الفهرس 
• Chapter one: Introduction.Only 14 pages are availabe for public view
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Abstract
The main objective of the current study, due to the enormous number of cost management tools appeared in the area, we want to relax the matter and to simplify the problem for the uses and to reach by the end of the study to a given organized schedule to help to use the suitable tool for each different Situation and application by means of different tools for different uses.
So, Studying the nature and tools of cost management to further require doing analytical study to the level of those tools effective. In the main time studying the nature and different tools will give to cost in the different change of the value and reaching at the end to effective cost suitable to existing firms.
Then the main objective of this study is to reach at a measuring of the different available tools according to their effectiveness and their effect upon the progress of the project. Then we will determine the best of them and later arrange them on basis of priority, with regard to the nature of the firm.
Cost management concept
Cost management identifies, collects, measures, classifies, and reports information that is useful to managers for determining the cost of products, customers, and suppliers, and other relevant objects and for planning, controlling, making continuous improvements, and decision making.
Cost management tools
a) Balanced Scorecard
b) Target Costing
c) Theory of Constraint
d) Total Quality Management
e) Benchmarking
f) Activity Based Costing
g) Supply Chain Management
h) Product Life Cycle
i) Value Based management
j) Economic Value Added
k) Six Sigma
l) Cash Value Added
The relationships that exist between these tools and Similarities and differences between them:
By defining and classifying the main activities involved in the manufacture of products, the work of ABC technology begins where the technology is based on the fact that activities consume resources and therefore the products consume these activities, so the costs of activities are collected in pools in preparation for their allocation to cost targets (products or services).
To achieve T.C technique, VE technique is used to reduce cost during planning and design while maintaining product quality to ensure customer satisfaction.
The CI application in the value chain comes after the target cost applied at the beginning of the series and the associated technologies such as V.E.
The Balanced Scorecard contributes to the provision of non-financial information to the organization’s management that helps measure performance. This technology is integrated with the TQM technology to achieve quality and the overall advancement of the organization as a whole and to measure the organization’s ability to perform in a way that serves its interests and objectives.
ABC also has a relationship with TQM because ABC contributes to continuous improvement and customer focus
VE’s relationship with TQM is demonstrated by the adoption of V.E in its work on quality to choose between the alternatives offered to the parts of the product and the quality is part of the value because V.E maintains the quality of the product from the design stage to the so-called quality engineering.
Results and Recommendations
Result of the theoretical study:
1. Unutilized cost calculated by the difference between indirect industrial costs according to the current system of the company and indirect industrial costs according to the TD-ABC system, this unutilized cost mean unutilized capacity
2. According to Activity Based costing the Indirect Industrial Costs are allocated to cost measurement units in two stages, while in Time-Driven Activity- Based Costing the indirect industrial costs are allocated directly to cost measurement units.
Result of the applied study:
1. Using traditional cost system (in our case Activity Based Costing (ABC)) gave misleading cost estimate, as we see in the previous chapter the estimated cost wasn’t accurate enough and didn’t reflect all company’s capacity.
2. using an advanced cost system (in our case Time-Driven Activity Based Costing (TD-ABC)) help the company to determine the lost time that could be used in produce more products without additional cost.
3.Determine the required time to perform activity is the main key in using Time-Driven Activity Based Costing (TD-ABC)) system because by it the company can perfectly using its whole capacity to produce the products without losing any time or capacity.
Recommendations
Recommendations for the case study company:
Better to stop using Activity Based Costing (ABC) system and use Time-Driven Activity Based Costing (TD-ABC) because it gives an accurate cost estimated and help the company use its whole capacity.
Recommendations for future researchers:
c. Try to implement different advanced and recent cost approaches in other companies in the same sector to determine the best cost approach to use in Pharmaceutical sector.
d. Make an in-depth study about how to determine the accurate required time to perform activity with the help of the company’s managers and workers along with the specialists in the industry.