This can be accomplished by creating a new column of vendor numbers from the Roger_Company_Vendors table and adding it to Roger_Company_AP_Transactions table. Problem 2 In prior year’s audits, the auditor has discovered cutoff errors in the purchasing area. In some cases, Rogers included a liability in the subsequent year when it should have been included in the current year. In other cases, Rogers included a liability in the current year, even though the purchase transaction related to the next year. For purposes of this problem only, assume the fiscal year for Roger Company is from March 1, 2011 to February 28, 2012.
Prepaid expenses are costs that have been paid but that apply to future periods or to the production of future revenue. Examples include insurance, rent, taxes, patent, trademark and copyright. When designing the audit program the auditor should consider the nature of prepaid account balances and the risks associated with transactions flowing through the accounts. Also other assets that provide economic benefit for less than a year are classified as current assets and are called prepaid expenses. When preparing this program the auditor should consider and design audit procedures that address relevant presentation and disclosure requirements.
Information may be updated at any time so long as the customer is able to provide their Customer ID, AccNumber and Password. Along with the customer registration form, an addition form is also filled in to start the billing of the account which is shown in figure 2. This form records the typing of billing whether paper or email, payment method, Billing Address, etc. A Customer representative is responsible for logging both the ARF and billing form into the system so that account expenses can be calculated and billing to each account maybe added accordingly. Every month after billing cycle, a billing report of all expenses of each account is created and delivered to the DT Head office to be analysed, after that, the billing report is separated into the individual invoices where it is sent off to each customer depending on their billing method and delivery method.
2. Compare the client’s count of physical inventory at an interim date with the perpetual inventory master file. 3. Account for a sequence of raw material requisitions and examine each requisition for an authorized approval. Required: 1.
CanGo Company Analysis CanGo Company Analysis Table of Contents Introduction: 3 SWOT Analysis 3 Strengths 3 Weaknesses 4 Opportunities 4 Threats 5 Market Analysis 5 Competitive Analysis 7 Competitors 8 CanGo 9 Financial Analysis 10 Strategic Recommendations 12 Train Current Employees 12 Raise More Capital to Continue Current Project 13 Improve Computer Technology 13 Increase Accountability 13 Work Together in Teams 13 Warehouse Improvements 14 Conclusion 15 References 15 Introduction: During a six-week review of the internal operations at CanGo, we at Dynamic D Consulting have presented three bi-weekly analysis reports based on personal observations, in which we made our recommendations. Based on the current expectations of CanGo’s management and the proposed projects the company would like to undertake, Dynamic D Consulting has prepared the following company analysis to aid CanGo in reaching their goals.
Audit Program Design Part III Sandra Grisby University of Phoenix Eddie Loussararian ACC546 April 13, 2014 The internal control over Apollo Shoes’ inventory and warehousing cycle is designed to safeguard the organization’s assets and ensure the financial information is recorded accurately. The inventory and warehousing cycle is exceptional since it is associated with business cycles. The inventory and warehousing cycle ends with the sale of goods in the sales and collection cycle. The inventory part of the audit is the most difficult and overwhelming as it relates to the test of the year-end inventory balance. According to Arens, Elder, Beasley, (2012, p. 682) “factors affecting the complexity of the audit of inventory include: 1.
Fonderia Torino Analysis In order to make this decision, ordered steps and assumptions were taken and we intend to explain them in the following pages. At the end of the document, we deliver a recommendation from a financial point of view, however, it is important to take into account that the final decision depends on other aspects that go beyond the financial scope. The first step is analysing the expenses produced for both machines (The Vulcan Mold Maker machine and the current six machines). Expenses Vulcan Machine Units Cost per hour Days Expenses/Year Operators (Working 8 hours) 2 € 11.36 210 € 38,170 Maintenance € 59,500 Electricity € 26,850 TOTAL € 124,520 Expenses Six semi-automated-Machines Units Cost per hour Days Expenses/Year Operators (Working 8 hours) 24 € 7.33 210 € 295,546 Maintenance 3 € 7.85 210 € 39,564 Supplies € 4,000 Electricity € 12,300 TOTAL € 351,410 Additionally, we need to consider the expense of depreciation for each of the machines under the Canadian System CCA we obtain: Depreciation Vulcan Machine (Values in Euros € ) CCA schedule 1 2 3 4 5 6 7 8 UCC- beg 813643 732278.7 585822.96 468658.368 374926.6944 299941.3555 239953.0844 191962.4675 CCA -81364.3 -146455.74 -117164.592 -93731.6736 -74985.33888 -59988.2711 -47990.61688 -38392.49351 UCC-end 732278.7 585822.96 468658.368 374926.6944 299941.3555 239953.0844 191962.4675 153569.974 Depreciation Six semi-automated machines (Values in Euros € ) CCA schedule 1 2 3 UCC- beg 284318 227454.4 181963.52 CCA -56863.6 -45490.88 -36392.704 UCC-end 227454.4 181963.52 145570.816 At first glance, the current six machines appear to carry more expenses largely due to the cost on overheads in operators.
Home-lines Plan for in-stock and Scorecard accessibility Plans for March and April Sales-floor conversion Krista Harvey (AM) Vanessa Williams (ZM) SWOT Strengths: The key strength of this plan will ensure the outs goal met and the conservation of backroom procedures Weakness: The weaknesses of this plan may involve other areas of interest to go unobserved and may not have enough consistent staffing. Opportunities: The opportunities are that the AM and ZM will have to become more involved (CBWA) Threats: Threats include the repetitive correcting of functions on a daily basis. The whole store must get involved. It was observed that in the transition of week 52 going into week 1 the score card was reflective of both increases/
The Branch table stores the start date of each manager. Create a query to determine how many years each manager has worked for the bank: (1) Add a new field to calculate the number of weeks of vacation each manager is eligible to take. (2) Use a nested IIf function to change the weeks of vacation to zero for any employee with a start date later than today. (3) Change the format of each field to the appropriate type, and then add appropriate captions for the calculated fields. (4) Save the query as Vacation.
Jarrard wrote up the store’s preopening financial transactions in journal form to serve as an example (Exhibit 1). Thompson agreed to write up the remainder of the store’s September financial transactions for Jarrard’s later review. EXHIBIT 1: General Journal At the end of September, Thompson had the following items to record: Questions 1. Explain the events that probably gave rise to journal entries 1 through 8 of Exhibit 1. 1) A loan was taken out to help with the reopening of the store, capital (cash) is increased.