In view of the current imperfections in the understanding and practice of cost management in most enterprises, this article applies the new theory of resource analysis in MBA courses - value chain analysis method to cost management, thereby analyzing The structural influencing factors of cost behavior, and by controlling them to rebuild the value chain and reduce costs from a strategic height, the article also analyzes how companies can obtain the durability of cost advantages. nbsp;Keywords cost management value chain analysis method to reconstruct the value chainnbsp;Most enterprises are prone to fall into various misunderstandings in cost management. For example, managers pay more attention to the control of production costs and ignore the control of marketing costs, service costs and logistics costs. ; Pay attention to the cost analysis of each single activity that constitutes the enterprise's operating process, but ignore the high degree of grasping the connection between various activities to examine the enterprise's costs; 3. The cost analysis method relies too much on accounting methods and systems, and does not rely on accounting methods and systems. There is a lack of analysis of cost behavior included in the scope of accounting and so on. nbsp; In the MBA course of Harvard Business School in the United States, a new theory is proposed for enterprise resource analysis-the value chain analysis method, which uses a systematic method to examine various activities and interrelationships of enterprises to find resources with competitive advantages. The author believes that the essential goal of enterprise cost management should be to obtain a lower cumulative cost than its competitors through enterprise behavior and gain a cost advantage. Therefore, we want to use the value chain theory to examine corporate costs from the perspective of corporate behavior rather than from the perspective of accounting methods. This article intends to describe it from the following aspects: 1. Identify the enterprise's own value chain, and use this to collect costs and allocate assets; 2. Analyze the structural influencing factors of the enterprise's cost behavior from the perspective of the value chain; 3. Through control Various ways to influence cost factors or reconstruct the enterprise value chain can reduce the enterprise's cost from a strategic perspective; 4. Maintain and consolidate the enterprise's cost advantage for a long time and achieve the durability of the cost advantage. nbsp; 1. Use value chain analysis to determine value activities related to cost management. The value activities of an enterprise can be divided into five main activities and four auxiliary activities. The five main activities include (1) input activities, such as receiving, storage and configuration related activities; (2) production operations, activities related to converting inputs into final products; (3) output activities, such as finished products transportation, storage, customer contact, order processing, etc.; (4) sales activities, aimed at letting customers understand and purchase goods, such as advertising, promotions, sales agency fees, etc.; (5) service activities, including training, repairs, maintenance Maintenance, parts updates, etc. are designed to increase the added value of products. nbsp; The four auxiliary activities include (1) procurement activities, which refer to the activities of purchasing all inputs used in the enterprise value chain, such as purchasing raw materials, supplies, purchasing and constructing fixed assets, etc.; (2) technology development activities, which involve all value activities Technical components, such as new product development, technological transformation, trademarks, patents, expertise, software development, etc.; (3) Human resource management activities, including employee recruitment, training, development, incentives, etc.; (4) Enterprise infrastructure, both It refers to hardware such as factory facilities, machinery and equipment, and also includes a large number of software such as overall management, planning, finance, law, quality management, and public relations. nbsp; There are other classifications of enterprise value activities. For example, according to the relationship between the products produced, they can be divided into three types: 1. Direct activities, which refer to activities that directly create value for buyers, such as supply, production, sales and other activities; (2) ) Indirect activities refer to activities that ensure the continuation of direct activities. Such activities have a wide scope and many contents and are easy to ignore; (3) Quality assurance activities refer to those activities that ensure the quality of various value activities of the enterprise, such as trademark registration, Activities such as hiring legal counsel, mergers and acquisitions and other asset restructuring. This classification has practical significance for cost management. It is worth noting that the costs of indirect activities and quality assurance activities have not yet been correctly understood and paid enough attention to in the cost management of enterprises. This article will focus on this. nbsp; Second, use the enterprise value chain to collect and allocate costs. From the perspective of cost management, the value activities of the enterprise are cost behaviors.

Managers can grasp the main components of enterprise costs, while those value activities that currently account for a small proportion but are in a state of growth and can ultimately change the enterprise's cost structure are easily overlooked. Apply value chain analysis methods to costs. Management, might overcome this. nbsp; The cost of each value activity of the enterprise includes: nbsp; 1. Outsourcing operation input cost: raw materials, reserve materials, low-value consumables invested for production; 2. Human resource cost: the enterprise obtains or replaces human resources Expenditures incurred on resources, such as human resource acquisition costs (recruitment, employment, placement, etc.), human resource development costs (on-the-job education, job training, off-the-job training, further education, etc.), human resource retention costs (wages, bonuses, benefits, etc.) Medical care, housing, social insurance, etc.), human resources turnover costs (retirees’ wages and benefits, loss of job vacancies, loss of efficiency before and after job replacement; 3. Capitalized expenses: refers to more than one operating cycle with a benefit period of one year or more than one year) Expenditures. Such as fixed assets (buildings, machinery and equipment, labor tools, transportation tools, etc.), intangible assets (patents, trademarks, etc.), deferred assets (preliminary expenses such as business start-up registration fees, decoration fees, and improvements to leased equipment) etc.). nbsp; In cost management, enterprises must allocate the above costs to various value activities in the value chain. The purpose of allocation is to generate a value chain that reflects the cost distribution and compare the distribution of costs of each value activity, so as to Find out where the cost can be improved. nbsp; How to allocate costs? The general principle is: outsourcing operating input costs and human resource costs should be allocated.