Abrams' Management Control System

458 Words2 Pages
What is your overall evaluation of Abrams’ management control system? Abrams Company is a large manufacturer of different parts for cars, trucks and buses. A company main objective is extraction of profit and achieving target Return of Investments. The company shares on four departments three of which are aimed at details production according to the customer’s requirements, quality and competitive price. The sales part of these departments sale these details to OEM companies. The fourth department is After Market department which sells details to secondary market and to wholesalers. It doesn't have own department of production, therefore details which didn't manage to be sold to ОЕМ companies get here. Each department works with their own customers, that’s why Abrams’ company doesn't have coherent plan on achievement of a break-even sales level and general profit. Instead of it, income and sales volume level is established in each department separately. From the Top Management view, the AM department should bring 50% of all profit of the company during the year. It is a quite difficult goal because divisions which are producing details aren't guided by needs and requirements of AM department. In connection to this, the policy of production of details for a total market should proceed not only from needs of customers, but also with АМ department needs. Each department should reach target ROI level by the end of each year. ROI Calculation is produced as the profit of the company divided to net assets on the beginning of year as company management considers that investments into the capital within a year practically don't influence profit volume. Expenses are included in company profit over the planned rate and taxes, equity cost "is freezed" on the beginning of the year, so the profit increase is equal to increase of ROI. Company management considers that it allows
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