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Project Background
1.1 Problem/ Opportunity Description
Security of the records
The Accounting department of the company handles almost all
of the accounting files such as money statements inside the company,
which leads to the prior need of effective security for the company.
Insufficient Storage
The Existing system of the company is having problem about
the storage because this accounts statements of the company
occupies large storage within the system.
1.2
Benefits
Since the accounting department handles money transaction, they
must always be aware about everything that is going on within and outside
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base like
the
1.3
Goals
Security of the records The Accounting department of the company
handles almost all of the accounting files such as money statements
inside the company, which leads to the prior need of effective security for
the company. So the system must be capable in securing data gathered.
Insufficient Storage of the existing system of the company is also a
problem because this accounts statement of the company occupies large
storage within the system. In this case the development team must create
a system that can store and save large amounts of data.
Database of every Accounts the company has a existing system but
it still do not provide all the companys needs for the database of every
transactions, they are having difficulty in the allocation of data just like in
their petty cash that supposed to be fall under the payables data but the
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system is incapable of including this petty cash into the database. So the
proposed system must be capable in encoding other company liabilities
such as petty cash.
The company is not prepared for the sudden situation that may
occur like sudden shut downs of the computers while in the workloads that
may lose important records from that day. So he proposed system must
have a program that can recover deleted files to make sure that they wont
loose data again.
The accounting department handles the money statements of the
company and it will be a big problem if their database itself is can be
edited after being declared in the records. The proposed system must be
responsible in insuring that the data encoded will never be edited from the
list.
The Mis-declared location of data records is a very rear thing that
may also happen, in failing to declare the transaction in its supposed to be
location, if accidentally the accounts payable record are being encoded
into the receivables database. So this was included to the goals to make
sure that the system is working and the records are accurately encoded to
its specific areas.
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The supplier can also feel this kind of convenient ambiance inside
the
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and learn from it. And would also develop and enhance her
documenting skill.
The Business Analyst is the one responsible about the overall business
transaction of the development team and as well as the business
transaction of the current company that the system is proposing to so
which means if she really work hard on that she will benefitted by of
course studying about the business transaction of the company and
learn to convert it to actual running system through t her knowledge will
for.
1.2 Project Scope
The scope of the accounts of payables and receivables are stated in the
word breakdown structure such as for the payables includes;
*Menu- for posting, editing, creating and printing voucher and direct checks.
*Reports- for payables aging, inquiry and journal.
*Analysis- for vendor information.
*Vendor Files- for Editing, changing, labelling, and noting of the vendors master
list.
*Bank Reconciliation- for Editing, Purges, and list of bank reconciliation.
*Miscellaneous- to Print, verify, and purging payables data. And;
*Maintenance- for editing the whole files.
and for the receivables includes;
*Menu- for editing and receivables inquiry.
*Reports- for inquiry, journal, and aging of the receivables.
*Month End- for final receivable journal, to create service charge statements in
either email or FAX and aging.
*Miscellaneous- for final inquiry, purges and verifying receivables data. And of
course;
*Maintenance- for the whole files.
1.2.1 Objectives
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Is to create a system that can secure all the data files of accounts
payables and receivables with the log in and switch user that the
1.2.2 Deliverables
Files
Project
Deliverables
Accounts Payables
Log In interfaces
Switch User
system
Transaction
Project
Accounts
Deliverables
payables
Receivables transaction
Payable Transaction
Receivable Transaction
supplier.
Receivable transaction is for the
sales in voice of the customer
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Maintenance
Project
Accounts
Deliverables
Payables
Receivables Maintenance
Vendor File
Terms
Accounts
Reports
Project
Accounts
Deliverables
Payables
Receivables reports
Payable Journal
Payable Aging
Payable Inquiry
Receivable Journal
Receivable Aging
receivable of the
company
Receivable Inquiry
Merchandising (Accounts Payable & Receivable)
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1.2
.3 Out of Scope
Payroll
In the payroll of the payables, the accounting must be
connected to the Human resource department, but its only the
payables of the employee that the accounting department is concerned
of and no longer the handling and the monitoring of the employee
attendances or performance either.
Procurement
The payables also manages transaction to the suppliers with
terms and conditions and contracts but its only the details of the
suppliers and their payment that the accounting is concerned of and
not the entire matter regarding contracts because it must be handled
by the procurement system.
Point of Sale
The accounting also manages the receive cash of the
company that is connected to the POS and the purchasing
department but the accounting are just concerned about the sales
and the receive cash and no longer the inventory.
Mall Monitoring
The accounting also manages the rents of the malls all the
transaction involving money and payment are the focused of the
accounting department so even though that they are connected to
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The data gathered by the proposed system in the actual run will be
planned to be adoptable unto any of the possible windows that can be
transferred the documents such as the Microsoft word, excel, access,
power point, note pads and emails and faxs. This plan is created to make
the data gathered accessible in transferring to other storages and needed
connection from the payables and receivables. this will help the users of
the sub systems to transfer all their data into one another.
payable
and
receivable
that
is
under
of
the
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must also produce a clear output for the rechecking of all the
expenses of the account. Same as the receivable account these
also handles crucial account and it manages the income of the
company but these has also wide branches to be classified. These
two bodies in the accounting department has a really big need to be
organize because these handles the incoming and outgoing
finances of the company, in relation to these study the proponents
ask one of the staff of the San Roque Super Market regarding their
accounting and according to her almost all of the transaction of the
company is passing through the accounting department, that if one
transaction fail to operate then all might be affected. According to
her the san roque supermarket is earning income from the shelves
and rents inside their company and that they are making
transaction in every suppliers of their company, they are also
producing petty cash for the urgent need for cash but that petty
cash is not yet included to the accounts payable, so if the
proponents created a system these matter must also be
accommodated to produce a effective and satisfaction for the
company.
Look forward for bigger opportunity of the company and
acknowledge the users opinion.
One more matter to consider is accommodation for the
higher services for the fast growing company, the system for the
accounting must be capable in handling large transaction yet
organized and quality assured.
The system for the accounting must be aside from the ability
of being a user friendly, it must be fit for any accounting company
and eye captivating that is simple but professional and not so
colourful in the aura so that the colour wont distract the eye of the
one who will be administrating the system. Not just the design of
Merchandising (Accounts Payable & Receivable)
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the
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working
Functionalities test- to make sure that all of the functionalities
inside the system are working well base on its specific task.
Import and export test- this is to make sure that the system
can generate data to store and transfer into other windows.
This tests will be implemented to make sure that the project
Task Name
Start
Study the project that has June 24,2014
Finish
June 26, 2014
Duration
1 week
2.
July 2, 2014
1 day
3.
July 4, 2014
3 days
4.
July 9, 2014
1week
going to be happens.
Merchandising (Accounts Payable & Receivable)
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5.
6.
Conduct an interview.
July 10, 2014
Start the project charter July 17, 2014
1 day
3days
project.
Plan for the budget and July 23, 2014
July 24 2014
2days
8.
cost.
Plan for the project flow July 25, 2014
1 week
9.
10.
2014
26, August
22, 3days
27, 1week
2014
11.
the advisers.
Prepare for
12.
defence.
The mock defence.
13.
2014
2014
Revised the documents September 15, Until the final 1 week
the
mock September
2, September
5, 1 week
2014
2014
September 10, September 13, 1day
defence
be.
come
14.
Sem-break
October.
October
15.
something
Start the applying of the November
October
has
in
something
Until next year
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If the system have already meet the users demand and if the
system have already lessen the paper works and time
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and
of
Probability
H-M-L
Impact
H-M-L
Risk Management
Action
Low
High
The
the
proponents
will
sure
that
make
development team to
everyone
within
the
running system
doing
this
enjoyment
with
while
Low
issue
so
the
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without electricity
system
stocked.
The system
Low
the Machine
wont
immune
is
from
be
not
any
the
company
sudden problems.
The administrator is the
Low
emergency
one
in-charge
of
of
unable
to
funds High
comply
High
necessary
necessary
requirements
requirements or other
technologies the team
will conduct fund racing
to provide the needed
to
Low
unexpected
resulting
to
Lo
members
are
delayed completion of
this project.
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High
Since
the
other sub-systems of
merchandising system
the merchandising.
of
the
merchandising
database
to
the
integrated
databases.
1.3.6 Service Transition
The system must have its maintenance or the maintenance team of
the whole accounting department in order for the maintaining of the
capability of the system and if ever there came a problem regarding the
system, there will be someone who will fix the problem.
The system will going to be handled by the administrator
themselves, so they are the one in charge in handling the machines, but if
in case the admin is un attended, the system will going to have a add and
switch user, in order that even if the admin is absent, and there will be the
one to substitute in her position, her account is still secured that it cannot
be edited in other account. But still it contains the same detail but cannot
be edited if hes not the one who personally encoded that.
Before implementing the system of course the admin and the end
users must be knowledgeable in handling the system first, but if ever they
have forgotten something about the system, theres nothing to worry about
Merchandising (Accounts Payable & Receivable)
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because the system has its help button in order for to be the extra manual
or a user guide for the user as he began to use the system.
In the long run of using the system, the work load came upon, the
system can also handle by other authorized personnel within the
permission of the admin themselves. And if there will be any changes
regarding the system, or such other concerns in managing the system, the
person in-charge to make the changes is the programmer of the system.
1.3.7 Options Analysis
If the company wants to add more to the existing system there will
always be a way for the programmer, just like if compared to the other
systems, such as those in the malls, the company can suggest it to the
programmer and let him develop the system to enhance the benefit of the
system, and that is what San Roque super market do. They do have
existing system but they have their own programmer and developer so the
development of their system is continuous. Else they can also use
biometrics and scanners available in the market in order to have extra
security for the system.
In the completion of the system there will always be additional
equipments that will be added to the system of the whole merchandising,
in being aware that it is not everyone of us will be needing to use that
equipment but the whole merchandising system willingly like to help one
another for racing funds for the equipments that they must provide.
For the technical issues regarding not being able to provide the
necessary equipments for the integration of the system the whole
merchandising are willing to provide and use their own laptop if needed for
the development of the project.
1.4 Technical Features
The following are the technical features requirements in developing the project.
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Front End The proponents will be using Java Netbeans IDE 7.4 for front
end since the lead programmer is well knowledgeable in using this kind of
Time
Infromation
Project
Diana Dequillo
Serve
ultimate
Manager
as
authority/
responsibility
for the project
Provide
strategic
direction
and guidance
Approve
changes to scope
Identify and
Documen
t
Specialist
Mae
Ann
Mangaoang
secure funding
Make
business
and
Participate
in key activities
Make
resources available
Approve
work products, and
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approve
change
requests
Lead
Programmer
Jonathan
Yamsuan
and
Report
to
receive
direction
from
sponsors
Manage,
review,
and
prioritize
project
work plans
Provides
status reports
Manage
project team
Recommen
d changes,
escalate
issues,
and mitigate risks
Participate
in
System
Analyst
project
activities,
including planning,
implementation
deliverables,
of
and
quality control
Business
Analyst
Rhealyn Bambalan
Adviser
Mr.
Rommel
Constantino
1.6 Project Budget
Budget Item
Description
Budgeted Cost
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1. Transportation
fare
2. Prints
the
researched
matters to review
One-Time Costs
One-Time Item 1
Description
Costs: 220
Ongoing Costs
Research/ internet bills
50pesos
Costs: 250
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the Mactan International Airport in Cebu; and an off-airport store at the Paskuhan
Village in San Fernando, Pampanga. A downtown shop opened in 1993 in
Davao. April 1997 marked the opening of DFPs flagship store on a 5-hectare lot,
purpose built for duty free retailing. The new Fiestamall boasts of a 24,000 sq.m.
selling area and state-of-the-art facilities.
The Tourism Act of 2009 (Republic Act No. 9593) signed into law in 2009,
reorganized DFP to become the Duty Free Philippines Corporation. As a body
corporate, DFPC is tasked to operate the duty-and tax-free merchandising
system in the Philippines aimed to augment the service facilities for tourists and
to generate foreign exchange and revenue for the government as mandated by
E.O. No. 46.
At present, DFP operates the following outlets: Fiestamall in Paraaque City,
Arrival & Departure Stores at the NAIA Terminals 1, 2 & 3, Arrival, Pre-departure
& Departure Outlets at the Cebu Mactan International Airport, a store at the
Waterfront Hotel in Lahug, Cebu and the Arrival and Visitors Center shops at the
Davao International Airport.
Market Segment
As mandated by law, DFP caters to the international travelers market, namely
the Balikbayans / Overseas Filipino Workers (OFWs), Regular Filipino Travelers
(RFTs), Foreign Individual Tourists (FITs), and Tour Groups (comprising mostly of
Japanese, Taiwanese, Chinese & Koreans). DFPs potential market size is
dependent on outgoing and incoming travelers.
Historical Sales Performance
DFP ended its first year with net sales of $9.6 million. Impressive doubledigit growth rates followed in the next three years. By 1991, sales had reached
$116.6 million, while sales swelled by 88% to $219 million in 1992.
DFP reached even greater heights over the next two years. In 1993, sales
rose to $256 million, or 17% more than the previous year. Its equally buoyant
Merchandising (Accounts Payable & Receivable)
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sales performance of $298 million in 1994 was even enough to boost it to fourth
among the worlds leading duty free shop operators. A new record was set in
1995 with sales of $354 million, 20% higher than the previous years sales
performance.
However, with the issuance in January 1996 of Executive Order No. 250 ---limiting the items allowed that can be purchased by Returning Filipino Travelers
(RFTs) and Foreign Tourists (FTs) --- and with the eventual closure of the PICC
and Paskuhan Village outlets, DFP sales declined to $318 million for 1996.
The new Fiestamalls opening in April 1997 was supposed to generate
generous sales for DFP --- if not for the economic crisis which hit the Asia-Pacific
region two months later.
The devastating peso devaluation triggered DFPs sales downturn by
15% as the year closes with $270 million in sales. A drastic 30% drop was
posted the following year as DFP recorded sales of $190 million for 1998. The
year was crucial for DFP as the company was turned over to a new
management, which had to instill various reforms to rehabilitate the ailing DFP
(such as the closure and turn-over to concessionaire of the provincial outlets
in March 1999; implementation of store rental subsidy; establishment of a
Value Shop to move the inventory of overstocked, non/slow moving and/or
damaged merchandise; and major store renovation/enhancement).
Sales of $169 million was posted for 1999. Then, the prevailing
economic - political situation, which was further aggravated by the debilitating
peso exchange rate attributed to sales decline of 11% against previous year
and the non-attainment of the years quota.
By year 2000, total DFP sales was $148 million, a decline of 12%. It
further dropped 9% with sales of $136 million in 2001. Business was greatly
affected by the decrease in tourist arrivals, peso depreciation and the socioeconomic crisis.
Merchandising (Accounts Payable & Receivable)
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The year 2002 signaled the onset of DFPs return as a performing duty
free operator. For the first time since 1997, DFP recorded 3% positive growth
over previous year with $141 million sales. However, the decline in travel due
to the Middle East conflict and SARS affected DFPs sales performance the
following year. DFP posted a -6% drop in 2003 with sales of $132 million.
Unfazed by various external factors affecting the travel retail industry,
DFP implemented aggressive marketing campaigns which helped catapult the
companys revenues to $142 million in 2004, $146 million in 2005 and $151
million in 2006.
Finally in 2007, with the stronger peso against the dollar, the growing
economy, and the increase in tourist arrivals, DFPs marketing efforts were
proven effective as sales of $173 million marked a 15% increase against
2006. And despite a slowdown in the Philippine economy the following year,
the significant growth in the countrys travel and tourism industry somehow
contributed to DFPs positive performance with sales up by 6% in 2008 at
$184 million. Unfortunately, the global economic crisis and AH1N1 pandemic
greatly affected the international travel retail industry and consequently the
countrys inbound tourism, hence DFP posted a -4% decline in revenues in
2009.
2.Merchandise Mix
DFPs shopper-friendly facilities are complimented by an extensive
range of world-class, high quality, international products. Like other duty
free operators worldwide, DFPs merchandise mix has expanded from
what was basically a liquor-and-tobacco operation to a wider array of
fragrances and cosmetics, fashion accessories and apparels, electronics,
sporting
goods,
housewares
chocolates,
confectioneries,
and
grocery
home
furnishings,
items.
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brand
boutiques.
All
leading
liquor,
cigarette,
and
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Chart of Accounts
Multi Currency
Accounts Receivable
Accounts Payable
Bank Reconciliation
Cost Allocation
Budgeting
Income Statement
Balance Sheet
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AR and AP Aging
Trial Balance
Financial Ratio
Purchasing and Payables Management
Improve your supply chain with extensive facility to automate purchase
ordering and vendor relationship. Simplify importation and local purchases with
Three Way Matching capability validating Purchase Order, Item Receiving and
Accounts Payable. Seamlessly tied up with inventory, have the ability to execute
automatic reorders and monitor status of item receipts.
Purchase Request
Purchase Order
Item Receiving
Vendor Return
Landed Cost
Vendor Bill
Vendor Payment
Check Printing
Vendor Aging
Purchase Reports
http://www.cloudtecherp.com/netsuite/#purchasing-and-payablesmanagement
http://www.cloudtecherp.com/netsuite/#financials-and-accounting
http://www.cloudtecherp.com/making-the-shift-to-a-cloud-based-accountingsystem/
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overstocking and spoilage caused by having products sit around too long on
grocery shelves.
The experience of Nestl USA illustrates some of the challenges Nestl
had to face in implementing enterprise systems. Nestl USA, an $8.1 billion
subsidiary, in 2001 used to be organized as a series of brands, each operating
independently. So, for example, the Stouffer's and Carnation units were separate
companies, each owned by Nestl SA, the Swiss-based parent, but reporting to
Nestl USA. In 1991, Nestl USA reorganized itself and the different brands were
brought under the parent American control. However, the Nestl division
headquarters were still dispersed, and each division was still free to make its own
business decisions, although each one within the United States did report to
Nestl headquarters in Glendale, California. The situation did not really begin to
change until the spring of 1997 with the arrival of Jeri Dunn as vice president and
CIO of the American company.
Dunn actually knew Nestl technology unusually well because of her long
history with the company. In 1991, as associate director for application systems
at Nestl-owned Stouffer's Hotels, she was sent to Switzerland to participate in
an effort to establish a common worldwide methodology for Nestl projects. In
1995, she was promoted to assistant vice president of technology and standards
for Nestl SA, and while there came to understand and agree with the value of
establishing common systems throughout global Nestl because such a change
would enable group buying which in turn would reduce costs. Dunn also realized
that common systems would facilitate data sharing among subsidiaries. When
she was moved to Nestl USA in 1997 at age 42, she found that her earlier
recommendations from Vevey were mostly ignored. "My team could name the
standards," Dunn said, "but the implementation rollout was at the whim of the
businesses."
When she arrived, Dunn found that Joe Weller, the chairman and CEO of
Nestl USA, wanted to integrate the company, although he was not an
information technology specialist. Dunn joined with the executives in charge of
finance, supply chain, distribution, and purchasing to create a team to study the
Merchandising (Accounts Payable & Receivable)
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company's strengths and weaknesses. They found many problems including the
revelation that the company was paying 29 different prices for vanilla from the
same vendor. Dunn's explanation was that "Every plant would buy vanilla from
the vendor, and the vendor would just get whatever it thought it could get." She
also realized that every division and every factory had assigned different names
to the same product, so that the company could not even check on the situation.
"We had no way of comparing," she said. When their studies were completed,
they were given only two hours total to present their findings to Weller and the
rest of the executives. Some of those reporting were upset with the time limit,
and in the end they were given the whole day. Speaking later about the meeting,
Dunn said, "[The executives] didn't know how ugly it was. We had nine different
general ledgers and 28 points of customer entry. We had multiple purchasing
systems. We had no clue how much volume we were doing with a particular
vendor because every factory set up their own vendor masters and purchased on
their own."
Soon after this meeting, the members of the team offered a three- to fiveyear plan for the necessary improvements. Central to the plan was the
recommendation that the company install SAP, an ERP (enterprise resource
planning) system. The team members expected the changeover to take three to
five years. Dunn knew it was more than a software change, and she later said
"We made it very clear that this would be a business process reorganization and
that you couldn't do it without changing the way you did business." The long time
period was the result of Dunn's expectation that "There was going to be pain
involved, it was going to be a slow process, and this was not a software project."
By October, Nestl had established a project team of 50 top business executives
and 10 senior information systems professionals. They developed a set of best
practices to become common work procedures for manufacturing, purchasing,
accounting and sales. A smaller technical team was set up that took 18 months to
examine all data for every item in all divisions and set up a common data
structure for the whole company.
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At first the project decided not to use SAP's supply chain software
because that module was brand new and appeared to be risky. It turned instead
to Manugistics for its supply chain module. The team did decide to use SAP's
purchasing, financials, sales, and distribution modules. All of these modules
would be installed throughout every Nestl USA division. The plan was
completed by March 1998 and development work began in July 1998. The
project was called Best for "business excellence through systems technology."
In June 2000, Nestl SA followed the lead of Nestl USA and contracted
with SAP to deploy purchase and deploy the new version of their software called
mySAP.com. The new system will not only standardize and coordinate the whole
company's information systems and business processes, but it also will extend
SAP's enterprise software to the Web. The new system will allow each Nestl
employee to start work from a personalized Web page linked to his or her job
function. The employee's job is structured to conform to the "best practices"
defined by SAP for 300 work roles. According to Jean ClaudDispaux, senior
Nestl vice president for group information systems, "It is an exceptionally simple
way to make sure that everyone does the same job in the same way." Nestl will
also create up to five computer centers around the world to run mySAP.com
enterprise financial, accounts payable, accounts receivable, planning, production
management, supply chain management, and business intelligence software.
Nestl publicity announced that the SAP contract would cost $200 million, plus
Nestl would add an additional $80 million for installing all the system for the
global company. However, a year after the announcement of the project, Anne
Alexandre, an HSBC Securities analyst in London who covers Nestl,
downgraded her Nestl recommendation. Her reason was her doubts about the
success of the project. "It touches the corporate culture, which is decentralized,
she said, "and tries to centralize it." She added, "That's risky. It's always a risk
when you touch the corporate culture." Jeri Dunn agreed after her experience
with Best.
The major problem that Best faced in the United States was that both
Weller and most of the key stakeholders failed to realize how much the project
Merchandising (Accounts Payable & Receivable)
Page 35
would changed their business processes. it soon was clear that they had created
as many problems as they had solved. In fact a rebellion had already taken place
when the team moved to install the Manugistics module.
The problem began during the early planning stage of the project when
the staffs that would be directly affected by changes were not included in the key
stakeholders' team. Dunn summed up the results, saying "We were always
surprising [the heads of sales and the divisions] because we would bring
something up to the executive steering committee that they weren't privy to." By
the beginning of 2000 it was clear that nobody wanted to learn the new
processes, that nobody wanted to make the changes. The lower level workers
did not understand how to use the new system and also did not understand the
changes. Nobody had been prepared for the new ways of doing things, and their
only hope was to call the project help desk. Dunn said the help desk reached a
phenomenal 300 calls a day. They did not want to learn the changes. Even the
divisional executives were confused and angry. No one seemed willing to take
the extra step to learn what to do. Turnover among the employees who were to
use the Manugistics software to forecast product demand reached 77 percent.
Those who remained found it easier to use their familiar spreadsheets.
In the rush to be done on time, the team had failed to integrate the various
modules. Therefore, for example, while the purchasing departments used the
appropriate systems and data names, their systems were not integrated with the
financial, planning, and sales software. As a result, when a salesperson gives a
valued customer a special discount rate, it was entered in the new system, but
the accounts receivable department would not know about it and would think the
customer did not fully pay its bill.
The team finally called a halt to the project in June 2000. Nestl removed
the project co-leader and Dunn took over as the sole project leader. In October,
Dunn held a three-day offsite retreat with the key stakeholders and the business
executives. It became clear that the deadline of January 1, 2000, had put too
much pressure on the project, and as a result the members of the project team
had lost sight of the bigger picture. They just focused on the technology. They
Merchandising (Accounts Payable & Receivable)
Page 36
now needed to integrate the existing components and to complete the work on
the sales and distribution modules. Dunn also decided she now wanted to switch
the supply chain module to the new SAP system because it had been improved
enough since her rejection of it in 1998. By the time the retreat was ended, the
team decided to start the whole project over again. It would first determine the
business requirements and then decide on a new completion date, abandoning
the earlier date. They also agreed to educate those affected so that all
employees would know not only what changes were taking place but also why,
how, and when those changes would happen.
The project team created a detailed design and project road map by April
2001. Nestl also assigned one person, Tom James, to be Best's director of
process change, giving him complete responsibility for liaison between the
divisions and the Best project. The team also began taking repeated surveys of
the effect of the project on employees and how they were dealing with it. James
and Dunn also began holding more meetings with the division heads. As a result
of the information gathered in this way, James and Dunn determined the
manufacturing users were not ready for the many changes, and so the rollout of
that package was delayed for six months.
The new project appears to be paying off. All of Nestl USA are using the
same software and data. The company not only has been able to produce better
sales forecasts, but Dunn said the factories are following these better numbers.
The company said it has already saved $325 million by spring 2002. And Nestl
SA has learned from that project and expects to have an easier success with its
project. And that, she says, is despite the fact that Dunn only had to deal with
eight or nine autonomous divisions while the global headquarters was dealing
with 80 autonomous countries to accomplish the same thing.
Nestle's global organization is benefiting from standardizing its data and
business processes as well. By the end of 2004, about ten percent of Nestle's
global food and beverage business was operating with standard processes, data
and systems. Within the next few years most of the company's food and
Page 37
Business
Process
Outsourcing
(BPO)
in
the
Philippines.
for
their
business.
Outsourcing
and
specialized
services.
We will help you increase your revenue, lower your costs and help you run your
business even more smoothly. This is what makes us one of Philippines
emerging force in providing Business Processing Outsourcing.
Merchandising (Accounts Payable & Receivable)
Page 38
Purchasing
will
open
more
doors
to
business
opportunities.
Page 39
What's new
Direct deposit payments for vendors. UVic encourages Canadian vendors to
go
green and sign up for electronic payment remittances. Complete our direct
Pro-D balances available on your 'My page' UVic portal! Your professional
development account allocations and balances will be available for viewing on the
UVic portal under the My page-employee services-Pro-D' tab. The balances are
real-time data and are updated each academic year with your allocation. Each claim
will reduce the balance and show on the report once it has been recorded and sent
for payment to the Accounts payable unit. You should receive your reimbursement
within two weeks from the date of the last line item in your claims history.
Forms
Forms
*Adobe Reader version XI or higher is required for optimal use of pdf forms
Page 40
Resources
Page 41
What we do
Forms
Resources
Assessment
Where to next?
This unit describes the performance outcomes, skills and knowledge required to
maintain accounts payable and accounts receivable records, including
processing payments to creditors and handling overdue accounts receivable. No
licensing, legislative, regulatory or certification requirements apply to this unit at
the time of endorsement.
Unit details
Location:
Footscray Nicholson, Industry, St Albans,Sunshine, Werribee
Study level:
Vocational and further education (TAFE)
Duration
30 nominal hours
Unit code
Merchandising (Accounts Payable & Receivable)
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BSBFIA303A
Assessment
Students are required to do assignments, tests, projects, case studies.
Where to next?
If you are interested in this unit as part of a course, refer to our how to apply
page to find out more about our application process.
If you are a current VU student, you may be able to enrol in this unit as an
elective.
Contact the College of Business to see if you are able to take the unit.
You can also contact us directly:
Page 43
Accounts Payable
Reimbursements to Staff/Students/Visitors
No reimbursement will be made without appropriate paperwork attached
stipulating
the
account
code
to
be
debited
for
reimbursement.
Description of goods or services, and the cost excluding GST and accounting
distributions (i.e. account code to be charged);
Expenditure must be approved by the Head of Group for group funds or the
person who "owns" the account.
Once form is completed and required documentation attached, please forward to
FIPRAS for processing.
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Payment Terms:
cheque;
older
than
12
months:
Please be advised that anyone wishing to be reimbursed for receipts that are
dated older than one year from the current date will not receive payment. The
auditors have expressed concerns for receipts older than 12 months. If you
require reimbursement the receipts MUST be brought to the FIPRAS Manager
within 12 months of the receipts date.
Payments to Suppliers
An original supplier invoice and supporting documentation is to be provided
stipulating the account from which payment is to be debited. No payment will be
made without an appropriate tax invoice from the supplier stipulating an ABN.
Supporting Documentation Should State The Following Details:
Page 45
Description of goods or services, and the cost excluding GST and accounting
distributions (i.e. account code to be charged);
Expenditure must be approved by the Head of Group for group funds or the
person who "owns" the account.
Once form is completed and required documentation attached, please forward to
FIPRAS for processing.
Payment Terms:
cheque;
Page 46
Description of goods or services, and the cost excluding GST and accounting
distributions (i.e. account code to be charged);
Expenditure must be approved by the Head of Group for group funds or the
person who "owns" the account.
Once form is completed and required documentation attached, please forward to
FIPRAS for processing.
Payment Terms:
cheque;
Page 47
They
provide
an
invoice
with
an
ABN
and
we
pay
the
invoice;
2.
We appoint them as a casual employee and pay them a salary, which incurs tax.
3.
Non-Australian Residents
Living Allowance requests can only be processed with the following
documentation:
Page 48
The policy and rates relating to living expenses for visiting appointments is
available at UNSW Human Resources.
Payment Terms:
cheque;
http://www.cse.unsw.edu.au/about-us/organisational-structure/fipras/accounts-
payable/
Page 49
Accounts Receivable
Our Accounts Receivable team is primarily responsible for raising and processing
sales invoices (e.g. student fees) to ensure the University receives all its monies
from customers in a timely manner. Unfortunately, this mean we have to chase
arrears which sometimes necessitate letters and phone calls. For information
regarding students, such as invoicing, please click on the student link on the left
hand side.
The University's Financial Regulations (PDF, file size: 161.57KB) are an
important document within the team's processes but please note that they are
currently under review a review (will be revised Sep 14).
url : http://www.staffs.ac.uk/support_depts/finance/staff/finance_payable/
Other payments
Online Payment of Commercial & General Debtor Invoices
Student Accounts Receivable is the office where students can obtain information
about university charges and payments and where Third Party Billings are
managed. The goal of the Student Accounts Receivable Office is to ensure
proper billing of student accounts and to provide professional, prompt, courteous
service to students by resolving financial problems on an individual basis.
The purpose of this website is to enable you to take control over the financing of
your education here at UNBC by providing you with facts about fees, and
important information related to Student Accounts Receivable policies and
practices.
Merchandising (Accounts Payable & Receivable)
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url:http://www.cqu.edu.au/about-us/directorates/financial-services/ourteams/accounts-receivable
Accounts Receivable of CQUniversity Australia
The Accounts Receivable team is responsible for:
Hours: Payment
to
Methods:
- 9am to 4:00 pm
Location:
Postal
Address:
Receivable
Services
2,
Division
Building
65
Australia
Page 51
Student Accounts Receivable is the office where students can obtain information
about university charges and payments and where Third Party Billings are
managed. The goal of the Student Accounts Receivable Office is to ensure
proper billing of student accounts and to provide professional, prompt, courteous
service to students by resolving financial problems on an individual basis.
The purpose of this website is to enable you to take control over the financing of
your education here at UNBC by providing you with facts about fees, and
important information related to Student Accounts Receivable policies and
practices.
url: http://www.unbc.ca/finance/accounts-receivable
Matrix Diagram of Foreign and Local Related Literature
Matrix Diagram of Local Literature
Duty Free
VASSAR
Phil.
Industrie
NetSuite
Corporati
s Go Live
Philippines
on
on ERIC
Column1
Nestl
Struggles
Optimum
with
Source Inc.
Merchandisi
ng System
(AP and AR)
Enterprise
Systems
Market Segment
Merchandising Mix
Customer Count
Build Operate
Transfer
Purchasing
Accounts Payables
Reconciliation
Order Processing
Correspond w/
Vendors, Supplies and Services
Providers
Customers Invoicing /
Billing
Accounts Receivable
Management
Payment Reminders
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and Collection
Charts of Accounts
Multi Currency
Bank Reconciliation
Cost Allocation
Budgeting
AP
AR
Income Statement
Balance Sheet
Comparative Financial
Statements
AP Aging
AR Aging
Trial Balance
Financial Ratio
Item Receiving
Vendor Return
Landed Cost
Vendor Bill
Vendor Payment
Check Printing
Vendor Aging
AR
AP
Production Management
Billing
Order Entry
Accesible Service
AP
AR
Inventory Management
Page 53
UNBC
Column1
Direct Deposit
Payment
for Vendors
Pro-D Balances
Petty Cash
Issue Cheques
Reciepting and
Banking
Managing and
Processing Debt
Managing Treasury
Managing and
Processing General
Debt
Univers
ity of
Victori
a
UNS
W
Stanffor
d Shire
Universi
ty
CQ
Univers
ity
Austral
ia
/
/
Merchandi
sing
System
(AR and
AP)
/
/
/
/
/
/
/
/
Synthesis
The proponents conclude that the system of foreign and local studies is quite the
same as the proposed systems feature. These features are almost handling the same
transactions and there were no more doubt to consider about the propose system
features because the conclusion is almost all of the system for the accounts payables
and receivables has the same data dictionaries of names and codes for every accounts
as well as the transactions are the same.
Chapter 3.0RISK MITIGATION, MONITORING, AND MANAGEMENT PLAN
1.0 Introduction
To create a project starting zero is a great challenge for a small development
team. These would measure their patience and eagerness and willingness to
complete the task, Damage and other un-expected problem that may occur are
just around to be confident of not having difficulties as of the development
Merchandising (Accounts Payable & Receivable)
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Customer- can also prevent risks if they will be willing to share all the
information that the developer need in order to finish the system
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Planning for risk at every project is important so the proponents created risk
tables in this section so that the readers may know all the risky parts in creating
this system in a fast and more convenient way. The probability of the risk table
will be categorized specifically. Below are the sample risks that the proponents
might encounter during the development process;
Employee risk -The outcome of the project greatly depends on the people
assigned to complete it
Process risk- Failure to program/run the system due to software/hardware
issues.
Financial risk- Shortage of funds unable to comply necessary requirements
Technology risk- The system will technology-dependent
Business Risk- Work Plan is not met due to unexpected events resulting to
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Employee Risk:
Employee risk will also be a problem if they are not willing to work with this
project then they may lose it. Especially when it comes to the redundant
matters of the building process of the accounts.
Process Risk:
If the client fails to give the exact transaction and the business of the
accounts payables and receivables, then the developer might have
problem regarding the true standards and function of the system. The
system will fail and worst to be useless.
Product size:
Product size can be a risk if the development team fails to know the exact
size of the system that they are proposing. There must be someone within
the team who knows how to under and over estimate.
Technology Risk:
Technology is now moving fast so the developer and the project team
must create a research about the trends for today and a system and a
operating system that will last for more several years after the creation of
the system.
2.1.2 Probability and Impact for Risk m
Category
Risks
Probability
Impact
Employee
Risks
Process
Risks
the right transaction
Product Size Failing to over
and
under L
Developmen
t Risks
Page 59
Customer
Risks
Un-willing
to
share
needed L
Technology
information
Failing to have the latest Operating L
Risks
Business
Impact
Page 60
Just like in the business impact, the developer must take a look and ask
about the users opinion because he will be the one to handle that system,
so he must be comfortable in handling the system. And the system too
must provide his need at every accounting transaction. In that case the
proponents will avoid having trouble about the user in finishing the
product.
3.1.4 Process RisksProcess risks is gain by the miss management of the team in handling the
system information so in order to finish it well, the development team must
set up guidelines in achieving the quality system that they are aiming in
that case the proponents may avoid risking the supposed to be process of
the system.
3.1.5 Technology RisksTechnology is at risk too, if the team have falsely chose a soft ware that is
no longer capable in adopting to the other needed software for the project
or if it is soon to be faced out since it already old model remember that the
technology no a days are changing fast so the proponents must be
prepared at any changes that the technology may do. The proponents
must learn how to look for the soft ware and tools that will be flexible
enough to adapt to the changes and likely possible to stay for more years
after the system has been created.
3.1.6 Development RisksThe development risk is about the company or the client willingness to
provide the necessary information that the proponents will be requesting in
order to proceed to the next part of the development process.
3.1.7 Employee RisksAside from the stated risk the development team themselves, they must
be prepared on the system making. They must be knowledgeable in the
software that they will be using within the system, in this case the
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checked the status of all the storage needed for the system this
includes the systems database, tables and other more storage that has to
be filled inside the system.
3.2.2 Business Impact
The proponents must be keep on touch to the customer to assure
all the details and transactions that they are doing inside the system, they
must keep on updating all the development and changes that they are
doing inside the system.
3.2.3 Customer (User) Risks
As much as possible the developer and the client must keep having
meetings for the checking of the system. In this case the updating of all
the necessary things, tools, and information will be easier and more
assured.
3.2.4 Process Risks
Even after the identification of problems in the mitigation phase, the
proponents must still monitor all the matter that has been developed inside
the system they must be the first critic of their system, they must still look
for another problem and risks that may occur as the system develops in
this case the proponents can avoid meeting another problems and risks.
3.2.5 Technology Risks
Merchandising (Accounts Payable & Receivable)
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The PC must be checked by the inspectors of the company. Make sure that the
user must be comfortable in handling the PC. The Team must also conduct
log in.
Software is also important to check most especially before distributing the
system, the proponents must make sure that the software used by the system is
compatible at the clients location and other components that they are using the
software must run well and must provide and satisfy the needs of the company.
Page 65
original plan and also to notify the other changes that they made. This will
be very useful for the project to provide additional benefits such as;
Identify the change- in this section the proponents will be
looking for the changes that needs to be implemented and
record it to have a clear vision of every changes that will
be fixed.
Ensure that change is being properly implemented- after
configuring the changes the proponents must observe the
implemented changes so that they can assure to the clients
that the proposed changes are properly implemented.
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will be one of the member needs to inform the client about the changes from
original plan, to make sure that the changes will not affect the user. All
changes must be discussed to the clients.
2.1 Identification
Creating a project doesnt have consistency there will always be
changes and it must be documented below are plans in changing
management.
2.1.1 Description
the
software
development
phase
or
project
Approve change
All parts that need some changes and parts that was
changed on the software development should be known by
everyone. Failure to notify or to inform some members might
cause problems and confusions and worst, it might waste
some time. Each member should follow the rules and
regulations for changing the plan, and each changes must
be approved by the group. The use of the change request
form is to suggest some changes is required.
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Minor Update
The proponent will be using Minor Update for the bug report if
the changes are in the software functionality, including the
performance. These are the change that increases the user
friendliness of the system but not affecting the functionality or work
of the interfaces.
Major Update
The major update is if in case that the system changes is
already affecting the functionality of the software. But these is a
very rare case so the proponents does not foresee any changes for
major update.
2.3.3 Work products and documentation
The proponents made a single document titled Version
Revisions History for them to compile all the changes on their
documents revisions. For monitoring all the bug fixes and
enhancement requests, an online bug report system could be used.
2.4 Configuration status Accounting (CSA)
The configuration status accounting is for updating all of the team
members regarding the changes to be made. As the changes are
implemented, all the team members must be informed. The proponents
will use three various ways to communicate to the members if there is a
changes to be implement.
2.4.1 Description
The proponents will be using three ways or tools for them to
communicate with other members or other people associated with
software development.
First, the Online help desk. By the help of this, the client can
submit bug report of enhancement report through online help
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The Change request report- There are two different forms that
can be used as tools to request a change or to report a change
to the SMC team. To be able for them to send that through web,
these documents should be in an html format. And lastly,
communicate verbally.
The Social Networking Site- the people now a day do not
always together but they can still communicate to one another
by the use of social networking sites such as facebook, it is
more convenient to use specially there are free facebook
promos so the team can already communicate to each other
even without a mobile use.
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Lead
Programmer
(1)
Document
Specialist
(1)
Project
Manager
(1)
System
Analyst
(1)
Business
Analyst
(1)
Page 71
The big team has its Advantage and Disadvantage. The Advantage is more idea
and knowledge will be apply in the project each member has its own tasks.
Disadvantage is much idea that we think and we dont know how to input that. And
the solution in that is we will focus on the project flow and process. We hold meeting
possible twice a week and daily update on email and mobile phone etc.
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major changes, it is important for the team to have unity at every decision so the
voting system is best to conduct.
Research on the subject
The team decided to research more details regarding the accounts payables and
receivable to deepen each of the members knowledge about the project to be
presented.
Having good Communication with the client
With the help of the client the finishing of every business process of the system
for the accounts payables and receivables will be easier so the development
team must have a good communication with the client to make sure that the
developer is doing right as well as; to know the clients opinion regarding the
extensive detail design of the system.
2.3 SQA Resources
No external SQA resources are defined for this project.
3.0 Reviews and Audits
A formal technical review is conducted by the developer to assure the
software quality this is used by the software engineer and the objectives of the
FTR are;
-To Un cover every issues inside the software
-To make sure that the system meets its requirements.
-to make sure that the software have followed the pre defined standards.
-To achieve a soft ware that has a uniform manner.
-To easier manage the project.
3.1 Generics review guidelines
3.1.1 Conducting Review
We do the review with other team mates about the subject in preparation
for the changes that may affect our project.
Merchandising (Accounts Payable & Receivable)
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Team member must have the weekly reports (it is individual) for the past
week this report stated the problems, and questions that each member
encountered.
Member will share the idea that may help on the project.
Any changes whether it is minor or major if this can affect the project it
should be reported to the whole team with the client to be notified
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The team members must have a weekly report about their individual
performance for the past week. Any problems, question regard less on the
performance of the other team members will also note. Also, the members
will have to write part of the help menu that is related on their design parts
and share it between the other members. Some changes that can affect
the project will consult with other team members before implementing it.
After the changes and implementation, the client must also be aware of
the created changes it should be presented to the client and will be mark
as the major changes. All of the revised and past documentation will also
be recorded and added to the version number.
4.0 Problem Reporting And corrective Action/Follow-up
4.1 Reporting Mechanisms
We will use the online application such as facebook for reporting the changes
and a mobile phone through texting them.
4.2 Responsibilities
We use the Ego-less team model. For more information please see 1.2 SQA
Organizational Role
4.3 Data Collection and Valuation.
During the meeting the client will be ask regarding his opinion about the system
design and business processing and functionalities of the system and all the data
gathered will be collected to know the problem and to focus on how to solve it.
4.4 statistical SQA
Statistical Quality assurance is seen worldwide today to ensure the quality in a
quantitative way, this are the steps in statistical quality assurance.
Page 76
Product
Characte
ristics
Condition
s
Pe
op
le
Business
Conditions
Proce
ss
Develop
ment
Environ
ment
Tech
nolo
gy
Page 77
The graph below bellow illustrated the error that we expected for the project.
Inte
rfac
e
25
%
Logic
50 %
Handl
ing
Data
10%
Error
Checki
ng
10%
Field
Percent
Reason
Logic
50%
Interface
25%
degree of difficulties
Idealistic Design for the accountants
Data
10%
Handling
Error
10%
Checking
Page 78
SYSTEM SPECIFICATION
Merchandising (Accounts Payable & Receivable)
Page 79
1.0
Introduction
his section gives a general overview of Account payable and Receivable System
1.1
assist with
payroll. Some of the other specific duties associated with this position
include:
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according to the location of their branch inside the mall. They must also ensure the
details of the suppliers, there must be a specific data fields for this. To easily
determine if it is a post dated checked, cash on delivery, instalment basis or
consigner.
The accounts payables and receivables must have its data field for the payables
and receivables. However in some point they must ask for the permission of the
other sub systems for the details that they need to accomplish such task.
1.2.1 General Requirements
The following general requirements were laid out for the project named
AR and AP
Interface Enhancement
Staff member of AD
have
requested
lot
of
interface
enhancements that will increase the usability of the product for the
staff
Database Administrative Interface
There is one accountant to manage the system to check and
accounting department.
Free Format Query
The system must have a n ability to have a system function that
can provide fast information to the user.
Personalized Screen
The system must have a personalized screen to give can the user a
signature design with creativity without interrupting the user eyes.
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or problems
Peopleware-if the user didnt understand the system functions and
design
Data Description- if the system fails to understand the accounting
data description.
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Maintenance Self Test- the user who will engage into the system will be given a
training on how to trouble shoot the system but the company must also have its
own maintenance team.
2.2.1 Subsystem Overview
Account Payable System Overview
Post/Edit Payables Data
Program is used to add, change, view, or delete transactions (checks and
vouchers) in the payables database.
Create/Print Voucher Check
Program is used to create and print checks applied to vouchers previously
posted to the system.
Create/Print Direct Check
Program is used to create and print quick checks without vouchers.
Payables Inquiry program
-Provides a complete history of the vendor account.
Payables Journal
-Program produces a report of all transactions innumerical order.
Payables Aging
Program produces an aged listing of unpaid vouchers and unapplied
credits by vendor with four variable aging categories.
Payables Analysis
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the operator.
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Receivables Inquiry
Gives a detailed report of information relating to customers receivable history
Receivables Journal
Gives numerical listing of transaction in the receivables database with sub-totals
by transaction type(invoice, payment, etc.).
Receivables Aging
Report displays all open items (unpaid invoices and unapplied credits) for each
customers account.
Final Receivables Journal
Is similar to the regular RECEIVABLES JOURNAL, It is pre-configured to give
only subtotals by transaction type for the just ended prior month. This
journal is used to verify the manual control log to prove the integrity of the
receivables information.
Create Service Charge
Program automatically computes finance (service) charges on past due
balances.
Receivables Statement
Is a formatted printout of an account printed on custom forms available from
System for mailing to the customer various formats/layouts is available.
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Username
Password
Login
Administrator
Userna
me
Password
Admini
strator
Logi
n
Canc
el
Page 91
File
Menu Analysis
Bank _Reconciliation
Maintenance
Help
Miscellaneous
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Create Check
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File
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permission of the other sub systems for the details that they need to
accomplish such task.
1.1Goals and Objectives
The system that the proponents proposing is the accounts payable and
receivable, this includes all the crucial transactions within the accounting
department. These are transaction involving money, so the system must have
a clear and organize data fields.
The scope of the system is only for the accounts payable and
receivable. for the accounts payable. The accounts payable includes all the
liabilities of the company, everything that must be paid including the utilities
such as bills and maintenance of the companies machine and others, in this
section the proponents have learned that aside from this data payables they
are also have there the other written shit that has the list of the little payments
such as the transportation or the vehicle or the money that has been spent in
a company branches hopping called petty cash that must be encoded too.
The accounting is also the one in charge for the payroll of the company
employees whether it is regular employee, promodizers, or those that are
from the agency. Their insurance are included too. So this must be connected
to the human resource department for the details of the employees.
Since the accounts payables and receivables are handling crucial data,
and reports so the system design must be fit for the accounting department. It
must be designed with acknowledging the eye of the users.
cash
To provide a database that can manage and store all the data gathered at
Page 101
The system for the accounts will be having its own fields for the two
branches of payables and receivables, the said system will be recording all of the
accounts payables of the company so there will be no problem regarding the
dates of payments and can avoid paying for more penalties of the delayed
payments of the company, as well as for the accounts receivables records of the
company.
The system will also provide accounts Invoices at every transaction that
can be use for the assurances of every settled account.
1.2.1General Requirements
receivables.
A system that could generate electronic reports for the accounts payables
and receivables.
A system that can check all the reports for the accounts payables and
receivables.
A system that can print all the data gathered within specific time needed,
company
A system that has a simple and easy to understand design so that the
user will feel free to use all of the features of the system
A system that has a special words and key words that can be use for the
easy surfing of the system most specially including the account ID or
transaction ID.
o Interface enhancements
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Developing Environment
The proponents must provide a software design that has a intelligence of the
actual system that the accounting department is using so in this case the use of
Open Source Software and a Proprietary Software is an advantage in the
system. From the flexibility of the open source and security of the proprietary
produces powerful system.
Compatibility
The proponents make sure that the software that they will be using for the
system has the capability to adopt at the different software that it could
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possibly connect. the system can be used in different environment and will
encounter minimal error.
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Menu Items
The following shows the architecture of the main menu
File
o
o
o
o
o
o
Admin
Manger
Accountant
Payee
Payer
Exit
Transaction
o Payable Transaction
Create Payment Invoice
Create Check
Journal Entry
o Receivable Transaction
Create Sales Invoice
Service Charge
Journal Entry
o
o
User Information
o Admin
Manager
Accountant
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o
Payee
o
Payer
Maintenance
o
o
o
o
Vendor File
Bank
Terms
Account
Report
o
o
o
o
o
o
o
o
Payable Journal
Payable Inquiry
Payable Aging
Receivable Journal
Receivable Inquiry
Receivable Aging
Vendor note List
Bank Reconciliation List
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Log In Screen is the first Interface of the system, it has a Username for the
administrator and a password for the security, the small box located below the
password field, is the one who will going to determine if the user is the main
administrator or other user within the company. There is also a log in button to
proceed and the cancel button to go back to the main menu.
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-AP and AR 2nd Interface shows the main menu for the accounts includes the
File, Menu and Help Button
File
Menu Analysis
Bank _Reconciliation
Maintenance
Help
Miscellaneous
Account Payables 3rd interface is the First account for the payables. That will record
the vendor files, Edit payable data, create voucher check, edit bank reconciliation, bank
list, purge bank reconciliation, edit file and content about.
Merchandising (Accounts Payable & Receivable)
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Payables aging for the company to know all the dates of payment
File
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Approval Queue
4.1.2 Objects and Actions
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File
Menu Analysis
Bank _Reconciliation
Maintenance
Help
Miscellaneous
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File
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