咨询方法与工具资料库RPT-RQMT【精品文档】
咨询方法与工具资料库APP1SUM【精品文档】
A TTACHMENT IM AIN I NFORMATION R EQUIREMENTS∙Marketing∙Sales∙Purchasing∙Production∙Quality Control∙Warehouse∙Accounts Payable∙Accounts Receivable∙General Ledger∙ControlMarketing∙Marketing Forecasts–Management of the periodic forecasting procedure–Historical data analysis and evaluation–Forecasting Reports by product line∙Marketing Plan–Market demand analysis by product line–Product Promotion Expenses (PPE)–Marketing Plan distribution (internal offices and Retail)∙Product lines management–Selection of products for each line–Creation of the products range–Creation of new products and Master File updating–Technical specifications–Product quiescence management∙Price management–Pricing policy implementation–Communication and diffusion of price/condition lists–Gross Margin per product: calculation and evaluation∙Dr. Scholl’s pricing vs. competitors’ pricing∙Customer profiles management–Updated customer database with all their commercial features –Promotional investments and ROI analysis–Customer surveys dealing with synthetic information–Data retrieval and management from external market researchers ∙Competitor profiles management–Competitors’ strategy evaluation:Marketing PlanHistorical analysis of salesCompetitors’ customer portfolio analysisData retrieval and management from external sources∙Monitoring the Marketing Plan–Detailed analysis of:actual salessales Profit Marginsmain results by product line and single productmain results by CANVASS or by new products campaign∙Monitoring sales for the RetailSales∙Master Files–Integrated Master Files management, shared with Accounts Receivable and containing all the mandatory and optional data–Integration with the modules of Warehouse Mgmt. and General Ledger–Bill-to/Ship-to customer relationship management–Price lists with the possibility of a batch updating∙ Sales Order Management–Master File information changes at order level–Integration with order acquisition from external SalesmenUnique identification of the order–Automatic check on credit limit and A/R exposure for each customer Communication to the Credit ManagerCommunication to the Salesmen–Order processing proposal, depending to order typologybooking ordersimmediate delivery ordersorders coming from foreign companies belonging to the Group –Audit trails and control reports on sales order portfolio∙Shipping–List of shipments to be performed–Packing list, Bill of Lading and other information related to shipments∙Tracking of the delivery from Tecnologistica to the final customer∙Returned Sales management–Integration with A/R for the accounting registrations–Communication to the Purchasing Office and to the Quality Control in order to track the service level of suppliers–Interface with Tecnologistica and the Salesmen involved in the delivery process∙Management of mistakes–Selection of orders by customer–Retrieval of the “order file”ProposalProcessingPacking ListBill of LadingInvoice...。
咨询方法与工具资料库concept【精品文档】
APPENDIXBasic Vegetable ProductsSystems Implementation ProjectPhase IThis document is organized as follows:BackgroundObjectivesScopeApproachDeliverablesAssumptionsStaffingTiming & ScheduleProfessional FeesFurther details are included in the attached Arrangement and referenced in this letter by the document name shown in italic text.In June, BVP completed the selection of a process manufacturing, distribution/logistics and financial application. The joint BVP/AA committee selected Marcam's Prism product using J.D. Edwards financials. Software negotiations have been completed and BVP is now preparing to embark upon the implementation of the new software.The system will be judged successful by BVP if it achieves the following objectives, as articulated by BVP project team members:"The system has to work, with no bombs."BVP personnel will be trained to use and support the Marcam system with additional skills hired during the project as needed.Complete the project on time (Spring 1995).Complete project phases I through IV, as outlined in this document, on or below the overall $5.5 million budget.The scope of the Phase I of the Prism/JDE System Implementation project Prism Business Process Simulation will include:Designing and piloting the following functions:♦Inventory Control♦Warehouse Management and Radio Frequency♦Quality Management♦Purchasing (Maintenance and Raw Material goods are not in scope)♦Bar Coding♦Customer Order Management♦EDI for Customer Order Receipt and Order Acknowledgments♦Standard Costing for Finished Goods and Cost of Goods Sold♦Accounts Payable♦Accounts Receivable♦General LedgerMarcam's PRISM software product will be used as the core manufacturing and logistics system and J.D. Edwards modules will serve as the core financialmodules. The actual modules being piloted include:Marcam Prism♦Foundation♦Resource Management (For packaging and finished goods)♦Resource Processor (Packaging only)♦Purchasing♦Customer Order Management♦Quality Management including Sublotting (a.k.a. Gilroy) modification♦Warehouse ManagementJ.D. Edwards (supported by Marcam)♦Accounts Payable♦Accounts Receivable♦General LedgerPremenos (Not purchased yet by BVP)♦EDIPer BVP, process re-engineering that is necessary and obvious in order to implement the software.The Business Process Simulation will also include the testing of bar-coding equipment and radio frequency technology interfacing to Prism's Warehouseand Resource Management modules.Functional specifications for modifications and interfaces to the new systems required for Phase II implementation will be completed.Recommendations for performance measurements relevant to BVP's key post implementation operations.The AA role has been defined using the base case scenario with a structure of "coach", initially, moving towards "advisor" (rather than "driver" or "team").These terms are designed in the Phase I arrangement document attached to thecontract. The AA effort has been defined by BVP project management. AAexpects to serve in a thorough , complete and active role in this project, and iscommitted to the Basic Vegetable project's success. Due to the structure of ourrole as "coach", moving to "advisor", however, overall decisions and projectresponsibility rest with Basic Vegetable.The following is the overall phasing for the full implementation of the new software.Phase I Business Process SimulationOrder Fulfillment and Procurement ProcessesPhase II Implementation of Phase I ModulesPhase IIA Modesto ImplementationPhase IIB King City ImplementationPhase III Business Process SimulationProduction Analysis, Forecasting and CostingPhase IV Implementation of Phase III ModulesThe modules included in each phase are diagrammed in the attached Project Scope document. The focus of this arrangement is on Phase I of this process. The arrangements for the remaining phases will be finalized at a later date.In order to minimize implementation time and potential disruptions to production and customer service, we will follow the Business Process Simulation and Conference Room Pilot approach depicted below.。
咨询方法与工具资料库file15【精品文档】
MANAGERIAL AND ORIGINAL JURISDICTION EMPLOYEES’ BENEFITS FUND LIFE INSURANCEBackgroundThe managerial employees of the Authority are offered membership in the MBF, which is managed by the OLR and provides various life and health benefits. The Employee Benefits Program of the OLR provides day-to-day management of Fund operations and recommends appropriate improvements to an advisory board who will make recommendations to the Mayor. The MBF has a multi-trust agreement with CIGNA to provide life, accidental death and dismemberment, long term disability, superimposed major medical, dental, vision care, and survivor benefits for the managerial and original jurisdiction employees for all city agencies.All of the benefits of the MBF are free to employees, except for Group Universal Life (“GUL”). An employee needs to make a premium payment only if they elect coverage through the optional GUL plan. GUL is available to all managerial employees who are eligible for the Basic MBF, except for “temporary actives”. Temporary actives include job codes for level one and two bookkeepers and assistant bookkeepers. For the GUL plan, the full cost of all life insurance provided is the sole responsibility of the covered employees and the premiums are paid through bi-weekly payroll deductions. Available to GUL enrollees, is the Cash Accumulation Plan, which allows employees to have after-tax payroll deductions saved in a separate tax-deferred account. Although the benefits of the MBF are provided at no cost to employees, the Authority does make monthly contributions to the Fund for these benefits.Most of the administration of the MBF plan is managed by MBF and CIGNA. CIGNA calculates the rates that will be deducted for each employee and submits the total deduction amount to the Authority through MBF. The Authority does not receive any detailed breakout of the deductions and relies on the accuracy of CIGNA in calculating the appropriate rates. MBF has, in the past, performed accuracy checks of CIGNA‟s calculations and stated that CIGNA‟s figures were accurate when tested.CIGNA and MBA rely on the Authority to determine initial employee eligibility based on active status and managerial title, to inform MBA of any changes to these and to remit the appropriate withheld amounts without benefit of an invoice. To be eligible for MBA, Employee Benefits must verify that the employee‟s job title is of a level which entitles them to membership in MBA, that the employee is not eligible for collective bargaining, that the employee‟s duties are managerial and/or confidential, and that the employee is working for 20 ormore hours per week. Employee Benefits must also verify that the employee is on active pay status.Each pay period, the Authority withholds GUL premiums from the pay of covered employees and remits the collected funds to the MBA who delivers it to CIGNA. Employees electing to withhold funds for the cash accumulation plan will have the savings deduction combined with the premium withholding amount. When an employee goes off active pay status, Employee Benefits must terminate the employee‟s coverage by notifying MBA. Employee Benefits determines when an employee goes off active pay status from a …worksheet to support payroll‟ report which they receive from Payroll. MBA will notify CIGNA who will then send a letter to the employee which gives them the option of converting to an individual policy.CIGNA performs a line-by-line review of the submitted premiums. If an employee‟s premium was not remitted because that employee was on an unpaid leave of absence, CIGNA will send the employee a “conversion letter”. This conversion letter allows an employee, who was enrolled in the group plan, to continue coverage at group rates by paying any back premiums and by continuing to make premium payments directly to CIGNA.Communication to the MBF of new enrollees, changes to GUL elections and the removal of enrollees from GUL coverage occurs on a bi-weekly basis. The Authority sends all related forms to MBF, who approves or denies coverage. A list of the additions/removals/changes is sent to the Authority from MBF and is then entered into the payroll system for the next pay period. To effect these changes in the payroll system, Employee Benefits must re-write the information for each employee onto an insurance recapitulation form with the correct deduction amount, as received from MBF. The information on these forms will be transferred into a format by Payroll which is acceptable for the Electronic Data Processing (“EDP”) Department who will ultimately enter the information into the payroll system. During the next pay period, Employee Benefits will verify that changes were input correctly by entering the social security number for each employee who had a change and comparing the deduction field on the screen to the form that was submitted the previous pay period. If an entry is not made correctly in the payroll system, the process must be repeated again for the next pay period.Issues and FindingsEnrollment ProcessingThe process for entering enrollment information into the payroll system is inefficient. The process involves rewriting relevant information three times and involves three departments before the applicable information is keypunched into the payroll system. See the detail in the health insurance short term recommendation for discussion of this issue.Reconciling the Deduction ReportPrior to completing a check voucher for submission the Disbursements Division, Employee Benefits obtains by phone from Payroll, the total amount of deductions withheld and a detailed employee deduction report. This bi-weekly report lists the total MBF deduction for each enrolled employee. Employee Benefits performs a time consuming reconciliation of the total amount withheld to the detailed employee deduction report. The deduction report cuts names off the list which should have been included. This results in a report total which is not equal to the sum of the individual deductions. Wrongly included on the report are deductions for employees who are in inactive pay status. Since these employees are not receiving a paycheck, they are not having deductions taken from their paycheck and should not be included on the report. Due to the inaccuracy of this report, Employee Benefits is required to spend significant effort to perform the reconciliation.We identified that the reason for the report‟s inaccuracy was because the year-to-date payroll file was being used rather than the current earnings file. It appears that when an MBF enrollee goes on inactive payroll status, their MBF insurance field on the payroll system is not cleared and this is the reason for the inaccuracy from the year-to-date file. This problem is currently being corrected by computer services.Lateness of PaymentsRemittance of the withholding amount should be released to MBF the same day that employee‟s payroll paychecks are disbursed. Although some payments to MBF have been timely, recent remittances to MBF have been delayed for up to two months. The reason for the delay appears to be because of the difficulty in reconciling the employee deduction report and because of the manually intensive process required for any changes to benefits. There is a risk that penalties or interest could be imposed on the Authority and relations with MBF may be strained if this continues.。
咨询方法与工具资料库pwprop【精品文档】
TABLE OF CONTENTSOUR UNDERSTANDING OF YOUR NEEDS (2)PROJECT SCOPE AND APPROACH (3)PROJECT ASSUMPTIONS (8)QUALIFICATIONS (10)PROJECT TEAM AND FEES (15)Our Understanding of Your NeedsBased on our meeting and subsequent telephone conversations, ourunderstanding of your current environment is as follows:❑People, headquartered in New York, has additional fieldlocations in Chicago, Houston, Los Angeles, Washington D.C.,and London.❑The New York headquarters has approximately 200 personnel.The largest field location is Los Angeles with approximately12-18 personnel. All other satellite offices have staff levelsranging from 2-12 personnel. Freelance writers andphotographers are also utilized on an as needed basis.❑People is currently in the early phases of their InformationSystems Plan. One of the projects currently in progressincludes an in-depth software analysis and selection project.The technology staff is currently comparing Quark’s QPSoffering with Seitex’s P.Ink offering. The final selection willreplace People’s current ATEX software.❑ATEX was historically People’s core business sytem. It wasutilized for story editing as well as the layout of the magazine.In addition, ATEX provided People with a vehicle formessaging and communications.❑As part of People’s Information Systems Plan, the division hascommitted to the use of Lotus Notes.Project Scope and ApproachBased on our discussions and our experience with systems designand implementation, we recommend a phased approach as follows:Phase I:Design and Develop Pilot Application(s)Phase II:Implement Pilot Application(s)Phase III: Develop and Implement AdditionalFunctionality/ApplicationsPhase IV: Design Enterprise-wide InfrastructurePhase V:Implement Enterprise-wide InfrastructurePhase VI: Monitor and Enhance Existing Applications / Identifyand Develop Additional applicationsThe diagram below graphically depicts the various phases of theoverall project with some phases occurring simultaneously.TIME LINE。
咨询方法与工具资料库ENTRTNMT【精品文档】
INDUSTRY ANALYSIS FRAMEWORK -- A Global Perspective Entertainment Industry -- March 1995(Source: John Nendick, Entertainment Industry Segment Director)PURPOSEThe purpose of the Industry Analysis Framework is to describe the fundamental forces driving an industry. It presents our auditors with a good framework with which to evaluate global industry risks and issues and, in turn, determine the applicability of these risks to specific clients. The Industry Analysis Framework accomplishes these objectives by:∙Presenting a brief description of the industry from a global perspective∙Discussing the critical elements of the Business Analysis Framework affecting the industry∙Presenting available global resourcesDESCRIPTION OF THE INDUSTRYThe Entertainment Industry provides audiences with programs, events, music and news for their viewing and listening enjoyment. The services provided are often made available to large portions of the population and are used by companies to advertise their products. There are several segments in the production and distribution chain including:∙Studios/Production Companies∙Television and Movie Distributors∙Theaters∙Television Networks∙Radio/ Television Stations∙Cable Companies∙Music Labels∙Retail Chains (discussed in the General Retailing Framework)Studios/Production companies and television and movie distributors usually are international in scope. Depending on the country, television networks could reach across the country or local territory. The remaining segments normally operate at the local or regional level. The dominant companies are vertically integrated throughout the chain.Services are made available to consumers in several forms including:∙Viewing the program at a theater or concert∙Made for television movies∙Pay-Per-View∙Cable television∙Interactive television∙Satellite Dishes∙Video/ Audio cassettes∙Radio∙Compact/Laser Disc∙Digital Audio TapeCD-ROMDepending on the level of technology available in a country or region, and the technology used by the individual consumer, some or all of the forms can be used. Much of the focus in this industry is improving the picture and sound quality of the programs as well as making them more convenient or accessible for the consumer to enjoy. As advances in technology are made, more and different forms of distribution and products will become available.INTRODUCTION TO THE FRAMEWORKThe Industry Analysis Framework for the Entertainment Industry is intended to assist us in thinking more strategically and operationally about a client. It has been developed to contribute to: (1) gaining an in-depth understanding of the client’s business as a whole and (2) identifying and evaluating critical business issues and changes affecting the company and industry. The framework is intended to focus on the external and internal influences that affect a client’s opportunity for success, and thus, to deal with the matters of concern to the chief executive officer, the owners, the community and the employees.The Industry Analysis Framework for the Entertainment Industry is illustrated below:The elements of the framework are intended to be applicable to any entertainment company, anywhere in the world, as they deal with the fundamentals of the industry. While these business elements are common,the specific environment for each of these elements will obviously vary significantly from country to country. Depending on the type of company, its geographic location and other factors, the specific environment will vary due to differences in factors such as the regulatory environment, the status of the overall economy, the power of suppliers and customers, and the availability of qualified personnel. OVERVIEW OF BUSINESS ELEMENTSThe purpose of this section is to identify and describe the basic business elements that are fundamental to the Entertainment Industry, using the framework described above.A. Environment1. Political and Regulatory FactorsThe entertainment industry is capable of reaching large portions of a population. Programs ontelevision and radio are relied upon for more than entertainment. They are used as a means forpeople to stay informed of the events (political, religious, legislative and global) that affect theirlives. At times, it is debated whether the programming seen and heard in the EntertainmentIndustry reflects what is happening in society, or is a more powerful influence, shaping peoples’attitudes and behavior. Because the Entertainment Industry can have such a strong influence,reaches many people of all ages, and is often an important source of information, governmentsattempt to regulate it heavily. In particular, the radio and television industries are heavilyregulated, both in terms of the program content and where programming originates. Examples of possible regulatory/government factors affecting the Entertainment Industry include:∙Government control over the granting of television, cable and radio broadcasting licenses and permits.∙Government censorship.∙Ratings and warning labeling with respect to program content.∙Tax rates on foreign stars. The inclusion of a big name, high paid star can be a critical factor of box office revenues. Heavy tax burdens relative to other countries can deter stars fromworking in a country, thereby hurting the industry.∙Government subsidies of the local entertainment industry.∙Accounting rules - For example, in Britain studios currently must write off production costs over a three year period versus one year in other countries such as Ireland. British industryrepresentatives estimate shortening the period to one year would reduce the production costsby 10% and make Britain more attractive for movie production in terms of cost.∙Regulation of programming - Equal time for different political parties or views may be required.∙Antitrust laws pertaining to ownership.Other factors related to governments attempts to protect or support their own entertainmentindustries from foreign competition include.∙Quotas on where programming originates - A 1989 EU Broadcasting Directive requires that the majority of EU airtime be reserved for European programming.∙Quotas that limit television and radio broadcast time.∙Quotas on foreign film screen time in movie theaters.∙Quotas on imports of foreign films.∙Copyright laws and enforcement (Intellectual Property Rights).∙Restrictions on the remittance of funds abroad.。
咨询方法与工具资料库marktxt【精品文档】
Mark A. MoellingArthur Andersen ACTAdvanced Cost Management TeamA member of Arthur Andersen's Advanced Cost Management Team, Mark Moelling specializes in manufacturing, distribution, and retail industry practices. Companies from diverse industries re ly on Mark’s initiative and experience with advanced cost management projects.Mark designs and implements Activity-Based Cost Management (ABCM) systems and business process re-engineering for clients including Dana Corp, Coca Cola, Levi Strauss, Violex BIC, IBM, and PAR Pharmaceutical. His experience spans on all aspects of business, including product and market development, human resources, site management, safety, and quality. Mark served Fortune 500 companies as well as smaller growth companies as a senior manager in the Business Consulting Services Group in the Dallas office of Arthur Andersen.Mark introduced the use of storyboarding as a tool for rapidly implementing ABCM and process re-engineering. His innovative work quantifies the benefits of implementing total quality management.Prior to joining Arthur Andersen, Mark spent 12 years with Johnson & Johnson Medical (JJMI), implementing ABCM as part of the total quality management (TQM) initiative. He formed and led the ABCM core team that defined activities throughout the company, mapped processes, and formed teams for continuous improvement efforts. The team identified $100 million in non-value add activities or waste, and the initiative realized $40 million in savings for JJMI. These initiatives earned JJMI the Commitment to Quality Award from the Johnson & Johnson Family of Companies.Mark served as an instructor for Executive Enterprises and the American Management Association. An international speaker on activity-based costing, he presented “The Relationship of ABC to World Class Manufacturing” for AIC Conferencias in Mexico City.Mark is a CPA and a CMA with a bachelor's degree in Accounting from the University of Texas at Arlington. He is a Texas Society of CPAs Accounting Excellence Award winner.。
咨询方法与工具资料库gl【精品文档】
BELL SYGMA INC. : SOFTWARE SELECTION 1995Saturday, May 12, 2018GENERAL LEDGER REQUIREMENTSOVERALL REQUIREMENTS (3)Integration (3)Migration (3)Prior Period Adjustments/ Post Dated Transactions (4)Architecture (4)Other (5)CHART OF ACCOUNTS (6)Field Structure of Chart of Accounts (6)Processes for the Chart of Accounts (7)Advanced Processes for the Chart of Accounts (8)Data Size Maximums (8)TRANSACTION PROCESSING (9)Validation (9)Processes on Journal Transaction Entry (10)Advanced Journal Entry Features (11)CLOSING PROCEDURES (11)REPORTING FEATURES (12)Chart of Accounts Reports (12)Transaction Reports (12)Financial Reports (13)System Reports (13)Advanced Reporting Functionality (14)CONSOLIDATIONS&RE-ORGANIZATION (15)FIELDS AVAILABLE (15)GENERAL LEDGER REQUIREMENTSReference Information (15)Transaction Dates (16)Descriptive Information (16)Numeric Information (16)Transaction Type Identifier (16)BUDGETING REQUIREMENTS (17)Integration (17)Budget Processing (18)Budget Editing (19)Budget Reporting Requirements (19)GENERAL LEDGER REQUIREMENTSOVERALL REQUIREMENTSThe general ledger holds all financial accounting information. Please describe the storage of the data in terms of detail and balances. The chart of accounts should be segmented. Each segment should be stored in its own table. A table of relationships between the segments should also be separate. This allows for ease of chart of account maintenance.Depending on the architecture of the new system, some of these requirements may be handled differently. Please describe how it would work with your product’s architecture.Please note that budget functional requirements have been defined in a separate module.IntegrationMigration。
咨询方法与工具资料库fin_rpt3【精品文档】
SECTION I EXECUTIVE SUMMARYA) Custom ProgrammingB) Selected SoftwareSECTION II PROJECT OVERVIEWA) IntroductionB) BackgroundC) Project Methodology SECTION III SELECTION OF FINALISTSA) High Level RequirementsB) Functional RequirementsC) Request for ProposalD) Results of Request for Proposal SECTION IV SOFTWARE PACKAGE REVIEWA) Package Strength and WeaknessesB) Final Recommendations SECTION V GRAPHS OF RFP RESULTSI EXECUTIVE SUMMARYArthur Andersen was engaged by Newsweek to help select a packaged software information systems solution that would satisfy Newsweek's requirements. This report documents the results of the Information Systems Selection Project performed by Arthur Andersen between October, 1993 and September, 1994. The objective of the project was to assist Newsweek in selecting an information systems software package to satisfy current and future requirements. This was accomplished by first defining Newsweek's information requirements. These requirements were established by conducting interviews with both management and users in each functional area. The candidates were evaluated to determine the extent of the "fit" each vendor provided to Newsweek's specific requirements. To accomplish this evaluation, the vendors were sent a formal Request for Proposal (RFP) which detailed Newsweek's functional and technical requirements.After attending the vendor demonstrations, each solution was then evaluated, and a finalist was selected.After considering important functions, features and technical requirements as outlined in the RFP, the live vendor demonstrations, and subjective criteria, such as the "feel" of the product and the comfort level which the users have expressed, CODA Incorporated for financials and Software 2000 for payroll were chosen as the finalist for a packaged systems solution.The remainder of this report documents the specifics of the processes involved in the project.II PROJECT OVERVIEWPackage Selection OverviewA) INTRODUCTIONThe Software Selection process incorporated a number of tasks in order to properly identify which software package would most completely satisfy Newsweek's requirements. These tasks are outlined in the proposal submitted by Arthur Andersen to Newsweek.Based on Newsweek's requirements, it was determined that the selection process should focus on J.D. Edwards’ and Software 2000’s packages only. Towards the end of the process Software 2000 made it clear that they did not want to continue as part of the process without a solid commitment from Newsweek. Since Newsweek was not convinced Software 2000 was the best package at that point for international accounting, Software 2000 retracted from the process and CODA Incorporated was added to the vendor list. Software 2000 was still being concidered for it’s payroll module since CODA does not have a payroll module as part of it’s package.。
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W
PO280
N/A
N/A
N/A
Borland Custom Reports
Requisition Volume Analysis
Number of requisitions for the period and the number of line items per requisition processed. Could also list this information by buyer. (Used by purchasing for reporting activity for management purposes and for performance analysis).
BB
BB, JC
M
N/A
Y
M
L
Cost Savings
Shows cost variance between an item’s standard price (as defined in IC) and the price CLIENT paid (from the PO). This report should show, for each item order in the given period, the average cost savings (dollars), the average cost savings (percentage), the average price paid, the standard price in IC, and the average price paid. This report should also give totals by inventory class and for the report as a whole.
BBLeabharlann BB, JCMN/A
Y
L
H
Item Pricing History
For an item, at what price has it been obtained in the past; by vendor; this would include standard from IC; average, minimum, and maximum actual costs; and total purchases, in dollars and units.
BB, JC
M
?
PO272
PO69
?
?
?
Vendor Purchase History
BB
BB, JC
M
N/A
Y
L
H
Reports With Issues
Supplier Contract Schedule
Show what items (by PO) have been purchased against a contract number (information-only field in RQ and PO)
BB
BB
D
N/A
Y
L
M
PO Turn-Around Report
This report will show the number of days between the requisition create date and the PO print date.
{The PO date is probably stored in Active Repository; cannot get to it}
Cost Variance Analysis
This program compares the invoice unit cost to the purchase order cost or standard cost and reports the variances in summary or detail.
BB
W
PO275
PO94.1
N/A
N/A
N/A
Deliver Quantity Analysis
Vendor fill-rate performance.
BB
W
PO276
N/A
N/A1
N/A
Purchases by Class/Subclass
Lists purchases by item for purposes of analyzing item demand.
BB, JM, TW
D
PO220
N/A
N/A
N/A
Buyer Expediting Report
Open receiving lines for a PO that requires follow-up.
Buyers
D
PO223
N/A
N/A
N/A
Shipment Status
List shipments that have been partially received.
JM, BB
W
PO233
N/A
N/A
N/A
Delivery Date Analysis
Use this report to analyze your vendor's performance based on the order fill (quantity received verses quantity ordered), delivery (expected early delivery date verses the actual received date), and number of days early/late.
Report Name
Report Description
Prepared
By
Distributed
To
Frequency
(D,W,M,Q,Y)
Lawson
Report
Borland
Custom
Report
Priority
(H, M, L)
Level of
Difficulty
(H,M,L)
Lawson Canned Reports
BB, TE
M
MA278
N/A
N/A
N/A
PO Status Report
Listing of all outstanding PO items that have not been received. This list will show open POs and partially-completed POs.