Two of the most critical financial transactions any business owner negotiates occur on opposite sides of the table. The day they buy their business and the day they sell it. Although the objectives are different the analytical building blocks to successfully buying or selling a business are the same.
Joining us from Wichita, Kansas today is Victor Ojeleye. In your tenth observation about leadership you mention the leaders need to champion your team. What happens when they don’t have a champion?
In this CFO Talk Bram Desmet, author of Supply Chain Strategy and Financial Metrics, describes the Supply Chain Triangle; service, cost and cash. In today’s market, balancing the triangle is a key challenge for supply chain and finance managers.
Joining us from Wichita, Kansas today is Victor Ojeleye. Your ninth observation know your boundaries and honor them fully. I’d like to understand what you mean by that and how you use it?
Having it roots in the 1800’s where factories made a single product and total operating costs were divided by total production volume to arrive at fully-burdened unit costs, conventional costing techniques assign indirect and/or overhead costs through the application of overhead rates. These rates are “allocated” to the outputs of the organization. The manner in which overhead costs are spread across the various Lines of Business (LOB) is to attach such costs to an operational metric associated with LOBs, such as direct labor cost, machine hours, number of employees, floor space, revenues, etc.
