each have their own Finance & Accounting Systems and they provide input that is consolidated at Corporate…San Jose. The basic components of each system are as follows: * General Ledger * Accounts Payable * Accounts Receivable * Order Entry * Procurement * Sales and Purchasing History * Invoicing and Shipping * Payroll * Financial Reporting * EDI* * Bar Code Reading* * EDSS (Executive Decision Support System)* *San Jose Only Background: During the
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collection period 42.0 days 44.0 days 43.0 days 43.9 days payables period 10.1 days 10.0 days 24.1 days 37.4 days From above table we can find out Jones collection period increased step by step and this will need more cash support that‚ payables period exceed 10 days from 2006‚ this will lost 2% discount from suppliers. As Jones sales growth rate is high than sustainable rate‚ so its net earning could not support increased account receivable and inventory. Then the company need bank loan to
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| |March 24 |10145 |IFM Package Wholesale |587 Longview |$ 267.88 | Purchases Journal Page 1 |Date |Supplier |Supplier Invoice|Account Number |Post Ref |Amount | |March 7 |Bud’s Soil Prep‚ Inc. |AJ34 |23 |√ |$2‚067.85 | |March 11 |Osto Farmers Supply |14568
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TOPIC: Financial Ratio Analysis Section A (i) CALCULATION OF FINANCIAL RATIOS Financial Ratios Actual 30 June 2015 Forecast 30 June 2016 (a) Operating Profit Margin (b) Interest cover (c) Inventory days (d) Receivable days (e) Payable days (ii) COMMENTARY (a) Operating profit margin The operating profit margin express a company’s profit in percentage form after paying all the variables costs‚ such as wages and raw materials. By using operating profit (gross profit minus operating
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Example: -Defer pension plan contributions to increase available cash. -Sell off bad debt and coordinate a collections effort to obtain outstanding patient receivables. -Assess and reduce inventory levels immediately. -Temporarily halt Accounts Payable to conserve cash. -Execute a temporary staff pay reduction to reduce outgoing cash. 3. Determine the criteria or criterion that will be used to evaluate the alternatives. Problems that involve identifying the best solutions with respect
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has sustained five team members. Two members have been assigned to maintain accounts receivable‚ two other members to accounts payable‚ and a first level manager who maintains the general ledger functions of the accounting department. The increase of growth now requires the addition of another team of five to be added to the finance team. This team will be structured similarly with two accounts receivable and accounts payable members. These members will each have an assigned caseload and will be required
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A Day in the Life of Brent Dorsey Staff Auditor Professional Pressures 1. The alternatives available to Brent in regards to the audit of payables are: a. Change the audit plan and only pull 20 invoices opposed to the allotted 30. i. Pros – they may be able to come in on or under budget ii. Cons – they could miss something‚ and get in serious trouble for not following procedure b. Work more hours then the allotted time but report only 35 hours “eat time”
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retail sales will increase the net sales even more. This could give the business a competitive advantage in the future. One of the biggest issues I have with this company is the inaccuracy of its projections; especially for the inventory and accounts payable. Inventory from 1998 to 1999 increased by 18.74%; however‚ the projection for 2000 is only for a 10.5% increase. If they are expanding to accommodate growth then I think the growth rate for inventory should have been higher. Operations Analysis
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Effective Business Intelligence for SME As smaller firms face competition and grow‚ it’s imperative they make good decisions based on even better information When asked what business intelligence (BI) tools are used to measure their organizational performance‚ the common response by entrepreneurs might include Excel spreadsheets‚ report writers and canned reports. BI can be defined as the ability to extract actionable insight from data available to the organization‚ both internal and external‚
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acquired by the president of the company and four senior officers. Most of the acquisition cost was financed by bank loans. Since the acquisition‚ Harrison had difficulties to pay NCB for the goods and the account receivable reached to unacceptable level. In September 2005 the Harrison account was 156 days old and amounted to $ 4.4 million. In addition‚ NCB’s credit management tried to receive financial information from Harrison’s management without great success. After 14 months of avoiding the
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