Abstract

The study aims to shed light on the role of the sustainable balanced scorecard in implementing cost management strategies, as the research problem is represented in the weak clarity of the concepts, methods and techniques of cost management and its neglect by those in charge of managing the Iraqi economic units, which indicates a lack of attention to the financial and non-financial strategic measures necessary to implement the strategy. Competitiveness and sustainable performance evaluation. In order to achieve the goal of the research and to test its hypotheses, the Wasit Textile and Knitting Factory of the General Company for Textile and Leather Industries, located in the center of Wasit Governorate, was chosen as a research subject. All, whether quantitative or financial. A set of conclusions has been reached, the most important of which are: The identification of cost drivers gives managers a view of several methods they use to reduce costs and the quantity of vectors, and the sustainable balanced scorecard uses both financial and non-financial performance measures to bridge the gap arising from the use of financial measures only. Performance and improvement, as the economic unit wishing to benefit from the advantages of the strategies of the adopted economic units related to every dimension of the sustainable balanced scorecard and to stay away from its shortcomings, must take care of reducing the costs of products or services on an ongoing basis, and not focus its attention on reducing costs only Rather, it focuses on providing distinguished products and services that meet the requirements and needs of customers.