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Sample Listing of Fraud Schemes
Sample listing of fraud schemes Centre for Corporate Governance Sample listing of fraud schemes The following listing of possible fraud schemes can be of the product at the time the sale is recorded. Sellers utilized by management and auditors to assist in may hold the goods in its facilities or may ship them to identifying possible fraud risks, scenarios, and schemes different locations, including third-party warehouses. when performing or evaluating management's fraud risk assessments. The listing of fraud schemes is not Altering Shipping Documentation - By creating phony intended to be a complete listing of all possible fraud shipping documentation, a company may falsely record schemes for all industries. sales transactions and improperly recognize revenue. By altering shipping documentation (commonly changing Fraudulent Financial Reporting Schemes shipment dates and/or terms), a company can increase revenue in a specific accounting period regardless of the Improper Revenue Recognition facts and circumstances that the transaction and the Side Agreements - Sales terms and conditions may be resulting revenue should have been recorded in the modified, revoked, or otherwise amended outside of the subsequent accounting period. recognized sales process or reporting channels and may impact revenue recognition. Common modifications Agreements to “Sell-Through” Product - These sales may include granting of rights of return, extended agreements include contingent terms that are based on payment terms, refund, or exchange. Sellers may the future performance of the buyer of the goods provide these terms and conditions in concealed side (commonly distributors or resellers) and impact revenue letters, e-mails, or in verbal agreements in order to recognition for the seller. -
Accounts Receivable Purchase Programs Offer Compelling Financing Advantages
Accounts Receivable Purchase Programs Offer Compelling Financing Advantages By John Padwater Director, Financial Supply Chain Americas [email protected] Although the global financial crisis is behind us, corporations continue to seek new and more advantageous sources of liquidity. One strategic financing option that is gaining popularity is an accounts receivable (A/R) purchase program. In an A/R purchase program, a bank typically purchases a corporation's receivables as soon as the company delivers goods to its customer and issues an invoice. Advantages of such a program can include less expensive financing, favorable off- balance sheet treatment of receivables assets, and reduced credit risk related to the particular obligor. Many corporations are turning to A/R purchase programs because of the negative impact that recent regulatory and accounting changes have had on two other financing alternatives — asset-based lending (ABL) facilities and asset securitization programs. Regulatory and Accounting Drivers Basel III, the latest global regulatory standard for bank capital adequacy, can require financial institutions to hold more capital in support of ABL facilities and asset securitization programs than if they were providing financing through an A/R purchase program. This creates a pricing advantage for corporations selling their receivables. In an asset-based loan, a bank takes a security interest in the collateral. In contrast, with an A/R purchase program, the bank purchases the receivable on a true sale basis, often buying a 100% interest in it on a non-recourse or limited-recourse basis. This affords a particular advantage to non-investment grade companies that have substantial accounts receivable due from investment grade or highly rated counterparties. -
General Ledger Budgeting User Guide
General Ledger Budgeting User Guide Version 9.0 February 2006 Document Number FBUG-90UW-01 Lawson Enterprise Financial Management Legal Notices Lawson® does not warrant the content of this document or the results of its use. Lawson may change this document without notice. Export Notice: Pursuant to your agreement with Lawson, you are required (at your own expense) to comply with all laws, rules, regulations, and lawful orders of any governmental body that apply to you and the products, services or information provided to you by Lawson. This obligation includes, without limitation, compliance with the U.S. Foreign Corrupt Practices Act (which prohibits certain payments to governmental ofÞcials and political parties), U.S. export control regulations, and U.S. regulations of international boycotts. Without limiting the foregoing, you may not use, distribute or export the products, services or information provided to you by Lawson except as permitted by your agreement with Lawson and any applicable laws, rules, regulations or orders. Non-compliance with any such law, rule, regulation or order shall constitute a material breach of your agreement with Lawson. Trademark and Copyright Notices: All brand or product names mentioned herein are trademarks or registered trademarks of Lawson, or the respective trademark owners. Lawson customers or authorized Lawson business partners may copy or transmit this document for their internal use only. Any other use or transmission requires advance written approval of Lawson. © Copyright 2006 Lawson Software, Inc. All rights reserved. Contents List of Figures 7 Chapter 1 Overview of Budgeting 9 Budgeting ProcessFlow...............................................................9 HowBudgeting Integrates WithOtherLawsonApplications..................... 11 What is a Budget?................................................................... -
Account Guidelines for Managers and Delegates
ACCOUNT/BUDGET GENERAL OPERATING PRINCIPLES for IU SOUTHEAST ACCOUNT MANAGERS / ACCOUNT DELEGATES The Fiscal Year runs from July 1 – June 30. Operating budgets are distributed in June/July. Accounts may not exceed their budgeted amounts within the fiscal year. Account managers will be required to develop a plan to bring the account in balance before the closing of the fiscal year or to carry forward the over- expenditures to the next fiscal year. Allocated funds do not carry forward to the next fiscal year. Unused funds are forfeited. Allocated funds should be spent to or close to zero. Every department has an organization code (contact Melissa Hill in Accounting Services, #2359). Examples: Student Affairs (SSER), Athletics (ATHL). A budget binder or file should be established for each account. All budget documents should be kept for the current fiscal year within the budget binder or file. Receipts/documentation must be kept for all expenditures. All budget documentation must be kept on file for seven years. Use of funds must conform to IU Financial Policies found on web site: http://www.indiana.edu/%7Epolicies/ The Financial Information System (FIS) is used for account transactions and account monitoring. Passwords and access are needed (contact IT or Accounting Services). If FIS training is needed, contact Melissa Hill in Accounting Services (#2359). Monthly operating statements should be printed from FIS (available first of month—notification comes by email) and account transactions should be reconciled by the account manager or delegate on a monthly basis at minimum. Each expenditure must be accounted for with receipts or other appropriate documentation. -
Cost of Sales Accounting for Preparation
© 2008 sapficoconsultant.com All rights reserved. No part of this material should be reproduced or transmitted in any form, or by any means, electronic or mechanical including photocopying, recording or by any information storage retrieval system without permission in writing from www.sapficoconsultant.com “SAP” is a trademark of SAP AG, Neurottstrasse 16, 69190 Walldorf, Germany. SAP AG is not the publisher of this material and is not responsible for it under any aspect. Warning and Disclaimer This product is sold as is, without warranty of any kind, either express or implied. While every precaution has been taken in the preparation of this material, www.sapficoconsultant.com assumes no responsibility for errors or omissions. Neither is any liability assumed for damages resulting from the use of the information or instructions contained herein. It is further stated that the publisher is not responsible for any damage or loss to your data or your equipment that results directly or indirectly from your use of this product. Table of contents Introduction........................................................................................................................4 1. Define Functional Area............................................................................................6 2. Activate Cost of Sales Accounting for Preparation...........................................10 3. Updating Functional Areas in Master data .........................................................11 3.1 Enter Functional Area in G/L Account Master Data -
Cash Receipts /Accounts Receivable
Section 8 – Cash Receipts /Accounts Receivable Overview Most local governments collect revenue over the counter and through the mail from the general public in the form of cash, personal checks, credit and debit card transactions, or money orders. Many local governments are also offering online payment options and direct debit of customers’ bank accounts for repetitive payments such as monthly utility bill payments. Collections may take place at multiple locations throughout the government’s operations and be for a number of purposes including: Tax payments Utility payments Various fees and charges Court collections Permits and licenses Other service charges It is necessary to establish an adequate system of controls to assure that all amounts owed to the government are collected, documented, recorded, and deposited to the bank accounts of the government entity, and to detect and deter error and fraud. Suitable controls should be established at each location where payments are received as well as at the centralized collections point. Documentation for each transaction may be generated manually by the use of a pre-numbered receipt form or through the use of a cash register, computer, or other electronic device that will provide the customer with a validated receipt and detailed and/or summary information for the government to use for balancing, reconciliation and auditing purposes. At the end of the day, this documentation is typically reconciled to the total of the cash, checks, and other forms of payment received. Total daily receipts are either manually recorded to the accounting system, or uploaded automatically by way of an electronic interface between the cash receipting and the accounting systems. -
Bookkeeping (Explanation)
Bookkeeping (Explanation) 1. Part 1 Introduction; Bookkeeping: Past and Present 2. Part 2 Accrual Method 3. Part 3 Double-Entry, Debits and Credits 4. Part 4 General Ledger Accounts 5. Part 5 Debits and Credits in the Accounts 6. Part 6 Asset Accounts 7. Part 7 Liability and Stockholders' Equity Accounts 8. Part 8 Income Statement Accounts 9. Part 9 Recording Transactions; Bank Reconciliation 10. Part 10 Adjusting Entries; Reversing Entries 11. Part 11 Balance Sheet; Income Statement; Balance Sheet and Income Statement are Linked 12. Part 12 Cash Flow Statement 13. Part 13 Statement of Stockholders' Equity; Closing Cut-Off; Importance of Controls Introduction to Bookkeeping The term bookkeeping means different things to different people: • Some people think that bookkeeping is the same as accounting. They assume that keeping a company's books and preparing its financial statements and tax reports are all part of bookkeeping. Accountants do not share their view. • Others see bookkeeping as limited to recording transactions in journals or daybooks and then posting the amounts into accounts in ledgers. After the amounts are posted, the bookkeeping has ended and an accountant with a college degree takes over. The accountant will make adjusting entries and then prepare the financial statements and other reports. • The past distinctions between bookkeeping and accounting have become blurred with the use of computers and accounting software. For example, a person with little bookkeeping training can use the accounting software to record vendor invoices, prepare sales invoices, etc. and the software will update the accounts in the general ledger automatically. Once the format of the financial statements has been established, the software will be able to generate the financial statements with the click of a button. -
A73 Cash Basis Accounting
World A73 Cash Basis Accounting Net Change with new Cash Basis Accounting program: The following table lists the enhancements that have been made to the Cash Basis Accounting program as of A7.3 cum 15 and A8.1 cum 6. CHANGE EXPLANATION AND BENEFIT Batch Type Previously cash basis batches were assigned a batch type of ‘G’. Now cash basis batches have a batch type of ‘CB’, making it easier to distinguish cash basis batches from general ledger batches. Batch Creation Previously, if creating cash basis entries for all eligible transactions, all cash basis entries would be created in one batch. Now cash basis entries will be in separate batches based on a one-to-one batch ratio with the originating AA ledger batch. For example, if cash basis entries were created from 5 separate AA ledger batches, there will be 5 resulting AZ ledger batches. This will make it simpler to track posting issues as well as alleviate problems inquiring on cash basis entries where there were potential duplicate document numbers/types within the same batch. Batch Number Previously cash basis batch numbers were unique in relation to the AA ledger batch that corresponded to the cash basis entries. Now the cash basis batch number will match the original AA ledger batch, making it easier to track and audit cash basis entries in relation to the originating transactions. Credit Note Prior to A7.3 cum 14/A8.1 cum 4, the option to assign a document type Reimbursement other than PA to the voucher generated for reimbursement did not exist. -
G&A101 Chart of Accounts
FP13 Category: FINANCE CHART OF ACCOUNTS I. PURPOSE To facilitate the record keeping process for accounting, all ledger accounts should be assigned a descriptive account title and account number; to provide the method for assignment and maintenance of the Agency’s chart of accounts in order to produce meaningful financial data for the Agency. II. SCOPE This procedure applies to all general ledger accounts. III. DEFINITIONS Chart of Accounts – A categorized listing of all account titles and numbers being used by an organization to track income, expenses, assets, equity, and liabilities is called a Chart of Accounts. IV. POLICY A. DESIGN OF ACCOUNTS • Accounts should have titles and numbers that indicate specific ledger accounts such as Cash in Checking, Furniture and Fixtures, Accounts Payable, etc. • Accounts should be arranged in the same sequence in which they appear in the financial statements. Asset accounts should be numbered first, followed by liability accounts, owner’s equity accounts, revenue accounts and expense accounts: 1000 - Asset Accounts 2000 - Liability Accounts 3000 - Owner’s Equity Accounts 4000 - Sales or Revenue Accounts 5000 - Cost of Sales/Administration Accounts Page | 1 Adopted: 8/09/2017 FP13 Category: FINANCE 6000 - Debt Service Accounts 8000 - Other Accounts B. DESCRIPTION OF ACCOUNTS • Each account should be given a short title description that is brief but will allow the reader to quickly ascertain the purpose of the account. • For training and consistent transaction coding, as well as to help other non-accounting managers understand why something is recorded as it is, each account should be defined. Definitions should be concise and meaningful. -
A Survey of Job Activities of Entry-Level Employees in Accounting/Bookkeeping/Recordkeeping Positions in Relation to the Michiga
Western Michigan University ScholarWorks at WMU Master's Theses Graduate College 8-1978 A Survey of Job Activities of Entry-Level Employees in Accounting/Bookkeeping/Recordkeeping Positions in Relation to the Michigan Vocational/Technical Program Performance Objectives for Bookkeepers with Implications for Secondary School Curriculum Kathryn R. Tomaszewski Follow this and additional works at: https://scholarworks.wmich.edu/masters_theses Part of the Curriculum and Instruction Commons, and the Secondary Education Commons Recommended Citation Tomaszewski, Kathryn R., "A Survey of Job Activities of Entry-Level Employees in Accounting/ Bookkeeping/Recordkeeping Positions in Relation to the Michigan Vocational/Technical Program Performance Objectives for Bookkeepers with Implications for Secondary School Curriculum" (1978). Master's Theses. 4068. https://scholarworks.wmich.edu/masters_theses/4068 This Masters Thesis-Open Access is brought to you for free and open access by the Graduate College at ScholarWorks at WMU. It has been accepted for inclusion in Master's Theses by an authorized administrator of ScholarWorks at WMU. For more information, please contact [email protected]. A SURVEY OF JOB ACTIVITIES OF ENTRY-LEVEL EMPLOYEES IN ACCOUNTING/BOOKKEEPING/RECORDKEEPING POSITIONS IN RELATION TO THE MICHIGAN VOCATIONAL/TECHNICAL PROGRAM PERFORMANCE OBJECTIVES FOR BOOKKEEPERS WITH IMPLICATIONS FOR SECONDARY SCHOOL CURRICULUM by Kathryn R. Tomaszewski A Project Report Submitted to the Faculty of The Graduate College in partial fulfillment of the Specialist in Arts Western Michigan University Kalamazoo, Michigan August 1978 ACKNOWLEDGMENT Without the continued advice, encouragement, and constructive criticism of Dr. Earl Halvas, this project would never have been completed, nor would it have been the true learning experience it was. -
Cash Forecasting: Challenges, Modelling, and Visualization April 8, 2019
Cash Forecasting: Challenges, Modelling, and Visualization April 8, 2019 © 2019 Treasury Webinars . All Rights Reserved 1 About Treasury Webinars Treasury Webinars offers webinars designed to empower Treasury, Accounts Payable, and Accounts Receivable success at companies of all sizes, across all industries. We only do what we do best, webinars. © 2019 Treasury Webinars . All Rights Reserved 2 Learning Objectives • Separate cash forecasting myths from reality and define what a successful cash forecast looks like at your company. • Revise specific areas of your cash forecasting process to improve the quality of the short and long-term cash forecasts at your company. • Understand how forecasting done right improves strategic planning and delivers business agility for your company. © 2019 Treasury Webinars . All Rights Reserved 3 Our Agenda • Why Cash Forecasting Matters • Cash Forecasting Myths • Defining Your Cash Forecasting Process & Framework • Leveraging the Right Technology • Cash Forecasting Best Practices • Final Thoughts & Resources © 2019 Treasury Webinars . All Rights Reserved 4 Why Cash Forecasting Matters • Impacts borrowing and investment decisions • Impacts debt covenant compliance risk • Impacts working capital efficiency • Increase visibility into the sources and uses of cash along with the associated costs and benefits • Impacts financial agility • Impacts operational agility • Increased investor focus on cash balances and cash deployment efficiency © 2019 Treasury Webinars . All Rights Reserved 5 Why Cash Flow Forecasting Matters © 2019 Treasury Webinars . All Rights Reserved 6 Budget vs. Plan vs. Forecast •Budget- What you would like to happen •Plan- How you are going to make it happen •Forecast- What you think is going to happen © 2019 Treasury Webinars . All Rights Reserved 7 A Forecast is NOT a Target © 2019 Treasury Webinars . -
Understanding Financial Statements
Understanding Financial Statements For Your Business Disclaimer • The information provided is for informational purposes only, does not constitute legal advice or create an attorney-client relationship, and may not apply to all circumstances. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. 2 Topics • Balance Sheet • Income Statement • Cash Flow Analysis • Ratios 3 Financial statements - written records to diagnose financial strengths and weaknesses of business. Usually prepared annually - income statement developed on monthly or quarterly basis. • Balance Sheet • Income Statement • Cash Flow Statement 4 Why Needed? The business owner needs to understand financial statements to: • determine if business is making a profit or losing money; • calculate current and future financial needs; • ensure positive cash flow for short-term needs. For lending and operating purposes, statements determine: • if business can afford to pay a loan; • loan amount; • loan term (number of years); • assets to buy vs. assets to finance; • collateral available to secure a loan. 5 Balance Sheet What a business owns (assets). What it owes (liabilities). What is left over (net value or equity in business). Picture of your business, frozen for second in time. Changes when business receives money or gives credit to a customer or pays a bill. 6 Income Statement Cash Flow Statement Ratios Income Statement Business’ sales and expenses plus its profit (or loss). Cash Flow Statement Sources, uses, and balance of cash, shown by month. Ratios Numbers used from financial statements to analyze a business’ financial condition. Ratios can be compared to other businesses in same industry.