...The purpose of this matrix is to provide guidance to those personnel involved with receiving or accepting goods and materials on behalf of the Maricopa Community College District. Best business practices support that receiving be completed through a centralized function and location. Such guidance helps ensure that the following “Key Control Objectives” and “Process Attributes” are achieved. • Goods are purchased only with proper authorization. o Goods compared to purchase orders or other purchase authorization before acceptance. o Unmatched receivers investigated; Unauthorized items identified for return to vendor. o Receipts under blanket purchase orders monitored; Quantities exceeding authorized total returned to vendor. • Goods received are recorded correctly as to account, amount, and period. o Goods counted, inspected and compared to packing slips before acceptance. o Receiving reports issued by receiving/ inspection department in pre-numbered order. o Receiving documentation, purchase order, and invoice matched before recording liability. This matrix serves to provide guidelines in which the order of steps completed may vary depending on college and circumstances. Goods POs/LPOs – Non-Capital |Non-capital and delivered to Central Receiving |Inspect for proper addressing before acceptance...
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...Vendor Management In order to ensure the event could carry out successfully, there have to selected some vendors or suppliers to provide some corresponding goods and services. And the list of vendors that we need will unfolds in appendix. These vendors are all selecting from which help the event could come alive in overview the event, and for purposes of choose the suitable outsourced providers. Two weeks before the event held, there will designed and shown a predetermine accuracy specification for each potential vendor. And in accordance with their bidding documents to select the most appropriate vendor for each part, the standard of deterministic is which could provide the good or services can impact on the details of all other event elements, price and other preferences. After the fit vendors have chosen, it is necessary to inform the result for all the participators, for accepted part need to discuss the work contact and for the part of rejected also have to express gratitude. Vendor appendix Alcohol Provider/Service | Audiovisual Equipment | Audiovisual Services | Balloon Decorator | Caterer | Communication System | Custodial/Mask Provider | Emcees | Emergency Service | Entertainment Agency | Equipment Rental | Exhibit Contractors | Floristic | Insurance Broker | Lighting Department | Media Consultant | Medical Services | Performers | Photographer | Power provider | Souvenir Merchandise | Production company | Security Staff | Sound Engineer | ...
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...Production Go Live Checklist Dependency Status Responsible Group/ Person Comments Hardware Setup Time System Server Setup, OS Build, connections Setup and Test printers APO server setup; Optimizer Cache server setup Document server setup Printer Server Setup Coordinate activities between HR go live and other SAP go live related to hardware, dual clocks, etc. Engineering Drawing Package(s) Server setup Set batch jobs printers Hardware Purchased (PCs, Printers, Clocks, Labor Collection) CHECKPOINT: Hardware Is Installed, Time System Clocks Ready Mass Transport to Production (48 hrs) LOAD SETUP IN SAP PROD Open Client for Manual Numbers set Change customer number range to external Check various Number Ranges Add "plant" vendors Change vendor number range to external Manual - Number Range Batch Manual - Number Range Tranfer Requirement & Transfer Order Update table T185 as per SAP note 847810 Create Bin Numbers Set A/P Check Number Activate various conversion exit Change material number range to external APO-R/3 Basis connection settings Finance Setup Activate Material Ledger Activity Types Check FICO Number Ranges Co-PA activation Cost center hierarchy Cost element Groups Load Chart of Accounts Load Cost Centers Load Profit Centers Open MM Periods Primary and Secondary Cost Elements SET FI Periods APO & General Setup SETUP activate integration models create alert profiles Start Date Start Time Finish Time Finish Date Activity Production Go Live Checklist...
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...Controls for Outflows Biniyam Beyene, Christie Ferrell, Gabriel Mendoza and Paula Strahl ACC/544 May 2, 2015 Professor Tracie Youngblood Controls for Outflows Purchasing, accounts payable, cash disbursements, finance, investment, and payroll are key components to a successful and efficient business. Internal controls are needed in these outflow process to prevent fraud and theft within the business. The follow proposal will list the types of controls that are needed and reason for the controls. Finance One of the things that cannot be overlooked when it comes to controls is finance. Finance is the lifeblood of an organization. Without proper controls and functionality and control, a company’s finances can be out of distorted and may cause a business to possibly go under and close for business. One of the things that a business can do with controlling its finances is to have more than one person of management sign off on orders that have to do with financial transactions. An example of this would be a work or purchase order. This is something that should be controlled and documented by more than one person of management. The last thing that upper management wants to see is a mess of finances where one individual may end up taking too much control and could very well not be aware of the right amount of inventory they could be purchasing where there may not be a need. A second person can look over the order themselves and may have the ability to...
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...What is the Fraud? The fraud consists of Equipment Overshipping and a kickback scheme. Who is involved? Charlie Thurgood and Ben Hill. How was it done? The first two months, April and May, TBC used Sports Chalet as its equipment vendor, however for the last two months, Ben Hill has diverted the business to Sports Equipment for no credible reason besides that Charlie is his friend, in the catalog there are no price differences between the two. Michele would submit the purchase order to Ben, so Ben had a chance to recreate purchase orders since they are left open and increase the orders. He would change the quantities ordered and told charlie to falsify the invoices. Charlie would also swap the shipping slips and the invoices so they would match TBC's records and alter the price on the invoice so the same total would be charged. Charlie and Ben could then fence the excess goods and divide the money. What is the economic impact of the fraud for the last 4 months? This fraud has cost the Tallahassee Beancounters $4,150 dollars since it began in June. How can this fraud be corrected? Ben had an overlapping authority when it came to choosing vendors, handling purchase orders, and paying vendors. By having access to all of these it was far too easy for him to use his position for fraud. Asking for the lost revenue back or possibly suing them for it. Sports Equipment could also be forced to deliver the amount of goods that appeared on the...
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...Chapter 4 The Procurement Process Multiple Choice Questions | 1. |Which one of the following is not a type of organizational data that is utilized in the procurement process? | | | | | |Client | | |Company Code | | |Storage Location | | |Purchasing Organization | | |Manufacturing Plant | | | | | |Answer: e Difficulty: Easy Page Reference: 2 | | |Section: Organizational Data Practice: ...
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...Date: October 10, 2011 From: Rachael Melendez To: PwC Auditor Introduction BLUE Company operates under an enterprise planning system which allows an organization to automate and integrate its essential business processes. There are many weaknesses within BLUE’s expenditure process that lead to potential risks. The internal controls in this company are poor; for example, certain departments are authorized too much power, such as the purchasing clerk and the cash disbursement department. These duties need to be segregated among other departments. By pre-approving transactions, such as an approved vendor list, preventative controls can eliminate the ability to engage in fraudulent activities. Also, this company needs to engage in a system of checks and balances among each department to ensure validity, accuracy and completeness. Analysis The first step in the expenditure process may create issues. All the employees should not have access to create a purchase requisition. For example, how can an employee that works in the cash disbursement department know about the inventory levels and make a purchase requisition. BLUE Company is lacking an inventory control department; this needs to be incorporated. BLUE Company should limit the number of employees with the access to create a purchase requisition within the inventory control department. Unauthorized access exposes assets to misappropriation, damage, and theft. By incorporating access controls, BLUE Company may be able to...
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...My organization, EIS (Enterprise Information Solutions), GBS (Global Business Services) at MWV has many different vendors. MWV has many different vendors and a Global Supply Chain organization to source and support. A quick Google search should be enough to convince anyone that there many, if not a vast array, of vendor selection options out there to choose from. If you begin to focus on “current” literature you can observe that the selection techniques have sped along like Moore’s law as we hurtle into this future where ideas and projects have a shelf life and have to happen very quickly, often as a matter of survival. There is everything from simple, agile approaches to very complex mathematical and computer modeling solutions that attempt to simplify Multiple Criteria Decision Making (MCDM). The longer you look, the more you begin to realize just how complicated this subject is. MWV didn’t get all it’s vendors the same way. Vendors were evaluated in different ways, some more some less. Many different approaches or methodologies were used to evaluate the criteria. Different tools were also used. There are many different criteria that were considered or ignored. It seems like the list of criteria just grows and grows over time. Dickson (23 criterion) and Weber (10 criterion) and then Zhang introduced and summarized supplier selection criteria from publication reviews starting in 1966. . Sim, Omar Chee and Gan in A Survey on Supplier Selection Criteria...”...
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...andidates were treated to “an excellent choice of questions on a range of interesting and relevant subjects”, she said. While both reading comprehensions were quite challenging, good students would have found the section manageable, while there was “an excellent range of topics” in the productive writing section, said Ms Gavenda Among the challenges in the comprehension section, was words such as ‘erecting’ and ‘dismantling’ a tent in journalistic passage about a family circus business. She said these words may have caused slight confusion for students. But, otherwise, the style of questions was very similar to previous papers, The literary passage, about a father being very strict with his daughters, would have demanded very close reading , while some of the words in the questions such as ‘to arouse suspicion’ might have been difficult for weaker students, she said. In the productive writing section, Ms Gavenda said while Question 1, about whether parents in Ireland give too much freedom to their children. was “nice, it was quite broad, so students would need to have been careful with how they structured their piece”. She thought the subject of the diary question. tattoos was “very accessible”, while the email was one of the easier questions. Meanwhile the range of opinion pieces presented was “really excellent - from the use of iPads in the classroom, to shopping and young people, to the topic of tobacco and satirical cartoons about feminism”. - See more at:...
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...Who Are the ERP Vendors? Depending on who you talk to, the primary ERP vendors are referred to as BOPSE (BAAN, Oracle, PeopleSoft, SAP, and J.D. Edwards). Other ERP firms include (but are not limited to) Great Plains, Lawson, Platinum, QAD, and Ross and Solomon (see e.g. Keeling 1996; Kersnar and May 1999). For additional information, see PricewaterhouseCoopers (1998). BAAN (www.baan.com) BAAN was founded in the Netherlands in 1978. BAAN's ERP market share is roughly 5% (Stein 1997), and 1998 revenues were roughly $750 million (Bylinsky 1999). BAAN has approximately 3,000 clients in 5,000 sites world-wide. BAAN was thrust into the national ERP software spotlight when they won the Boeing ERP engagement in 1994. The founders recently left BAAN, in part because of irregularities in financial reporting that led to inflated sales figures (Maremont and Rose 1998). Oracle (www.oracle.com) Oracle is the second-largest supplier of software in the world. However, they are perhaps best known for their database system, not their ERP applications. Oracle was founded in 1977 in the United States. Oracle's applications were developed for the U.S. market in 1989 and for the international market in 1993. In 1997, Oracle announced that they were going to market to specific industries tries (Greenberg 1997a) and improve the international characteristics of their software (Greenberg 1997b). In 1997, Oracle's market share was reportedly 10% of the ERP market (see Herrera 1999), and 1998...
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...[pic] MACABRECON 2013 STANDARD VENDOR APPLICATION FORM MacabreCon 2013 – Friday, December 6th, 2013 & Saturday, December 7th, 2013 12pm – 2am (licensed/all-ages) 99 Sudbury 99 Sudbury Street Toronto, Ontario, Canada M6J 3S7 http://99sudbury.ca/ http://macabrecon.ca/ vendors@macabrecon.ca maggie@macabrecon.ca dave@macabrecon.ca Please fill in the following fields below: Organization (or) Business Name: _____________________________________________ Owner (or) Representative Name : _____________________________________________ Telephone (land-line): ______________________________________________________ Telephone (mobile): ________________________________________________________ Home Address: ____________________________________________________________ E-mail: __________________________________________________________________ Web (URL): ________________________________________________________ How many tables do you require (3 maximum) _____ Do you require electricity (single outlet) _____ Standard deposit enclosed ($100) _____ Brief description of merchandise, services, promotion will you be presenting at your table(s): List the most recent conventions in North America your company has attended as a vendor: Pertinent MacabreCon Vendor Info: • MacabreCon Horror Section vendor tables are priced competitively at $250.00 (all-in), unless otherwise stipulated through pre-determined...
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...Vendor of Sweets - character of Jagan Critically Appreciate character of Jagan in the novel “The Vendor of Sweet”. Introduction:- Jagan is the central figure of the novel “The Vendor of Sweet” by R.K.Narayan. He has his sweet shop in the market Road, and he is running his business very nicely. He is nearly fifty –five year old. He is depicted as a typical south Indian sweet vendor. His appearance is slight and elfish. He has brown, translucent skin. On his chin there were white bristles because he has habit of shave at certain intervals He wears a loose jibba over his dhoti both made of material spun with his own hand. Everyday he spun for on hour. 1. His daily routine:- Jagan is quite successful in his business He earns nearly one thousand rupees a day from his sweet shop. He has four cooks, one counter boy and a watchman as his staff. He has his throne at a central place in the shop. He could see the four cooks working in the kitchen and the boy at the counts from his throne. He used to read “Bhagvad Gita” there. Since early morning to 7:3o. His shop ran successfully it was his routine. The reason of His success was that he never allowed any compromise. He always used pure “Ghee” for making sweets. At six o’clock the counter boy used to bring the bronze jug filled with cash to him. At seven the boy had to bring another installment in a smaller container at seven. He made an entry in a small note book and...
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...Assignment #1- Vendor Network Photographer Company Name: Sarah Wiggins Photography Address: 126 Marchmount Rd, Toronto Phone: (416) 220-6396 Website: www.swphoto.ca Email: sarah@swphoto.ca Pricing: Summer Saturdays Package: $1950 • Coverage of up to 6 hours • High-resolution digital negatives on DVD • Second Photographer & Assistant • 1-Hour Engagement Portrait Session Off Season/ Day Package - $1250 (N/A Saturdays from June through September) • Coverage of up to 4 hours • High-resolution digital negatives on DVD • Second Photographer & Assistant • 1-Hour Engagement Portrait Session Additional Hours billed at $280/Hour, Second Photographer and Assistant are included in extra hours. Additional Wedding Service PHOTOBOOTH GUESTBOOK • Exciting new service being offered and comes with a real photographer, and a printed hardcover book with all your Photobooth Guestbook pictures $725 / 2 hours • 8 X 10 Inch, Custom Printed Photo Book – $250 • 13 X 11 Inch, Custom Printed Photo Book – $350 Professional Photo Lab Prints • Starting at $0.90 (4x6) up to $140 (24x20) • Trash The Dress Photo Session - $275 Description: Sarah graduated from Sheridan College over4 years ago and since then has been successfully managing her own photography business. Sarah meets with her clients at least twice before their wedding so that she can get an understanding of their vision...
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...Terms Type of Payment Bill Expected Date 1/1/2015 2/1/2015 3/1/2015 4/1/2015 5/1/2015 6/1/2015 Grand Total $19,260.00 $9,630.00 $9,630.00 $9,630.00 $48,150.00 $77,029.00 $41,407.00 $85,348.97 $41,051.00 $244,835.97 $32,151.47 $11,832.99 $14,463.78 $17,603.28 $13,882.14 $5,286.34 $95,220.00 $1,427.12 $1,427.12 $2,854.24 $1,423.80 $2,918.80 $10,051.08 $825.39 $1,105.23 $1,121.30 $561.91 $63.21 $1,443.22 $5,120.26 $6,975.12 $6,975.12 $6,975.12 $6,975.12 $6,975.12 $6,975.12 $41,850.72 $1,933.69 $13,014.19 $1,550.64 $2,414.79 $3,710.88 $22,624.19 $245.16 $263.09 $323.48 $323.80 $263.09 $1,418.62 $3,250.00 $5,550.00 $4,100.00 $7,000.00 $6,200.00 $7,500.00 $33,600.00 $1,065.23 $1,065.23 $1,065.23 $1,014.50 $1,065.23 $1,014.50 $6,289.92 $623.26 $623.26 $708.72 $700.72 $700.72 $700.72 $4,057.40 $525.50 $273.56 $522.46 $273.31 $1,903.01 $210.50 $3,708.34 $547.00 $150.30 $150.30 $408.70 $210.40 $250.50 $1,717.20 $118.08 $249.93 $169.12 $133.98 $52.89 $176.48 $900.48 $788.38 $301.97 $844.13 $449.94 $784.26 $833.76 $4,002.44 $256.80 $256.80 $256.80 $256.80 $256.80 $385.20 $1,669.20 $9,759.00 $9,570.00 $9,570.00 $9,460.00 $9,130.00 $47,489.00 $11,271.38 $22,298.41 $31,870.81 $20,846.18 $22,221.15 $22,269.58 $130,777.51 $340.00 $340.00 $340.00 $340.00 $1,032.37 $2,392.37 $954.00 $523.30 $1,017.60 $540.60 $3,035.50 $5,100.76 $5,100.76 $5,962.80 $5,142.42 $5,067.53 $5,142.42 $31,516.69 $1,246.28...
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...interaction with professionals from other disciplines, and opportunities for community-based participatory research projects.[2] Increased sustainability is an advantage of community-based program design. The program sustainability is ensured by the identification of solutions to problems based on existing resources accessible to all community members. Also, the involvement of local community leaders and local volunteers reinforce the sustainability of the impact of the program.[9] Other advantages of community-based program design are collaborative participation, enriching diversity, serving clients in their community, and Addressing and meeting the needs of the community. https://en.wikipedia.org/wiki/Community-based_program_design VENDOR...
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