...Environment. It supports consolidation of multi company and multi projects in one consolidated financial management. AST Software is developed under the latest cutting-edge technology based on Microsoft Business Solution Platform to ensure that our client’s future investment is protected. Project Construction Information System 1. PROJECT LEDGER This module is to maintain the original RAB (Rencana Anggaran Belanja) versus all cost arise, project activity and timeline for each activity during construction in progress until the project completed. From this module the system could provided the mandatory reporting ex. Targeted Timeline Vs Realisation Report, RAB Vs Actual Cost per activity, Production Cost and soon. Capture the entire project cost and income activity at the cost code level. Contorl cost by group of activity Contorl RAB budgets and revisions as information becames available Anaylze timeline and cost to control total project cost Project reports are always available immediately, no waiting for accounting period closings. Lets you easily consolidate projects on a single report. Posting directly to designated accounts in general ledger. Detailed project reports support and tie to general ledger statements. 2. SUB-CONTRACTOR/ SURAT PERINTAH KERJA (SPK) MODULE This module is to maintain the original agreement with sub-contractor regarding a specific work have been assigned to the dedicated sub-contractor, timeline of work completion, progressive terms...
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...Study Plan for FNC1 Financial Accounting Concepts and Procedures – Chapters 1-4 and Chapter 10 1. Understand Basic Accounting Concepts and Principles 2. Know what items are shown on a Balance Sheet, Income Statement, and Statement of Owners Equity a. Items shown on Balance Sheet shows a companies: i. Assets ii. Liabilities iii. Stockholder's (or owner's) equity b. Items shown on Income Statement: i. The income statement shows revenues ii. Expenses iii. Gains and losses iv. It does NOT show cash receipts & cash disbursements c. Items shown on Statement of Owner's Equity: i. Paid-in Capital ii. Retained Earnings iii. Treasury Stock iv. Accumulated Other Comprehensive Income 3. Know the Accounting equation a. Assests = Liabilities + Equity 4. Understand debits and credits a. 5. Understand the timing of recording transactions 6. Understand when revenue and expenses are recognized a. Revenue Recognition Principal: Under the accrual basis of accounting, revenues are recorded when they are EARNED not when the company RECEIVES the money 7. Know how to calculate depreciation expense a. Straight-Line method of depreciation: (cost-residual value)/useful life depreciation method in which the depreciation expense is the same each period 8. Know how to calculate accumulated depreciation a. Cost principle: i. Reported on income statement, asset amount is reported on balance sheet, based on original cost b. Matching principle i. Asset's cost allocated to depreciation...
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... * Financial records can also show where there are gaps in budgets and financial plans * Can help in putting together contingency plans 2. What external information might be required in order to construct useful and useable plans for a team? How would you access this data and what reporting processes might external data be required for? Data / information required | Methods of accessing it | Competitors | Research, internet, public feedback | Demographic | ABS | Socio-economic demographic | ABS | Markets / trends | Research | Political / social data | Research | 3. Explain the procedures you might need to follow to access the financial data and plans necessary for efficient operation of a team/section/division. * Have a system of collation, filing and disseminating of financial information in place that is suitable for the organisational requirements * Access system weekly, monthly, quarterly, yearly dependant on the financial information 4. How do you determine whether the outcomes are reasonable, achievable, comprehensive and accurate? * Trial and error * Continuous improvement through looking at past results 5. If you consider that changes to the budget should be made, what procedures must you follow to see that this happens? * Regular review proactive * Comparison to previous budgets * Changes where necessary * Having a flexible budget * Regular review reactive 6....
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...4 Part 1- Budget Analysis…………..………………………………………….....5 Budget Analysis-General Fund...………………………………………….……8 Budget Analysis- Community Services Department……..………….………...10 Part 2- CAFR Analysis……………………………………………………........13 CAFR & Budget Comparison………………………………………………….16 Conclusion……………………………………………………………………..20 References……………………………………………………………………..21 Introduction In a season of major economic crisis, the municipal sector is facing financial pressures similar to that of large corporations. Many cash-strapped cities have fallen victim to the raging economic downturn. As a result, an instinctive recourse has become one of survival. As budgetary spending is put to the knife, the priority becomes: safeguard cash, cut spending, and minimize costs as much as possible. The municipal sector will collectively face a $56 billion to $83 billion budget gap through 2012, due to declining tax revenues, cuts in state services, and increased service demands, according to the National League of Cities [this is a great intro, putting the city in context; would be good to have a citation here and include the source in the references]. State and local governments face serious trouble because of the recession. A renewed focus will need to be placed towards value optimization even in the face of budgetary restrictions. The city should ask,” How best can we deliver value to our communities now that our budget has been cut.” ...
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... Why do we study accounting? To understand the world of business (and its language) To make better investment choices (resource allocation) To become advanced users To become advanced preparers … The “users” of accounting information Primarily “external” oriented Financial Accounting Managerial Accounting Primarily “internal” oriented Tax Accounting Primarily “external” oriented Financial Accounting and Reporting Generally Accepted Accounting Principles (GAAP), International Accounting Standards (IAS), International Financial Reporting Standards (IFRS) Financial Statement / Annual Report Balance Sheet / Statement of Financial Position Income Statement / Statement of Comprehensive Income Statement of Cash Flows Statement of Changes in Equity Notes Statement of financial position: contents and structure STATEMENT OF FINANCIAL POSITION (current/non current criteria) Non-current assets Property, plant and...
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...approaching the problem of trying to the measure capital budgeting. The first step in capital budgeting is the Proposal generation. The proposals are made at all levels within a business organization and are reviewed by finance personal. The Second step in the process in the review and analysis. The formal review and analysis is performed to assess the appropriateness of proposals and evaluate their economic viability. Once the analysis is complete, a summary report is summated to decision makers. The third step in the process will be the Decision making. Firms typically delegate capital expenditure decision making on the basis of dollar limits. The board of directors must authorize expenditures beyond a certain amount. Often plant manager are given authority to make decisions necessary to keep the production line is moving. The forth step in the capital budgeting process is the Implementation. This process involves expenditures that come from projects implemented. Expenditures for a large project often in these phases. The final step in the process will be the follow-up stage. Results are monitored and tell the actual outcomes. Sunk cost and Opportunity Cost Doing the time of estimating the relevant cash...
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...+operation1 | Content | 1. Introduction··········································································3 2. Prioritization of key issues ····················································· 3 3. Comprehensive analysis ·························································4 3.1 Ethical Emergency: Duty of Care········································ 4 3.2 Important Strategic Move: Entering Corporate Advertising·····4 3.3 Decision on Documentary: Cost vs. Quality··························· 6 3.4 Financial Pressure: Decreased Re-commission Revenue·········· 7 3.5 Liquidity and Risk Control: Merchandising Right···················8 4. Recommendations ··································································10 4.1 Ethical Emergency: Duty of Care·········································10 4.2 Important Strategic Move: Enter Corporate Advertising··········11 4.3 Decision on Documentary: Cost vs. Quality····························11 4.4 Financial Pressure: Decreased Re-commission Revenue···········12 4.5 Liquidity and Risk Control: Merchandising Right···················13 5. Conclusion ············································································13 6. Appendix ··············································································15 ...
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...City Of San Jose CaFr & Budget Analysis Teja Gadde City of San Jose- Introduction: The city of San Jose, CA, is the self proclaimed capital of the Silicon Valley. Initially, it was the first civilian settlement in California in 1777 and was also the 1st state capital of California. Today, San Jose is the third largest city in California, following only Los Angeles and San Diego. It has an estimated population of over 950,000 people. San Jose has a very diverse population; 33.2% Hispanic, 28.7% White and 31.7% Asian. It is the home to the largest concentration of technology firms worldwide- over 6,500 technology companies are located in San Jose and surrounding areas. San Jose has large private employers such as Cisco Systems, Xilinx, IBM and EBay. San Jose is known to be the hub for technological innovation. However, San Jose was not immune to the effects of recession. The slight increases in San Jose's primary revenues was not enough to cover its expenditures, even though expenditures decreased from the previous year. San Jose provides many governmental activities services such as public transportation, libraries, parks, recreation and neighborhood services. San Jose also provides business-type activities such as the airport, wastewater treatment system, water system and parking management operation. At Fiscal year Ending June 30, 2011, San Jose had Total Net Assets of $5.648 billion, which is a decrease of $382 million from the previous period. This paper will...
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...Licensed to: iChapters User Eugene F. Brigham UNIVERSITY OF FLORIDA Joel F. Houston UNIVERSITY OF FLORIDA Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Eugene F. Brigham UNIVERSITY OF FLORIDA Joel F. Houston UNIVERSITY OF FLORIDA Copyright 2011 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Licensed to: iChapters User This is an electronic version of the print textbook. Due to electronic rights restrictions, some third party content may be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to remove content from this title at any time...
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...Management Accounting | 15 Management Accounting and Decision-Making Management accounting writers tend to present management accounting as a loosely connected set of decision‑making tools. Although the various textbooks on management accounting make no attempt to develop an integrated theory, there is a high degree of consistency and standardization in methodology of presentation. In this chapter, the concepts and assumptions which form the basis of management accounting will be formulated in a comprehensive management accounting decision model. The formulation of theory in terms of conceptual models is a common practice. Virtually all textbooks in business administration use some type of conceptual framework or model to integrate the fundamentals being presented. In economic theory, there are conceptual models of the firm, markets, and the economy. In management courses, there are models of organizational structure and managerial functions. In marketing, there are models of marketing decision‑making and channels of distribution. Even in financial accounting, models of financial statements are used as a framework for teaching the fundamentals of basic financial accounting. The model, A = L + C, is very effective in conveying an understanding of accounting. Management accounting texts are based on a very specific model of the business enterprise. For example, all texts assume that the business which is likely to use management accounting is a manufacturing business. Also,...
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...will be proficient in accounting and finance (aptitude and application). 1.2 Basically comprised of: a) Transactions – buy; sell; borrow; lend b) Transformations – convert raw materials via labour and overhead to finished goods c) Other economic events – natural disasters (flood; fire); economic events (recession; inflation); regulation (exchange rate restrictions; import restrictions; banned substances). This relates to usefully repacking the financial data: a) Classify b) Summarise c) Record Financial reports a) Statement of Comprehensive Income (Financial Performance) b) Statement of Cash Flows c) Statement of Financial Position 1.3 Planning is concerned with providing direction for future activity. Control can be defined as compelling events to conform to the plan. 1.4 The organisations’ mission represents its primary goal or purpose, where it is headed in the longer term. This may be expressed in terms of the range of products or services, the quality and reputation of those products or services, the market share and so on. Long-term plans represent the strategies to be adopted in the quest to achieve its mission. These will include such things as staff appointments and training,...
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...performance. The main reason for this gradual increase is the fact that Pfizer is accumulating current assets of acquired companies. For example, in 2009-2010 Pfizer acquired Wyeth together with Wyeth’s taxes and other Wyeth's current assets totaling to $1.2 billion (Pfizer, 2010). Cash and cash equivalents also increased in 2011 due to the fact that Pfizer needs cash on hands to settle ongoing acquisition of King (Pfizer, 2010). At the same, the time growth in accounts receivables from $14.4 billion to $15.7 was caused by higher sales in 2011 for the same nine month period ($50.6 billion in 2011 vs. $49.7 billion in 2010) Quick ratio In 2011 for nine month period Pfizer had 1.9 quick ratio. This means that for each dollar Pfizer owes, the company has $1.9 in its cash, cash equivalents, marketable securities, and accounts receivables to pay back. Inventory amount is excluded from calculation. In case the company is about to be liquidated or default, inventory cannot be quickly sold to get cash for it. Pfizer is doing very well with respect to the quick ratio. The company is improving it over the period of last four years. The main reason for it is the fact that the company is accumulating higher levels of cash year after year as well as increasing amount invested marketable securities. As stated above, short-term investments increased from $23,991 million in 2009 to $25,257 million in 2011. In the notes to financial statement, the company lists all of its investments, and it is seen...
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...Unit 1: Role and Scope of management accounting 1.1The Role of the Management Accountant |Content |CLP |Text |Worked Example/Activity Ref | | | | | | |What is it? Provision of info financial and non-financial to decisions makers usually in|Pg 9 | |Activity 1 - the role of the| |the organisation | | |decision maker | | | | | | |Thought Process: | | | | |understanding what is required | | | | |calculating or compiling the information required | | | | |analysing, interpreting or understanding the information obtained | | | | |Making recommendations and drawing conclusions | | ...
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...Andersson Hospitality Industry, Management Control Systems, Performance Measurement, Contingency Approach, Multiple Case Study The purpose of the thesis is to describe and analyze the use of management control systems in the hospitality industry. Purpose: Methodology: The study is mainly a descriptive, multiple case study based on deductive reasoning. However, explanatory elements occur. The nature of the study is to a large extent qualitative and is primarily based on interviews and analysis of current management control tools. The analytical strategy includes pattern matching, explanation building and cross-case synthesis. Theoretical Perspectives: The main text editions included are Anthony and Govindarajan (2003 & 2007), Lindvall (2001), Merchant and Van der Stede (2007) and Samuelsson (2004). Furthermore, the use of management control systems in the hospitality industry is examined using literature such as Harris (1995), as well as other articles. Empirical Foundation: There are four units of analysis included in this study: (1) BrewPub København; (2) Färs & Frosta Sparbank Arena; (3) Kulturmejeriet and; (4) Scandic Hotels. This organization is divided into three subunits; Scandic Kramer, Scandic Malmö City and Scandic Star Lund. Each organization is described in terms of background, situational factors, strategy & management philosophy, organizational...
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...Financial Statement Analysis and Interpretation FIN/571 Corporate Finance November 23, 2015 Financial Statement Analysis The goal of any business regardless of its size should be to obtain and maintain financial profitability and maximize its shareholder’s wealth. The goal of a good manager is to have a solid understanding of his organization’s financial functionality in order to achieve the aforementioned by others. With a thorough understanding of a company’s financial statement managers can monitor cash flows, identify upcoming and changing trends as well as monitor a company’s financial performance in order to anticipate any changes that will affect a company’s profitability and the shareholder’s equity. Within the confines of this paper Team A will compare, contrast, and compute the financial statement analysis of three companies, which are Toyota, Southwest Airlines, and J C Penney. Team A will analyze each company’s financial statement by utilizing liquidity ratios, efficiency ratios, leverage ratios, and profitability ratios. We will also discuss the differences of the income statement in regards to the specific industries of the companies that we have chosen as well as the differences in accounting practices of the International Financial Reporting Standards (IFRS), the Financial Accounting Standard Board (FASB) and the Generally Accepted Accounting Principles (GAAP). Industry Differences Although most income statements are essentially...
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