• The Journal of Fisheries Business Administration
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• v.14 no.1
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• pp.1-18
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• 1983

This study has examined the principle of rationalization as a guiding principle in fisheries management. Generally speaking, the guiding principle of business management is the principle of profitability which is oriented to the profit maximization, but it has been insisted by Dr, Mohri that the principle of profitability should be translated into the maximization of ratio of added value on gross capital, According to Dr. Durcker, added value (contributed value) can be used to analyze productivity only if the allocation of costs which together make up the figures is economically meaningful. Therefore, the rationalization of fisheries management can be measured as a result of economic allocation of costs, The analysis of economic allocation of costs divides into macro-allocation of costs and micro-allocation of costs. In fisheries management, the former makes use of the analysis of break-even point, and the latter analyzes the efficiency of individual cost respectively and the state of division of costs which allocate into above-the-line expenses of lay system and management's burden expenses. In macro-allocation of costs, it is advisable that fixed costs be converted into variable costs. This is characteristically possible in fisheries management, because wages belong to variable costs in fisheries management while they are regarde as fixed cost in the other industires. Because we could find that all costs would belong to above-the-line expenses, in micro-allocation analysis, the very costs which are directly related to fisherman's poduction activity should be classified into above-the-line expenses, and the other costs into management's burden expenses. This is a central problem in the rationalization of fisheries management.

• Management Science and Financial Engineering
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• v.14 no.1
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• pp.65-86
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• 2008

In this paper, we have considered the multicriteria quadratic plant location problem. In addition to the allocation costs, the maintenance costs of the plants are also considered. The objective functions considered in this paper are quadratic in nature. The given problem is reduced to the problem with linear objective function. The method of Fernandez and Puerto (2003) is applied to solve the reduced problem. It is illustrated with help of examples. The effect of the change in the allocation and maintenance costs on allocation of plants to the clients has also been discussed.

• IE interfaces
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• v.17 no.2
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• pp.142-148
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• 2004

The objective of bridge construction cost allocation is to distribute in a fair and rational manner the bridge construction costs among those vehicles using the bridge. In most bridge construction cost allocation studies, bridge construction costs are mainly distributed according to traffic load(gross vehicle weight), without any consideration of bridge capacity requirements(the number of lanes). In this paper, a bridge cost allocation method for considering both traffic capacity and traffic loads is developed. The proposed method is based on cooperative game theory, particularly two concepts known as the Aumann-Shapley (A-S) value and Shapley value. This method can help to analyze the impact of traffic capacity costs. By applying the proposed method to an example, traffic capacity cost is found to be high so that traffic capacity should be considered to allocate the bridge construction costs to vehicle classes in a more equitable manner.

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.33
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• pp.145-164
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• 2007

The Arbitration costs provided in Article 31 consist of arbitrators' fees, arbitrators' expenses, ICC administrative expenses, expenses of experts appointed by the Arbitral Tribunal, and parties' costs. Among them the first three items are independently determined by the Court in accordance with the Scale, while another two items are determined by the arbitrator and each party. The three items determined by the Court are communicated by Secretariat to the Arbitral Tribunal for inclusion in the award following the approval of the draft submitted to the Court. Also the final award may decide which of the parties shall bear them or in what proportion they shall be borne by the parties. According to Article 31(3), the arbitrators have complete jurisdiction or discretion to allocate the costs. Three common approaches are as follows; First, all of the costs are borne by the losing party. Second, all of the costs are allocated in proportion to the outcome of the case. Third, all of the costs determined by the Courts are shared equally by the parties and both parties bear their own costs. But, both parties may include intentions in accordance with the principle of party autonomy. For example, if the parties wish to ensure that the arbitration costs be shared equally and that the arbitrator make no allocation of costs or fees, the following sentence could be added to the arbitration clause in their contract. "All costs and expenses of the arbitrators [and the arbitral institution] shall be borne by the parties equally; each party shall bear the costs and expenses, including attorneys' fees, of its own counsel, experts, witness and preparation and presentation of its case" And also, if the parties wish expressly to link any allocation of costs, and fees to the result of the award the following could be added to the arbitration clauses. "The arbitrators may award to the prevailing party, if any, as determined by the arbitrators, its costs and expenses, including attorneys' fees"

• THE INTERNATIONAL COMMERCE & LAW REVIEW
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• v.32
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• pp.93-111
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• 2006

The purpose of this paper is to analyze the composition of the arbitration costs in ICC Rule of Arbitration and to examine how each item of the costs is determined. Furthermore this author tired to find the principles or criteria deciding which of the party should bear them or in what proportion they shall be home by the parties in Article 31. Thus this author could find three common approaches. First, all of the costs are home by the losing party, or Second, all of the costs are allocated in proportion to the result of award in each case. Third, all of the costs determined by the Court as shared equally by the parties and both parties bear their own costs. But, both parties may include their intention in accordance with the principle of party autonomy. For example if the parties with to ensure that the arbitration costs be shared equally and that the arbitrator make no allocation of costs and fees, the following sentence could be added to the arbitration clause. "All costs and expenses of the arbitrators (and the arbitral institution) shall be home by the parties equally; each party shall bear the costs and expenses, including attorneys' fees, of its own counsel, experts, witnesses and preparation and presentation of its case."

• IE interfaces
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• v.24 no.2
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• pp.128-138
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• 2011

This research proposes a resource allocation model of Data QC (Quality Control) activities using COQ (Cost of Quality). The model has been developed based on a series of research efforts such as COQ classifications, weight determination of Data QC activities, and an aggregation approach between COQ and Data QC activities. In the first stage of this research, COQ was divided into the four typical classifications (prevention costs, appraisal costs, internal failure costs and external failure costs) through the opinions from five professionals in Data QC. In the second stage, the weights of Data QC activities were elicited from the field professionals. An aggregation model between COQ and Data QC activities has been then proposed to help the practitioners make a resource allocation strategy. DEA (Data Envelopment Analysis) was utilized for locating efficient decision points. The proposed resource allocation model has been validated using the case of Korea national defense information system. This research is unique in that it applies the concept of COQ to the data management for the first time and that it demonstrates a possible contribution to a real world case for budget allocation of national defense information.

• Journal of Korean Academy of Nursing Administration
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• v.23 no.2
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• pp.139-150
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• 2017

Purpose: The purpose of this study was to identify nursing service costs associated with all health care costs incurred by the institution. Methods: This study was an empirical case study research in which the nursing cost was separated from total medical cost. The nursing cost index was calculated through a cost allocation method after summarizing costs for personnel, raw materials and administration of each department in one public hospital. The 2014 budget plan, published in 'Public Hospitals Alert', was used as data and the data were analyzed using the Microsoft Office EXCEL 2013 program. Results: When comparing total medical costs and nursing costs, the nursing cost were 27.14% of the total medical cost. The nursing cost per nurse per hour was calculated as \29,128 The nursing cost per inpatient per day was calculated as \157,970, and the administration cost per patient was calculated as \133,710. Conclusion: The results of the research present the process of cost allocation of specific cost elements in the hospital and evidence for administrative costs which in the past have been only vaguely formulated. These are the significant implications of this study.

• IE interfaces
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• v.8 no.1
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• pp.31-43
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• 1995

This study is intended to develop a technology cost model (TCM) which treats technology costs appropriately under present advanced manufacturing technology environment. TCM is composed of two elements : cost classification system and cost allocation model. It is proposed to include technology-related department expenses as well as technology investment in the categories of technology costs. For the cost allocation, technology activities are divided into four homogeneous groups. Costs are accumulated into one of the four cost pools and allocated to the cost object using the pool's unique allocation base. It is also proposed to use the capital recovery costs including interest expense rather than the depreciation costs for an invested capital. A case study is performed to verify the applicability of the developed model.

• International conference on construction engineering and project management
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• 2007.03a
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• pp.239-248
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• 2007

In the highly competitive construction industry, a slight inaccuracy of estimation can easily cause the loss of a project. Erroneous experience-based cost estimates or allocations of on-site supervisory manpower often offset the profit gained from the project and may jeopardize the management processes. To counter these types of problems, we develop a model using mathematical analysis and case-based reasoning to automate the allocation of on-site supervisory manpower and estimate construction site costs. The method is founded upon laborious data collection processes and analysis by matching statistical assumptions, and is applicable to construction projects. In the modeling the costs and allocation of on-site supervisory manpower are quantified for both owners and contractors before initiating or bidding on the projects. The findings confirm that the degree of variation of the model predictions has an accuracy rate at 88.47%. Single-site construction projects can be accurately predicted and the assignment of supervisory manpower feasibly automated.

• Journal of KIBIM
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• v.7 no.3
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• pp.40-48
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• 2017

It only takes one failed project to wipe out an entire year's profit, when the projects are not managed efficiently. Additionally, escalating costs of materials and a competitive local construction market make subcontractors a challenge. Subcontractors have finite resources that should be allocated simultaneously across many projects in a dynamic manner. Significant scheduling problems are posed by concurrent multi-projects with limited resources. The objective of this thesis is to identify the effect of productivity changes on the total cost resulting from shifting crews across projects using a descriptive model. To effectively achieve the objective, this study has developed a descriptive cost model for a subcontractor with multi-resources and multi-projects. The model was designed for a subcontractor to use as a decision-making tool for resources allocation and scheduling. The model identified several factors affecting productivity. Moreover, when the model was tested using hypothetical data, it produced some effective combinations of resource allocation with associated total costs. Furthermore, a subcontractor minimizes total costs by balancing overtime costs, tardiness penalties, and incentive bonus, while satisfying available processing time constraints.