Implementing Material Flow Cost Accounting in a Pharmaceutical Company

Onishi, Yasushi; Kokubu, Katsuhiko; Nakajima, Michiyasu

doi:10.1007/978-1-4020-8913-8_22

Cited by 20 publications

(22 citation statements)

References 13 publications

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“…MFCA technique is developed to measure the flows of materials and energy in production processes both in physical quantity and monetary value (Onishi et al, 2009). MFCA is a tool that captures the material flows and monetary flows, and makes clear any inefficiency in productive process by using physical and monetary information (Hargroves and Smith, 2012).…”

Section: Materials Flow Cost Accountingmentioning

confidence: 99%

Integrating ERP and MFCA systems for improved waste-reduction decisions in a brewery in South Africa

Fakoya

Poll

2013

Journal of Cleaner Production

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Section: Materials Flow Cost Accountingmentioning

confidence: 99%

Integrating ERP and MFCA systems for improved waste-reduction decisions in a brewery in South Africa

Fakoya

Poll

2013

Journal of Cleaner Production

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“…The failure of the conventional accounting systems to sufficiently provide environmentally related costs and the lack of an appropriate accounting tool to capture waste cost, both in physical unit and monetary terms, led to the development of MFCA in Augsburg, Germany, to fill this important gap (Wagner 2003a;Onishi et al 2009). The environmental management standard on MFCA, ISO 14051:11 was developed to fill in the gap existing between environmental, economic and quality aspects of environmental management to make business practices more environmentally responsible (Wagner 2003b;Kokubu et al 2009).…”

Section: Materials Flow Cost Accountingmentioning

confidence: 99%

“…But studies have shown that the adoption of MFCA is more relevant in providing both financial and non-financial waste information necessary for improved waste-reduction decisions (Wagner 2003a;METI 2007;Jasch 2009). Although there has been a substantial amount of study on the adoption of MFCA to improve wastereduction decisions within organizations, especially in Europe and Asia (METI 2007;Jasch 2009;Kokubu et al 2009;Debnath 2014), the majority of these studies has focused on large-and medium-sized organizations (METI 2007;Jasch 2009;Kokubu et al 2009;Onishi et al 2009;Hyršlová et al 2011). Consequently, this study reports findings from a pilot study conducted in a micro-brewery that demonstrate the adoption of the MFCA model to capture adequate waste-cost information to support and improve waste-reduction decisions.…”

Section: Introductionmentioning

confidence: 98%

Adopting material flow cost accounting model for improved waste-reduction decisions in a micro-brewery

Fakoya

2014

Environ Dev Sustain

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This paper report findings from a pilot study in a micro-brewery that demonstrates the adoption of the MFCA model to capture adequate waste-cost information to support and improve waste-reduction decisions. While studies have shown that applying MFCA is a relevant tool in providing both financial and non-financial waste information for improving waste-reduction decisions in large-and medium-sized organizations, its adoption in a micro-brewery set-up is lacking. Findings reveal that the MFCA model can be adopted within different management systems to improve waste-reduction decision and cost savings. A significant implication for practice is the potential to adopt the MFCA model under different organizational circumstances that generally do not support systematically structured management approaches. A major significance of the findings in this study serves to focus the attention of owner-managers in micro-business circumstances on the management of product material and energy losses as well as the inclusion of certain production processes costs in product cost.

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“…Hence, MFCA can present Asian Journal of Finance & Accounting ISSN 1946-052X 2015 these costs to management to assist them understanding the cost of spoilage. MFCA assists managers to value waste and endeavor to reduce waste, which helps to improve the efficiency of production and reduce costs (Onishi, Kokubu and Nakajima, 2009). …”

Section: Literature Reviewmentioning

confidence: 99%

Material Flow Cost Accounting System for Decision Making: The Case of Taiwan SME in the Metal Processing Industry

Chang

Chiu

Chu

et al. 2015

AJFA

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The purpose of this paper is to examine the implementation of a Material Flow Cost Accounting system (MFCA) and to provide meaningful results for managers to make decision. A case study and the depth interview were employed for small-and medium-size enterprises in the metal processing industry to collect the information for further analysis. The result shows that the implementation of the Material Flow Cost Accounting system can mitigate the probability of dysfunctional decision making, particularly for investment decisions, assist managers in directly filtering out energy or material waste, and enhance the accuracy of product cost evaluations. This paper concludes that the Material Flow Cost Accounting system is not only a management tool, which helps managers achieve cost reductions, but also a mechanism, which realize corporate social responsibility. The results of this investigation support the proposition that implementation of environmental collaboration and monitoring practices by supply chain partners are both environmentally necessary and good business. The paper provides manufacturing managers with a structured approach to improving both environmental and organizational performance through environmental collaboration and monitoring with customers and suppliers

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Implementing Material Flow Cost Accounting in a Pharmaceutical Company

Cited by 20 publications

References 13 publications

Integrating ERP and MFCA systems for improved waste-reduction decisions in a brewery in South Africa

Integrating ERP and MFCA systems for improved waste-reduction decisions in a brewery in South Africa

Adopting material flow cost accounting model for improved waste-reduction decisions in a micro-brewery

Material Flow Cost Accounting System for Decision Making: The Case of Taiwan SME in the Metal Processing Industry

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