasing corporate sustainability. Futur Bus J 7 , 31 (2021). https://doi.org/10.1186/s43093-021-00079-4

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Adaptation of Life Cycle Costing Practices to Financial Performance Analysis in Transitional Economies: The Experience of Russian Manufacturing Firms

• Published: 09 May 2024

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• Vasilii Erokhin   ORCID: orcid.org/0000-0002-3745-5469 1 ,
• Alexey Bobryshev   ORCID: orcid.org/0000-0001-5039-507X 2 ,
• Inna Manzhosova   ORCID: orcid.org/0000-0002-0342-2511 2 ,
• Alexandr Frolov   ORCID: orcid.org/0000-0003-3535-2957 2 ,
• Svetlana Shamrina   ORCID: orcid.org/0000-0001-9986-2011 2 &
• Nelly Agafonova   ORCID: orcid.org/0000-0001-7729-624X 2  

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In today’s business environments driven increasingly by knowledge, the efficient use of resources largely depends on how well entrepreneurs apply innovations in managing them. Among the knowledge-based sources for increasing performance are accounting-related practices of cost management. However, there is a lack of models for constructing accounting records based on the stages of the product’s life cycle cost (LCC), methods for calculating the total cost of the LCC in relation to specific industries, and methods for identifying the stages of the LCC. Although many studies have focused on adapting to the LCC system strategically and studying its effectiveness and cost structure at different stages of the life cycle, few have considered the methodological aspects of establishing a costing system. This paper presents a comparative analysis of the most commonly used accounting and calculation methods used in manufacturing companies in Russia. The study is based on questionnaires collected in a survey of seven companies specializing in the manufacture of boilers for centralized and autonomous heating systems. In addition to interviewing experts, accounting documents were also analyzed. For the manufacturing sector, the authors proposed an accounting model based on the stages of a product’s life cycle. They also developed methods for calculating and identifying costs by stage of the product’s life cycle. These approaches could be useful for accounting and analytical staff when setting up knowledge-based accounting systems for analyzing business information, particularly for creating recordkeeping systems for LCC calculations. Additionally, these approaches could enhance the knowledge support systems for making managerial decisions.

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Implementation of strategic cost management in manufacturing companies: overcoming costs stickiness and increasing corporate sustainability

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Erokhin, V., Bobryshev, A., Manzhosova, I. et al. Adaptation of Life Cycle Costing Practices to Financial Performance Analysis in Transitional Economies: The Experience of Russian Manufacturing Firms. J Knowl Econ (2024). https://doi.org/10.1007/s13132-024-02051-3

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Are Markups Driving the Ups and Downs of Inflation?

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FRBSF Economic Letter 2024-12 | May 13, 2024

How much impact have price markups for goods and services had on the recent surge and the subsequent decline of inflation? Since 2021, markups have risen substantially in a few industries such as motor vehicles and petroleum. However, aggregate markups—which are more relevant for overall inflation—have generally remained flat, in line with previous economic recoveries over the past three decades. These patterns suggest that markup fluctuations have not been a main driver of the ups and downs of inflation during the post-pandemic recovery.

In the recovery from the pandemic, U.S. inflation surged to a peak of over 7% in June 2022 and has since declined to 2.7% in March 2024, as measured by the 12-month change in the personal consumption expenditures (PCE) price index. What factors have been driving the ups and downs of inflation? Production costs are traditionally considered a main contributor, particularly costs stemming from fluctuations in demand for and supply of goods and services. As demand for their products rises, companies need to hire more workers and buy more intermediate goods, pushing up production costs. Supply chain disruptions can also push up the cost of production. Firms may pass on all or part of the cost increases to consumers by raising prices. Thus, an important theoretical linkage runs from cost increases to inflation. Likewise, decreases in costs should lead to disinflation.

Labor costs are an important factor of production costs and are often useful for gauging inflationary pressures. However, during the post-pandemic surge in inflation, nominal wages rose more slowly than prices, such that real labor costs were falling until early 2023. By contrast, disruptions to global supply chains pushed up intermediate goods costs, contributing to the surge in inflation (see, for example, Liu and Nguyen 2023). However, supply chains have more direct impacts on goods inflation than on services inflation, which also rose substantially.

In this Economic Letter , we consider another factor that might drive inflation fluctuations: changes in firms’ pricing power and markups. An increase in pricing power would be reflected in price-cost markups, leading to higher inflation; likewise, a decline in pricing power and markups could alleviate inflation pressures. We use industry-level measures of markups to trace their evolving impact on inflation during the current expansion. We find that markups rose substantially in some sectors, such as the motor vehicles industry. However, the aggregate markup across all sectors of the economy, which is more relevant for inflation, has stayed essentially flat during the post-pandemic recovery. This is broadly in line with patterns during previous business cycle recoveries. Overall, our analysis suggests that fluctuations in markups were not a main driver of the post-pandemic surge in inflation, nor of the recent disinflation that started in mid-2022.

Potential drivers of inflation: Production costs and markups

To support households and businesses during the pandemic, the Federal Reserve lowered the federal funds rate target to essentially zero, and the federal government provided large fiscal transfers and increased unemployment benefits. These policies boosted demand for goods and services, especially as the economy recovered from the depth of the pandemic.

The increase in overall demand, combined with supply shortages, boosted the costs of production, contributing to the surge in inflation during the post-pandemic recovery. Although labor costs account for a large part of firms’ total production costs, real labor costs were falling between early 2021 and mid-2022 such that the increases in prices outpaced those in nominal wages. This makes it unlikely that labor costs were driving the surge in inflation.

Instead, we focus on another potential alternative driver of inflation that resulted from firms’ ability to adjust prices, known as pricing power. As demand for goods surged early in the post-pandemic recovery, companies may have had a greater ability to raise their prices above their production costs, a gap known as markups. Following a sharp drop in spending at the height of the pandemic, people may have become eager to resume normal spending patterns and hence more tolerant to price increases than in the past. In fact, growth of nonfinancial corporate profits accelerated in the early part of the recovery (see Figure 1), suggesting that companies had increased pricing power. Some studies have pointed to the strong growth in nonfinancial corporate profits in 2021 as evidence that increased markups have contributed to inflation (see, for example, Weber and Wasmer 2023). However, the figure also shows that growth in corporate profits is typically volatile. Corporate profits tend to rise in the early stages of economic recoveries. Data for the current recovery show that the increase in corporate profits is not particularly pronounced compared with previous recoveries.

Figure 1 Profit growth for nonfinancial businesses

More importantly, corporate profits are an imperfect measure of a firm’s pricing power because several other factors can drive changes in profitability. For instance, much of the recent rise in corporate profits can be attributed to lower business taxes and higher subsidies from pandemic-related government support, as well as lower net interest payments due to monetary policy accommodation (Pallazzo 2023).

Instead of relying on profits as a measure of pricing power, we construct direct measures of markups based on standard economic models. Theory suggests that companies set prices as a markup over variable production costs, and that markup can be inferred from the share of a firm’s revenue spent on a given variable production factor, such as labor or intermediate goods. Over the period of data we use, we assume that the specific proportion of a company’s production costs going toward inputs does not change. If the share of a firm’s revenue used for inputs falls, it would imply a rise in the firm’s price-cost margin or markup. In our main analysis, we use industry-level data from the Bureau of Economic Analysis (BEA) to compute markups based on the share of revenue spent on intermediate inputs. Our results are similar if we instead use the share of revenue going toward labor costs.

We compare the evolution of markups to that of prices, as measured by the PCE price index, since the recovery from the pandemic. In constructing this price index, the BEA takes into account changes in product characteristics (for instance, size) that could otherwise bias the inflation measure by comparing the prices of inherently different products over time. Similarly, based upon standard economic theory, our markup measure implicitly captures changes in those characteristics (see, for example, Aghion et al. 2023).

The post-pandemic evolution of markups

We examine the evolution of markups in each industry since the third quarter of 2020, the start of the post-pandemic recovery. Figure 2 shows that some sectors, such as the motor vehicles and petroleum industries, experienced large cumulative increases in markups during the recovery. Markups also rose substantially in general merchandise, such as department stores, and for other services, such as repair and maintenance, personal care, and laundry services. Since the start of the expansion, markups in those industries rose by over 10%—comparable in size to the cumulative increases over the same period in the core PCE price index, which excludes volatile food and energy components. However, the surge in inflation through June 2022 was broad based, with prices also rising substantially outside of these sectors. Thus, understanding the importance of markups for driving inflation requires a macroeconomic perspective that examines the evolution of aggregate markups across all sectors of the economy.

Figure 2 Cumulative changes in markups for salient industries

The role of aggregate markups in the economy

To assess how much markup changes contribute to movements in inflation more broadly, we use our industry-level measurements to calculate an aggregate markup at the macroeconomic level. We aggregate the cumulative changes in industry markups, applying two different weighting methods, as displayed in Figure 3. In the first method (green line), we match our industry categories to the spending categories in the core PCE price index for ease of comparison; we then use the PCE weights for each category to compute the aggregate markup. Alternatively, we use each industry’s cost weights to compute the aggregate markup (blue line). Regardless of the weighting method, Figure 3 shows that aggregate markups have stayed essentially flat since the start of the recovery, while the core PCE price index (gray line) rose by more than 10%. Thus, changes in markups are not likely to be the main driver of inflation during the recovery, which aligns with results from Glover, Mustre-del-Río, and von Ende-Becker (2023) and Hornstein (2023) using different methodologies or data. Markups also have not played much of a role in the slowing of inflation since the summer of 2022.

Figure 3 Cumulative changes in aggregate markups and prices

Moreover, the path of aggregate markups over the past three years is not unusual compared with previous recoveries. Figure 4 shows the cumulative changes in aggregate markups since the start of the current recovery (dark blue line), alongside aggregate markups following the 1991 (green line), 2001 (yellow line), and 2008 (light blue line) recessions. Aggregate markups have stayed roughly constant throughout all four recoveries.

Figure 4 Cumulative changes of aggregate markups in recoveries

Firms’ pricing power may change over time, resulting in markup fluctuations. In this Letter , we examine whether increases in markups played an important role during the inflation surge between early 2021 and mid-2022 and if declines in markups have contributed to disinflation since then. Using industry-level data, we show that markups did rise substantially in a few important sectors, such as motor vehicles and petroleum products. However, aggregate markups—the more relevant measure for overall inflation—have stayed essentially flat since the start of the recovery. As such, rising markups have not been a main driver of the recent surge and subsequent decline in inflation during the current recovery.

Aghion, Philippe, Antonin Bergeaud, Timo Boppart, Peter J. Klenow, and Huiyu Li. 2023. “A Theory of Falling Growth and Rising Rents.”  Review of Economic Studies  90(6), pp.2,675-2,702.

Glover, Andrew, José Mustre-del-Río, and Alice von Ende-Becker. 2023. “ How Much Have Record Corporate Profits Contributed to Recent Inflation? ” FRB Kansas City Economic Review 108(1).

Hornstein, Andreas. 2023. “ Profits and Inflation in the Time of Covid .” FRB Richmond Economic Brief 23-38 (November).

Liu, Zheng, and Thuy Lan Nguyen. 2023. “ Global Supply Chain Pressures and U.S. Inflation .” FRBSF Economic Letter 2023-14 (June 20).

Palazzo, Berardino. 2023. “ Corporate Profits in the Aftermath of COVID-19 .” FEDS Notes , Federal Reserve Board of Governors, September 8.

Weber, Isabella M. and Evan Wasner. 2023. “Sellers’ Inflation, Profits and Conflict: Why Can Large Firms Hike Prices in an Emergency?” Review of Keynesian Economics 11(2), pp. 183-213.

Opinions expressed in FRBSF Economic Letter do not necessarily reflect the views of the management of the Federal Reserve Bank of San Francisco or of the Board of Governors of the Federal Reserve System. This publication is edited by Anita Todd and Karen Barnes. Permission to reprint portions of articles or whole articles must be obtained in writing. Please send editorial comments and requests for reprint permission to [email protected]

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Late payroll accounting adjustments will not be processed after July 1

Beginning July 1, 2024, payroll accounting adjustments (PAAs) will no longer be processed for past certification periods. This means that:

• Once certified, effort will be considered final.
• Salary cost transfers must either be processed prior to issuance of effort certification documents or corrected during the certification process. For example, researchers must correct effort for: September-December by the end of January; January-May by the end of June; and June-August by the end of September. If effort for a past period isn’t certified, it is an unallowable cost.

Effort is heavily scrutinized by sponsors and auditors as it makes up the highest percentage of charges to sponsored projects. Retroactive corrections to effort charges after certification is often an indication of poor award management. Penalties for violations or findings of weak institutional controls can be significant.

PAAs submitted after certification and PAAs adjusting effort that occurred before the most recent certification period will be denied and uncertified effort will be billed back to the investigator’s department, consistent with processes for all unallowable expenditures. 

Other effort reporting practices to avoid:

• Overly precise requests, such as changing an appointment by 17.346% for one month in the past.  Such precision is not required since in signing an effort report, the signer is acknowledging that the payroll distribution ‘reasonably’ reflects the activities for which the employee was compensated during the reporting period.
• Moving effort from one sponsored award to another because the second was not yet in place.  Instead, PIs should either request a preliminary project when the effort begins or charge effort to department funds.  Otherwise, there is incorrect billing to the first award for those costs. 

Researchers with questions can talk with their department’s research administrative support or  sponsored program officer . 

Effort Certification Overview

Effort certification is when the responsible individual confirms the effort charges for the certified period are correct and complete. Because faculty and most research staff do not complete time sheets, effort percentages are imprecise. The federal government understands this and generally considers certified levels of effort within +/- 25% of committed to be acceptable. 

There are three annual effort reporting periods: spring semester, summer, and fall semester. At the end of each reporting period, Workday collects all payroll information over the reporting period for each employee. That information is used to compute the percentage of salary charged to each funding source, which in turn is used to generate an effort certification report.

If the report is correct and complete, the certifier approves, verifying that the ‘salary charges to the sponsor are reasonable in relation to the work performed, and the effort provided to each sponsor is at least as great as the effort promised to the sponsor.’ If a report is incorrect, it should not be signed.  and steps should be taken immediately to initiate a correction in Workday through a PAA, and, when ready, the researcher will be alerted that a corrected effort report is available for certification. 

Microsoft Research Blog

Microsoft at chi 2024: innovations in human-centered design.

Published May 15, 2024

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The ways people engage with technology, through its design and functionality, determine its utility and acceptance in everyday use, setting the stage for widespread adoption. When computing tools and services respect the diversity of people’s experiences and abilities, technology is not only functional but also universally accessible. Human-computer interaction (HCI) plays a crucial role in this process, examining how technology integrates into our daily lives and exploring ways digital tools can be shaped to meet individual needs and enhance our interactions with the world.

The ACM CHI Conference on Human Factors in Computing Systems is a premier forum that brings together researchers and experts in the field, and Microsoft is honored to support CHI 2024 as a returning sponsor. We’re pleased to announce that 33 papers by Microsoft researchers and their collaborators have been accepted this year, with four winning the Best Paper Award and seven receiving honorable mentions.

This research aims to redefine how people work, collaborate, and play using technology, with a focus on design innovation to create more personalized, engaging, and effective interactions. Several projects emphasize customizing the user experience to better meet individual needs, such as exploring the potential of large language models (LLMs) to help reduce procrastination. Others investigate ways to boost realism in virtual and mixed reality environments, using touch to create a more immersive experience. There are also studies that address the challenges of understanding how people interact with technology. These include applying psychology and cognitive science to examine the use of generative AI and social media, with the goal of using the insights to guide future research and design directions. This post highlights these projects.

Microsoft Research Podcast

Collaborators: Renewable energy storage with Bichlien Nguyen and David Kwabi

Dr. Bichlien Nguyen and Dr. David Kwabi explore their work in flow batteries and how machine learning can help more effectively search the vast organic chemistry space to identify compounds with properties just right for storing waterpower and other renewables.

Best Paper Award recipients

DynaVis: Dynamically Synthesized UI Widgets for Visualization Editing   Priyan Vaithilingam, Elena L. Glassman, Jeevana Priya Inala , Chenglong Wang   GUIs used for editing visualizations can overwhelm users or limit their interactions. To address this, the authors introduce DynaVis, which combines natural language interfaces with dynamically synthesized UI widgets, enabling people to initiate and refine edits using natural language.  

Generative Echo Chamber? Effects of LLM-Powered Search Systems on Diverse Information Seeking   Nikhil Sharma, Q. Vera Liao , Ziang Xiao   Conversational search systems powered by LLMs potentially improve on traditional search methods, yet their influence on increasing selective exposure and fostering echo chambers remains underexplored. This research suggests that LLM-driven conversational search may enhance biased information querying, particularly when the LLM’s outputs reinforce user views, emphasizing significant implications for the development and regulation of these technologies.  

Piet: Facilitating Color Authoring for Motion Graphics Video   Xinyu Shi, Yinghou Wang, Yun Wang , Jian Zhao   Motion graphic (MG) videos use animated visuals and color to effectively communicate complex ideas, yet existing color authoring tools are lacking. This work introduces Piet, a tool prototype that offers an interactive palette and support for quick theme changes and controlled focus, significantly streamlining the color design process.

The Metacognitive Demands and Opportunities of Generative AI   Lev Tankelevitch , Viktor Kewenig, Auste Simkute, Ava Elizabeth Scott, Advait Sarkar , Abigail Sellen , Sean Rintel   Generative AI systems offer unprecedented opportunities for transforming professional and personal work, yet they present challenges around prompting, evaluating and relying on outputs, and optimizing workflows. This paper shows that metacognition—the psychological ability to monitor and control one’s thoughts and behavior—offers a valuable lens through which to understand and design for these usability challenges.  

Honorable Mentions

B ig or Small, It’s All in Your Head: Visuo-Haptic Illusion of Size-Change Using Finger-Repositioning Myung Jin Kim, Eyal Ofek, Michel Pahud , Mike J. Sinclair, Andrea Bianchi   This research introduces a fixed-sized VR controller that uses finger repositioning to create a visuo-haptic illusion of dynamic size changes in handheld virtual objects, allowing users to perceive virtual objects as significantly smaller or larger than the actual device. 

LLMR: Real-time Prompting of Interactive Worlds Using Large Language Models   Fernanda De La Torre, Cathy Mengying Fang, Han Huang, Andrzej Banburski-Fahey, Judith Amores , Jaron Lanier   Large Language Model for Mixed Reality (LLMR) is a framework for the real-time creation and modification of interactive mixed reality experiences using LLMs. It uses novel strategies to tackle difficult cases where ideal training data is scarce or where the design goal requires the synthesis of internal dynamics, intuitive analysis, or advanced interactivity. 

Observer Effect in Social Media Use   Koustuv Saha, Pranshu Gupta, Gloria Mark, Emre Kiciman , Munmun De Choudhury   This work investigates the observer effect in behavioral assessments on social media use. The observer effect is a phenomenon in which individuals alter their behavior due to awareness of being monitored. Conducted over an average of 82 months (about 7 years) retrospectively and five months prospectively using Facebook data, the study found that deviations in expected behavior and language post-enrollment in the study reflected individual psychological traits. The authors recommend ways to mitigate the observer effect in these scenarios.

Reading Between the Lines: Modeling User Behavior and Costs in AI-Assisted Programming   Hussein Mozannar, Gagan Bansal , Adam Fourney , Eric Horvitz   By investigating how developers use GitHub Copilot, the authors created CUPS, a taxonomy of programmer activities during system interaction. This approach not only elucidates interaction patterns and inefficiencies but can also drive more effective metrics and UI design for code-recommendation systems with the goal of improving programmer productivity. 

SharedNeRF: Leveraging Photorealistic and View-dependent Rendering for Real-time and Remote Collaboration   Mose Sakashita, Bala Kumaravel, Nicolai Marquardt , Andrew D. Wilson   SharedNeRF, a system for synchronous remote collaboration, utilizes neural radiance field (NeRF) technology to provide photorealistic, viewpoint-specific renderings that are seamlessly integrated with point clouds to capture dynamic movements and changes in a shared space. A preliminary study demonstrated its effectiveness, as participants used this high-fidelity, multi-perspective visualization to successfully complete a flower arrangement task. 

Understanding the Role of Large Language Models in Personalizing and Scaffolding Strategies to Combat Academic Procrastination   Ananya Bhattacharjee, Yuchen Zeng, Sarah Yi Xu, Dana Kulzhabayeva, Minyi Ma, Rachel Kornfield, Syed Ishtiaque Ahmed, Alex Mariakakis, Mary P. Czerwinski , Anastasia Kuzminykh, Michael Liut, Joseph Jay Williams   In this study, the authors explore the potential of LLMs for customizing academic procrastination interventions, employing a technology probe to generate personalized advice. Their findings emphasize the need for LLMs to offer structured, deadline-oriented advice and adaptive questioning techniques, providing key design insights for LLM-based tools while highlighting cautions against their use for therapeutic guidance.

Where Are We So Far? Understanding Data Storytelling Tools from the Perspective of Human-AI Collaboration   Haotian Li, Yun Wang , Huamin Qu This paper evaluates data storytelling tools using a dual framework to analyze the stages of the storytelling workflow—analysis, planning, implementation, communication—and the roles of humans and AI in each stage, such as creators, assistants, optimizers, and reviewers. The study identifies common collaboration patterns in existing tools, summarizes lessons from these patterns, and highlights future research opportunities for human-AI collaboration in data storytelling.

Learn more about our work and contributions to CHI 2024, including our full list of publications , on our conference webpage .

Related publications

Big or small, it’s all in your head: visuo-haptic illusion of size-change using finger-repositioning, llmr: real-time prompting of interactive worlds using large language models, reading between the lines: modeling user behavior and costs in ai-assisted programming, observer effect in social media use, where are we so far understanding data storytelling tools from the perspective of human-ai collaboration, the metacognitive demands and opportunities of generative ai, piet: facilitating color authoring for motion graphics video, dynavis: dynamically synthesized ui widgets for visualization editing, generative echo chamber effects of llm-powered search systems on diverse information seeking, understanding the role of large language models in personalizing and scaffolding strategies to combat academic procrastination, sharednerf: leveraging photorealistic and view-dependent rendering for real-time and remote collaboration, continue reading.

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