03872nam 2200793 450 991078816120332120230125204958.01-78539-575-01-63157-068-4(CKB)2670000000597569(EBL)1963728(OCoLC)903856396(CaBNVSL)swl00404701(MiAaPQ)EBC1963728(Au-PeEL)EBL1963728(CaPaEBR)ebr11022272(CaONFJC)MIL732108(OCoLC)904097483(EXLCZ)99267000000059756920150221d2015 fy 0engur|n|---|||||rdacontentrdamediardacarrierBetter business decisions using cost modeling /Victor E. Sower, Christopher H. SowerSecond edition.New York, New York (222 East 46th Street, New York, NY 10017) :Business Expert Press,2015.1 online resource (194 p.)Supply and operations management collection,2156-8200Description based upon print version of record.1-63157-067-6 1-336-00826-1 Includes bibliographical references (pages 163-164) and index.1. Introduction -- 2. Constructing cost models -- 3. Internal cost models -- 4. Other internal cost models -- 5. External cost models for procured materials -- 6. External cost models for procured services -- 7. Total cost of ownership models -- 8. Probabilistic cost models -- Epilogue -- Appendix A. Data sources for cost modeling -- Appendix B. Simulation software used to illustrate chapter 8 -- Notes -- References -- Index.Information is power in supply chain operations, negotiations, continuous improvement programs, process improvement, and indeed in all aspects of managing an operation. Accurate and timely information can result in better decisions that translate into the improvement of bottomline results. The development and effective use of cost modeling as a method to understand the cost of products, services, and processes can help drive improvements in the quality and timeliness of decision making. In the supply chain community, an understanding of the actual cost structures of processes, products and services, whether with new or nonpartner suppliers, can facilitate fact-based discussions that are more likely to result in agreements that are competitively priced and with fair margins. Further, accurate cost models that are cooperatively developed between supply chain partners can form the basis for joint efforts to reduce non-value-added costs and provide additional focus toward operational improvement.Supply and operations management collection.2156-8200Costs, IndustrialMathematical modelsCost modelShould-cost modelprojected cost modelcrossover modelcost of qualitypurchasingnegotiationcost managementstrategic sourcingprocurementExcel applicationssupply chain managementmake or buynon-value-added cost reductionbreakevenlearning curvetotal cost of ownershipnet present valuesimulationexpected valueCosts, IndustrialMathematical models.658.1552Sower Victor E.873373Sower Christopher H.MiAaPQMiAaPQMiAaPQBOOK9910788161203321Better business decisions using cost modeling3714800UNINA