Strategies of incresing the competitiveness based on costs analysis

Although the strategies of increasing the competiveness, based on costs analysis, represent a subject which is frequently approachable by economists over different complexity levels; in the present application, we detect, despite the title given, an absolute novelty, precisely the strategies established within the content of this book, refer to a domain, not easily accessible to each and every specialist in economical analysis field. It is about fluvial transport on Danube, subject that with no doubt implies certain specificity, in report with the maritime transport. And the difficulty does not refer strictly to the method itself, but, most often to the almost total absence of a specialized bibliography, without which, the researcher is forced to perform, from the very beginning a true pioneering mission. Nevertheless, achieving the paper implied a high degree of difficulty due to the absence, from within the fluvial units of a strict accounting management, compatible with the respective field as well as with the challenge assumed by the author

Cash Flow Analysis on the Example Cormans Ltd. Galati

Finding appropriate ways to use cash flows to achieve financial diagnosis is one of the hardest tasks for financial analysts. Literature stressed the advantages for financial diagnosis users, when using flow information, without offering as many practical ways to achieve it. In a market economy, the enterprise should be regarded as a system that runs through its relations with third parties (investors, creditors, budgeting, suppliers, etc...) relationships which materialize through estate flows. According as these flows take liquidity shape are interested both third parties (for reclaiming of amounts invested and gaining benefits or claiming of some claims), as well as the management unit, for only thus can the system work.cash-flow, IAS 7, functional balance

Analysis of the Distribution of the Budget Related to the Large Infrastructure Operational Programme LIOP 2014-2020 on Priority Axes

The experience gained by Romania after joining the European Union during the 2007-2013 programming period should have led to a much more efficient absorption of the non-reimbursable funds during the period 2014-2020. For the 2014-2020 programming period, 30.84 billion euro were allocated to Romania. The absorption capacity of European funds, however, did not increase at the expected pace. Thus, in the first 4 years from the beginning of the programming period (2015-2018) the European Union made payments to Romania (pre-financing and intermediate payments) in the amount of 7.89 billion euro (26%)[1]. The pace of payments has increased slightly in 2016 compared to 2015, doubling in 2017, but staying close to the same level in 2018. If between 2019-2022 (n + 2) the same pace is kept, we expect an absorption of up to 20 billion euro, approximately 65% of the allocated amount. Our study on the absorption capacity focused on the program that continues the investments started through the SOP Environment 2007-2013 Program, respectively the Large Infrastructure Operational Programme LIOP 2014-2020. [1] https://cohesiondata.ec.europa.eu/countries/RO

The evolution of the Romanian foreign commerce within the context of adherence to the European Union

The European Union has offered strong political and technical support at every stage of the trade liberalization process in South Eastern Europe. For candidate countries, the experience of trade liberalization in SEE does positively forego the economic cooperation, which stands for an element that inheres the Eu ropean Union Membership. The EU is by far the most important trading partner for South Eastern European countries. In 2005, the total trade between the EU and the SEE amounted to € 79 billion. In 2004, regional trade amounted to € 3.5 billion, Romania’s exports to the SEE countries went up € 244 million (47%) of total

The Role of Regulating the Accounting Profession and the Public Interest

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The analysis of the enterprise social management based on dashboards and social indicators

This paper proposes a focus upon the aspects related to social indicators found in the social dashboards which are necessary for a good social enterprise management.The formal recognition of the need for social information took place in France, once with the promulgation of the social balance sheet law. It can be considered a dashboard with annual frequency, containing a number of indicators which allow a precise diagnosis of human resources and social aspects. The law of 1977 stated the social balance sheet by identifying aspects of human resources, with emphasis on social indicators.The paper presents in detail the milestones of emergence and evolution of social balance sheet, but also its objectives as a dashboard. The develop of social dashboards can be a guarantee of a good "social health” of the organizations in which they are perceived as a management tool because they simplify the Human Resources reporting and analysis