APPLYING STRATEGIC MANAGEMENT ACCOUNTING TECHNIQUES IN VIETNAMESE MINING ENTERPRISES: A CASE STUDY AT VIETNAM NATIONAL COAL AND MINERAL INDUSTRIES GROUP

Abstract

This paper analyzes the current application of four strategic management accounting (SMA) techniques – activity-based costing (ABC), target costing, life-cycle costing, and the balanced scorecard (BSC) – in two listed companies under the Vietnam National Coal and Mineral Industries Group (TKV). The study is necessary in the context of the mining industry facing pressures from energy price volatility, the commitment to net-zero emissions, and the requirement to enhance strategic management capacity. Using a qualitative case study approach, combining in-depth interviews with senior managers, chief accountants, and management accountants together with the analysis of financial and management reports, the findings indicate that SMA adoption remains limited and uneven. While ABC is widely applied, target costing, life-cycle costing, and BSC are only implemented on a pilot basis. The main barriers include weak information technology infrastructure, short-term managerial orientation, and insufficient institutional pressures. Based on these results, the paper proposes several solutions to strengthen SMA adoption, thereby improving competitiveness and promoting sustainable development in Vietnam’s mining enterprises.