Sales Order Cycle Review Report Insert Date. Source: 2 Table of Contents Executive Summary 3 Objective, Scope & Procedures Performed4

Sales Order Cycle Review Report

Insert Date

Source: www.knowledgeleader.com2

Table of Contents

Executive Summary

Executive Summary 3

Objective, Scope & Procedures Performed 4

Background

Background Statistics 5 - 6

Action Matrix

Action Matrix Summary 7

Action Matrix Detail 8 - 15

Appendices

A: Best Practice Scorecard 16

B: Internal Control Assessment 23

C: Process Maps 30

D: Testing Matrix 35

E: Acknowledgments 36


Executive Summary

Internal audit conducted a review of the sales order processing process with the objective of evaluating the overall function for adequate controls and operational effectiveness.

Specific areas of focus included quote-to-invoice process, contract operations/maintenance, accuracy and integrity of data captured in the order management system, and the quote-to-invoice cycle time.

This review was completed in (insert date).

The current sales order processing process is inefficient and results in increased quote to invoice cycle time. Also, the company’s information system is currently not collecting valuable sales discount information. This lack of information hampers management’s ability to make informed decisions relating to pricing. Other key observations noted during our review include:

• Discounts are currently not being tracked on an overall basis. This lack of discount information hinders management’s ability to create and maintain effective pricing strategies. In an analysis performed by Internal Audit, it was noted that XX% discount ($XXM) was given on orders of $XXXM during the period (insert dates).

• Discount authorization documentation is incomplete or missing. Potential unauthorized discounts may be given to customers which results in lost revenue and undermines the company’s overall pricing strategy.

• Contracts and agreements are not consistently submitted to contract operations for review.

• Tool configuration information is not readily available to regional marketing and sales personnel. As such the overall quotation/order process cycle time is increased because quotes and purchase orders do not contain complete information.

• Sales quotes do not consistently have complete tool configuration information, resulting in incomplete purchase orders from customers. Incomplete tool configuration information on purchase orders creates process inefficiencies in the configuration process and ultimately increase the overall order cycle time.

• A global clean book checklist (CBC) to address the overall sales order process do not exist. As CBC requirements are not consistent between departments, quotes and purchase orders are sometimes passed on to the next process step without complete information.

• The master price list in the (system) is not maintained. Pricing information provided to customers may be incorrect and could potentially result in lost revenue. Maintaining a manual system is costly and time consuming.

• The shipping log is not consistently filled out to reflect all appropriate shipping information. Failure to record shipping information in the shipping log could potentially hinder the company’s ability to trace shipments and respond to customer inquiries regarding shipments in a timely manner.


Objective, Scope & Procedures Performed

Procedures Performed During This Review

• Reviewed existing policies and procedures in the processing of sales orders from quote to invoicing.

• Interviewed key personnel in regional marketing, order management, and systems engineering to obtain an understanding of the sales order process.

• Performed transaction testing of sales orders to evaluate cycle time, proper authorizations and support for entries.

• Perform CAAT (Computer Assisted Auditing Testing) analysis on sales order records.

• Evaluated the efficiency and effectiveness of the sales order process and related internal controls and compared to “Best Practices,” noting opportunities for improvement.

Scope• The scope of the work included a review of the sales order cycle at (company).

• Our work did not include other Company X locations.

Objective

• Evaluate the internal control environment and the effectiveness and efficiency of the sales order cycle from quote to invoicing.

• Review and evaluate the adequacy of existing policies and procedures in the sales order process.

• Benchmark Company X’s sales order process with “Best Internal Control Policies” and “Best Practices” information.

• Identify opportunities for internal control and process improvements.


Background Statistics

Sales order statistics from (dates):

Total Orders Received $xxx.x M

Less: Total Discounts xx.x M (xx%)

Net Bookings Value xxx.x M

The table shows the top 10 customers by discount given. This represents approximately $xx.x M (xx%) of the total discounts over the period from (dates).

Customer Name List PriceBooking

ValueDiscount

GivenDiscount

%

TOTALS

Key Discount Statistics:

Top 10 Customer Discounts

Note: Data for both tables taken from sales order data from (dates).

Part # Part Description List PriceBooking

ValueDiscount

GivenDiscount

%

TOTALS

Top 10 Part Discounts

The table shows the top 10 discounted parts over the same period. Discounts relating to the xxx MM Indexer accounted for approximately $xx.x M (xx%) of total discounts ($xx.x M) given.


Background Statistics

Stratification of Order Values

The total order value of $ is comprised of x,xxx orders and is broken out below:

Stratified Value # of Orders % of Orders Total Value % of Value

Top Ten Customers as Percentage of Total Order Value

The top ten customers below accounted for $ (xx%) of the total booking value and x,xxx (xx%) of total orders from (dates). The detailed breakdown is outlined below:

Customer Name Booking Value % of Total

*The data above was obtained from the system and includes all orders received from (dates).


Action Matrix Summary

Issues/Observations Page Priority

1 Discount information is not tracked on a global basis and is therefore not available for management’s analysis. 8

2 Discount authorization documentation is incomplete or missing. 9

3 Contracts and agreements are not consistently submitted to contract operations for review. 10

4Tool configuration information is not readily available to regional marketing and sales personnel which increases the overall order process.

11

5Sales quotes do not consistently have complete tool configuration information, resulting in incomplete purchase orders from customers.

12

6 A global clean book checklist (CBC) to address the overall sales order process do not exist. 13

7 The master price list in the system is not maintained. 14

8 Repeat Item: The shipping log is not consistently filled out to reflect all appropriate shipping information. 15

Priority Rating High Medium Low


Action Matrix DetailIssues/Observations Action Required Owner Date

1. Discount information is not tracked on the system and is therefore not available for management’s analysis.

Internal audit conducted analysis of sales orders received from (dates). We compared the booking value of orders received to the master price list in the system. It was noted that approximately XX% discount was given ($XX.XM) on total orders of $XXXM. This information is not readily available to management (i.e., no reports from which detail this information, is currently available).

When customer orders are entered into the system, the total price on the orders is input into a field called “booking value.” Orders are currently entered in at the net sales amount and not at the gross price with the associated discount (if applicable). Per discussion with the Project Specialist, the system has this capability (tracking both the gross price and the discount) but it is currently not being utilized. As such, the company is not tracking discounts through its order management system.

As the company currently does not have good visibility of total discounts given to customers on a global basis, management is not informed on how much discount is actually given away. Additionally, margin & profitability information on the various product lines is difficult to ascertain because of the lack of detailed discount information.

Business Impact:

• Lack of discount information affects management’s ability to create and maintain effective pricing strategies.

• Margin & profitability information on the various product lines is difficult to ascertain because of the lack of detailed discount information.

A. The gross value of the product and the discounts offered should be entered and tracked in the system.

B. Perform periodic margin and profitability analysis of the sales order in the system to ensure that overall discounts given to customers are in accordance with management’s strategies.



2. Discount authorization documentation is incomplete or missing.

According to the company’s sales authorization matrix (on the company’s intranet), all discounts greater than XX% must be signed by either the CEO or the COO.

At the request of the Operations Controller, we reviewed X purchase orders (with the purpose of verifying proper discount authorization) for the following customers; (companies). Our findings are as follows: (insert findings)

Business Impact:

• Unauthorized discounts given to customers.

A. Train applicable sales personnel to ensure that discount authorization is obtained prior to providing discounts to customers. Additionally, make sure approved discounts are supported by the appropriate documentation.

B. Evaluate the current discount authorization matrix/policy for relevancy and make changes as appropriate.



3. Contracts and agreements are not consistently submitted to contract operations for review.

According to the Director of Contracts/Intellectual Property, the company does not currently have a formal contract and agreement review process.

There are currently no formal guidelines or policies governing sales individuals when they are negotiating contracts/agreements with customers. As such, sales individuals have at times entered into agreements with customers without first consulting the company’s in-house legal counsel. Per discussion with the Director of Contracts/Intellectual Property, any non-standard agreement (i.e., any modification or deviation from Company X’s standard Terms & Conditions) should be reviewed by contract operations. However, this is a verbal policy only at this time and no formal documentation exists.

Establishing a formal documented review process will help mitigate potential legal risks the company may be exposed to during contract negotiations.

Business Impact:

• Although we did not encounter any significant issues, the company may have potential exposure by entering into agreements without first obtaining the necessary legal advice.

A. Establish a systematic process to review non-standard contracts. Additionally, create a matrix of potential sales opportunities with corresponding action items to help sales individuals know when they should obtain assistance from the in-house legal counsel.



4. Tool configuration information is not readily available to regional marketing and sales personnel which increases the cycle time in the sales order process.

Sales personnel request pricing and availability information from regional marketing when preparing a quote for a customer. This is done for both tool (configurable) and non-tool (not configurable) products. If the quote involves a tool then it will require configuration information.

Per discussion with the Senior Regional Marketing Representative, tool configuration information is not consistently available to regional marketing and sales personnel. Systems engineering maintains a database of known configurations with tool names; however, regional marketing and sales personnel do not have access to this information. If quotes do not contain accurate tool configuration information then the whole order process is slowed down because systems engineering can not configure tools without complete information from the customer. As both regional marketing and sales personnel are heavily involved in the quoting process, they need to have easy access to this information to be able to provide customers with accurate tool information.

Providing regional marketing and sales personnel with a report of known tool configurations will help them to better communicate with the customer on the front end and expedite the quoting process.

Business Impact:

• The overall quotation/order process cycle time is increased because quotes and purchase orders do not contain complete information. This in turn increases the overall cycle time from quote to shipment.

A. A periodic report of known tool configuration should be provided to by Systems engineering should provide regional marketing and sales personnel.

B. Management should consider creating an online database of known tool configuration that regional marketing and sales personnel can access. Such database should be updated with accurate tool configuration information. On-site field engineers and selected customers should be provided access to such tooling information.



5. Sales quotes do not consistently have complete tool configuration information, resulting in incomplete purchase orders from customers.

Per discussion with the Senior Regional Marketing Representative, sales personnel do not consistently provide regional marketing with all the necessary information to ensure that quotes (which customers use to issue purchase orders) are accurate and complete. Additionally, sales personnel are required to complete a clean book checklist (CBC) for the quote before they issue it to the customer; however, this is not consistently done. A standardized quote request form has been developed for sales personnel but is not consistently used. As such, customer purchase orders do not always have complete information. According to the Systems Engineer, purchase orders need to be more specific to allow the systems engineering team to accurately configure tools.

According to the Systems Engineering Manager, approximately XX% of purchase orders received from order management have incomplete or incorrect tool configuration information. When this happens, systems engineering is required to communicate with regional marketing or directly with the customer to obtain the necessary information to complete the tool configuration process.

Internal audit tested XX purchase orders received by systems engineering over a one week period and noted that X purchase orders contained incomplete (X) or incorrect (X) tool configuration information. These types of issues prevent systems engineering from completing tool configurations in a timely manner and thereby increases the cycle time to process customer orders.

Business Impact:

• Incomplete tool configuration information on purchase orders creates process inefficiencies in the configuration process and ultimately increase the overall order cycle time.

• Incorrect configuration information could potentially cause the company to incur additional costs associated with rework.

A. Establish a systematic process to ensure that complete configuration information is provided by the customer before the purchase order is submitted to systems engineering.

B. Systems engineering should be involved in the quote process to ensure that customers are provided with accurate configuration information up-front.

C. The standardized quote request form should be used to ensure complete and accurate quote information is captured from customers. Sales personnel should review completed quotes for accuracy and completeness before submitting to regional marketing and systems engineering.



6. A global clean book checklist (CBC) to address the overall sales order process do not exist.

Regional marketing and order management are required to complete a clean book checklists (CBCs) which are unique to their respective area. Additionally, systems engineering completes an engineering design analysis (EDA) when configuring tools. However, there is no global document that addresses the overall sales order process. As such, customer purchase orders are processed without regard to the overall sales order process. This has resulted in inefficiencies in the sales order process.

For example, the order management CBC does not contain all the information needed by systems engineering. Items such as the customer contact name, tool name and model name are not addressed by the current order management CBC. As a result, purchase orders “pass” the order management CBC which do not meet systems engineering information requirements. These purchase orders require additional follow-up work (i.e., locating the customer contact name, tool name, etc.). We tested XX purchase orders that passed the order management CBC and were faxed to systems engineering and noted that X of the purchase orders required follow-up work.

In order to expedite the sales order process, management should consider aligning the CBCs and the EDA among the various departments involved in the sales order process. This will help streamline the overall process as all the necessary information is captured from the customer at one point in time.

Business Impact:

• As CBC requirements are not consistent between departments, quotes and purchase orders are sometimes passed on to the next process step without complete information. This inefficiency increases the overall cycle time from quote to shipment.

A. Regional marketing, order management, and systems engineering should evaluate consolidating the existing CBCs and EDA into one global document that contains all necessary information (i.e., billing information, tool configuration information, etc.).



7. The master price list in the system is not up to date.

Per discussion with the Information Technology specialist, the master price list in is not complete and is not kept up to date.

Internal audit reviewed the list price for XX part numbers in the price book used by regional marketing for quote purposes and traced and agreed the price to the master price list contained within and noting one discrepancy. Additionally, we performed CAAT testing on the master price list within and found that XXX part numbers were missing from the master price list.

The master price list within should be kept current with all existing tools and their associated prices. Maintaining pricing information on system X will increase the accuracy and integrity of the pricing information and decrease the cost of maintaining and updating the manual system which is currently being employed.

Business Impact:

• Pricing information provided to customers may be incorrect and could potentially result in lost revenue.

• Maintaining a manual system is costly and time consuming.

A. Update and maintain the master price list on the system.

B. Establish a formal process to ensure that pricing information is consistently obtained and updated.



8. Repeat Item: The shipping log is not consistently filled out to reflect the carrier and routing number.

The shipping department is required to keep a shipping log to capture daily shipping information and activity. Each log entry is supposed to capture key information on the shipment, which includes the carrier and the applicable routing number.

Per review of the shipping log, it was noted that key shipping information is not consistently being recorded in the shipping log. It was noted that XX% of the log entries did not contain carrier and routing number information. Additionally, we were unable to locate the supporting shipping documentation in XX% of the transactions reviewed.

Shipping employees should record all applicable shipping information in the shipping log on the same day that shipment occurs. This practice will ensure that all supporting information is properly recorded and documented.

Business Impact:

• Failure to record shipping information in the shipping log could potentially hinder the company’s ability to quickly respond to customer questions regarding shipments.

• Potential loss of traceability for products in transit.

A. Implement policy that requires shipping log to be completely filled out the same day product is shipped.

B. Create an X database database to maintain the shipping log. The invoicing department should have access to the database so they can verify items have been shipped before invoicing occurs.


Appendix A: Scorecard

The matrix on the following pages is based on recommended practices.

An evaluation of Company X’s processes is noted in each instance.

Good/World Class - “Best Practice” currently in use.

Moderate Use - Improvement possible in order to achieve “Best Practice” status.

Limited/Some Use - Improvement recommended to improve process efficiency/effectiveness.6

Practices were evaluated as follows:

Where possible improvement can be made in the company’s best practice structure, a reference has been made to the Action Matrix, where management’s change implementation is described along with the responsible party and estimated implementation timing.


Best Practices

Key Internal Control Objective Page Priority

1 Provide one primary contact point for each type of customer. 18

2 Create a simple, easy-to-use order-taking process. 19

3 Create an integrated system that is informative and flexible and used throughout the company. 20

4 Make decisions at the time of customer contact. 21

5 Establish and periodically reevaluate long-term agreements between customers and the company. 22


Best PracticesKey Internal Control Objective Company X Practice Rating Reference

1. Provide one primary contact point for each type of customer.

• The company has records that indicate customer characteristics such as order frequency, volume, and complexity.

• Customer technological and personnel capabilities are a major consideration in deciding how a company's orders are placed.

• Employee responsibilities relating to taking customer orders is well defined, and questions about products are referred to a trained customer service representative.

• The company has mechanisms in place to measure how well employees taking orders respond to customers.

Benefits:

• Reduced customer frustration in searching for answers to questions.

• Improves order cycle time.

• Reduces company costs and customer complaints.

• Improves the company’s responsiveness and ability to track orders.

Company X customers currently interact primarily with the sales person servicing their account.

When the customer needs technical information then someone from the systems engineering department will interact with the customer to exchange the relevant technical data.

Systems engineering does not currently have a formal process for communicating this information to the customer. The company should evaluate the feasibility of dedicating a systems engineer (or another employee with a sufficient technical background) to working exclusively with customers to determine technical specifications.

Action Item # 4,5



2. Create a simple, easy-to-use order-taking process.

• Computer systems are always accessible while employees are taking orders.

• The company considers the complex or specialized needs of certain customer groups in designing its order-taking process.

• The company always confirms a customer's order before completing the order-taking process.

• The company uses the order date as the primary means of ranking orders by priority.

Benefits:

• Order process time is reduced.

• Reduces customer inquiries/complaints and internal follow-up on orders.

Sales personnel do not consistently provide regional marketing with all the necessary information to ensure that quotes (which customers use to issue purchase orders) are accurate and complete.

According to the Systems Engineering Manager, approximately XX% of purchase orders received from order management have incomplete information. When purchase orders have incomplete information systems engineering is required to communicate with regional marketing or with the customer to obtain the necessary information to complete the tool configuration process.

Action Item # 4,5



3. Create an integrated system that is informative and flexible and used throughout the company.

• Customers are transferred from the primary contact when order status must be checked.

• All departments involved in the order cycle share a common database.

• If the company sells to distributors, its system is linked with individual distributor's sales data.

• Customers who place orders on a credit basis must have each order approved by the credit department.

Benefits:

• Improves order cycle time.

• Reduces internal follow-up on orders.

• Improves the accuracy of the order process.

• Improves the efficiency of tracking and monitoring the order status.

The company currently uses the system, which is an enterprisewide system. The order entry system resides in system x; however, only regional marketing and order management use the system to locate pricing information and to input configuration information. Sales and systems engineering do not use the system to perform their specific functions.

Action Item # 4



4. Make decisions at the time of customer contact.

• The customer contact representative is empowered to make most decisions regarding customers during the course of taking an order.

• The company has a system mechanism by which it can monitor representatives to ensure they adhere to preset credit/discount authorizations.

• In most cases, calls from customers with questions about order status must be referred to someone other than the customer contact representative.

Benefits:

• Reduces the number of times customers have to call.

• Reduces the time spent on answering questions and taking orders.

• Eliminates frustration with not getting an answer.

• Speeds up the customer's decision process.

The company does not currently have a systematic process to ensure that complete configuration information is provided by the customer prior to the purchase order being submitted to systems engineering.

Systems engineering should be involved in the quoting process to ensure that customers are provided with adequate configuration information before the purchase order is submitted to Company X.

Action Item # 5



5. Establish and periodically reevaluate long-term agreements between customers and the company.

• The company makes an effort to identify customers with whom to establish long-term contracts.

• The company jointly decides with the customer on the terms and conditions of the sale that should be expected of both the company and the customer.

• Terms and conditions of sale in general and for specific customers are reflected in the company's order processing system.

Benefits:

• Improves customer relations.

• Allows the company to cooperate with their customers on price, service, and quality.

• Enables the company to estimate product demand.

• Increases customer satisfaction by providing reliable sources and predictable lead times.

• Eliminates expectation gaps.

• Reduces customer claims for non-conformance.

Contract operations is currently attempting to institute a formal contract and agreement review process to ensure that terms and conditions of contracts and agreements are clear and understood by both parties.

Action Item # 3


Appendix B: Internal Control Assessment

The matrix on the following pages lists process controls which should be present within the warranty/field services environment. We evaluated the adequacy of each control in Company X’s warranty/field services process.

Strong Controls - Controls are present to mitigate process/business risk and are operating effectively and efficiently.

Moderate Controls - Controls are present to mitigate most process/business risk, but management should evaluate opportunities to enhance existing controls.

Limited Controls - Existing controls may not mitigate process/business risk, and management should consider implementing a stronger control structure.6

Controls were evaluated as follows:

Where possible improvement can be made in the control structure, a reference has been made to the Action Matrix, where management’s change implementation plan is described along with the responsible party and estimated implementation timing.


Internal Control Assessment

Key Internal Control Objective Page Priority

1 Discounts should approved by appropriate personnel. 25

2Use a comprehensive control documentation to ensure that all relevant sales order information is captured on quotes and purchase orders prior to processing.

26

3 Standard quote request forms should be used when obtaining quotes. 27

4Sales order information on quotes should be reviewed by the appropriate personnel prior to final distribution to the customer.

28

5 Shipping logs should be filled out completely and maintained on a daily basis. 29


Internal Control AssessmentKey Internal Control Objective Company X Practice Rating Reference

1. Discounts should approved by appropriate personnel.

• Discount authorization forms should be signed and dated by the appropriate personnel.

• Discount authorization forms should be filed with the applicable purchase order or contract.

Business Impact:

• Discount authorization policies and procedures protect the company’s pricing strategy and provide management with visibility over the discounts given to customers.

It was noted during our review that standard authorization documentation for discounts was missing or incomplete.

The sales authorization matrix on the company’s intranet states that all discounts greater than XX% must be signed by either the CEO or the COO.

Train applicable sales personnel to ensure that discount authorization is obtained prior to providing discounts to customers. Additionally, make sure approved discounts are supported by the appropriate documentation.

Management should also evaluate and update the current discount authorization matrix/policy for relevancy.

Action Item # 2



2. Use a comprehensive control document to ensure that all relevant sales order information is captured on quotes and purchase orders prior to processing.

• Ensures all the necessary information is obtained on the purchase order for entry into the system.

• Provides accountability and allows management to track breakdowns in the process.

• Ensures all the correct information is on the quote before it is distributed to the customer.

Business Impact:

• Improves cycle time from quote to entry into the order backlog.

• Improves process efficiency.

• Provides control points to ensure all information is complete and accurate.

Order Management currently uses a Clean Book Checklist (CBC). The CBC ensures that the PO contains all the necessary information for entry into the system. However, the CBC does not require that all necessary configuration information be on the purchase order before entry is made into the system.

According to the Quote Completion process map (date), sales personnel should complete a CBC for the quote before they distribute it to the customer. However, this is not done consistently.

Action Item # 5,6



3. Standard quote request forms should be used when obtaining quotes.

• Ensures that all the information needed by regional marketing, order management, and systems engineering is provided by the sales personnel on the front end of the sales order process.

• Reduces the overall time spent obtaining the necessary quote information (i.e., pricing, tool configuration) from regional marketing.

Business Impact:

• Improves overall sales order cycle time.

• Pricing and tool configuration information is more accurate and timely.

Per discussion with the Senior Regional Marketing Representative, a standardized quote request form has been developed for sales personnel but is not used consistently.

This form should be used to ensure complete and accurate quote information is captured from customers. Have sales personnel review completed quotes for accuracy and completeness.

Action Item # 5



4. Sales order information on quotes should be reviewed by the appropriate personnel prior to final distribution to the customer.

• Quotes are reviewed by the engineers to ensure the product configuration is technically correct.

• Systems engineering should interact with the customer (if necessary) early on in the quoting process to ensure the integrity of the quote process is maintained.

Business Impact:

• Improved process efficiency in the quotation process.

• Reduce the number of purchase orders that need to be reconfigured.

• Provide accurate quotes to the customers.

Quotes generated by regional marketing for sales personnel are not consistently reviewed by systems engineering.

Systems engineering should be involved early on in the quoting process to ensure that customers are provided with adequate tool configuration information.

Action Item # 4,5



5. Shipping logs should be filled out completely and maintained on a daily basis.

• All information in the shipping log should be filled out daily at the time of shipment.

• Shipping information allows the company to verify shipments for invoicing purposes and to track shipments once they have been sent.

Benefits:

• Improve traceability on products shipped to customers.

• Provide complete and accurate shipping documentation.

The shipping department does not consistently record the carrier and routing number in the shipping log on the same day of shipment. Currently, this information is recorded the day after the product actually ships.

Detailed testing revealed that this information is often not recorded in the shipping log. Also, we were unable to locate much of the source documentation providing the applicable information.

It should be noted that the company is in the process of determining the feasibility of using an electronic shipping log. Additionally, the company is evaluating using bar code technology for all shipments. As such, all the shipping information will be electronically recorded and input into the company’s information system.

Action Item # 8


System Engineering determines

configuration

Order Management specialist reviews

PO and enters it into the system

Customers Sends Purchase Order to

Company X

Appendix C: Sales Order Process Map

Sales Representative

request a quote from Regional Marketing

PO is entered into the System

· Regional Marketing obtains Standard product and pricing information from product marketing.

Sales Representatives do not use a standardized quote request form.

Quote is sent to the sales representative for review. This review is not consistently performed.

Non standard orders that are not in the visibility system or in the price book are sent to system engineering for configuration, even if the tool has been created before.

Known tool name report is not distributed monthly to RM.

Quote is not consistently generated by product marketing with System Engineering input.

Quote is emailed to the Sales Representative before receiving system engineering input.

· Sales Representative sends quote to the customer.

· The PO comes into Company X and is distributed to the appropriate Order Management Specialist.

· A folder is created to maintain copies of the PO, CBC check list, X database log sheet, order entry check list, any change order check list, copy of fax set to system engineering (for non standard products), and any product configurations.

The PO is logged into the X database that tracks the sales order process.

The Order Management (OM) Specialist utilizes the clean book checklist (CBC) to review the PO.

If the PO fails the CBC, then the OM Specialist will note in Access, the reason why the item failed and who the PO is sent to in Regional Marketing.

A standard form is not used to communicate problems to Regional Marketing.

One copy is placed in the PO folder and one copy is sent to appropriate Regional Marketing personnel.

· When PO passes the CBC, it is entered into as “System Engineering.”

· The Order Management Specialist faxes the PO to Person X in System Engineering.

System Engineering configures the toll and emails the configuration to the appropriate Order Management Specialist.

Order Management Specialist enters the information into backlog.

· When PO passes the CBC, it is entered into .

Company X Control Points In Place:

· Process Step

Internal control point (manual)

Internal control point (system based)

Company X Control Weaknesses:

Internal control weakness

Process inefficiency


Packing slips are generated.

Product is inspected by

Quality Assurance (QA).

Product is pulled from the inventory

warehouse.

The Shipping Request Form

(SRF) is created.

Invoice is generated.

The product is invoiced and

shipped.

Appendix C: Shipping/Invoicing Process Map

Order management enters sales order information into the system.

Regional Marketing creates a Shipping Request Form (SRF) based on the sales order information within the system. The SRF triggers the shipping process.

A copy of the SRF is sent to the finished goods coordinator.

Some SRFs are created manually because of efficiency limitations within.

The serial number is assigned to product on the manufacturing floor.

Serial numbers are duplicated or are incorrectly assigned.

The LPT line manager provides a daily shipping sheet which the finished goods coordinator reviews and matches up to the SRF details.

The finished goods coordinator then examines the serial numbers on the goods to be shipped and writes the serial numbers on the SRF. Tools requiring serial numbers include: SmartComm, SmartTag, LPTs, Indexer, & 300MM Pods.

The items on the SRF are allocated (transferred from finished goods) to the sales order.

Finished goods not already on the shipping floor are pulled from the inventory warehouse.

The SRF is then passed on to Quality Assurance for review.

Serial number information is still manually transferred on some of the shipping docs, and is therefore subject to human error.

QA inspects the product and verifies that the information on the SRF matches to the actual items on the shipping floor (i.e., part number, description, quantity, serial number).

QA is using the SRF, rather than the packing slip, to verify the serial numbers instead of the packing slip.

Once SRF information has been verified it is entered into the system and a packing slip is generated.

The packing slip is used to create the invoice.

Packing slips are not being reviewed/checked against the SRF.

The packing slip is sent to invoicing and an invoice is generated by system.

A copy of the invoice is sent to the shipping floor (for international shipments) and is attached to the product being shipped (along with all of the other shipping documentation).

A copy of the invoice is mailed to the customer.

Product loaded onto freight carriers is not being sufficiently monitored as its being loaded.

The daily invoice log is not being matched up to the shipping log.


· Process Step







PO is entered into the system

Order Management specialist scrub PO and enters it into the

system


Company X

Sales Representative

request a quote from Order Management

Appendix C: Proposed Sales Order Non-Tool Processing Process Map

Sales Representative requests a quote for tool and non-tool products from Regional Marketing utilizing the standard quote request template.

Standard products, pricing information is obtained from product marketing system.

Quote is sent to Order Management for technical review.

Quote then forwarded to the sales representative for order completeness review.



· If the PO is new, a folder is created to maintain copies of the PO, CBC check list, X database log sheet, order entry check list, any change order check list, copy of fax set to systems engineering (for non standard products), and any product configurations.

There are no policies or procedures in place that indicate the proper way to receive/process PO, to maintain a folder, what to put in the folder, and what to enter into Access.

The PO is logged into the X database.

The Order Management Specialist utilizes the clean book checklist (CBC) to review the PO.

If the PO fails the CBC, then the OM Specialist will log under the PO number in Access, the reason why the item failed and who the PO is sent to in Regional Marketing.


· The Order Management Specialist fills out the standard CBC fail sheet and sends the PO to Regional Marketing.

· This process is completed until the PO passes the CBC.

· When PO passes the CBC, it is entered into system.


· Process Step







Order Management specialist scrub PO and enters it into the

system


Company X

Sales Representative request a quote from Order Management

(Unknown)

Appendix C: Proposed Sales Order Tool Based Processing Process Map

Sales Representative request a quote from Order Management

(known)

Systems Engineering determines

configuration


Check in the visibility system, the price book, and the known tool name report (provided by SE) for the requested tool.

Standard products, pricing information is obtained from product marketing system.





Check in the visibility system, the price book, and the known tool name report (provided by SE) for the requested tool.

If tool is not found, send t o systems engineering for configuration.

· Quote is generated.





· If the PO is new, a folder is created to maintain copies of the PO, CBC check list, X database log sheet, order entry check list, any change order check list, copy of fax set to systems engineering (for non standard products), and any product configurations.

There are no policies or procedures in place that indicate the proper way to receive/process PO, to maintain a folder, what to put in the folder, and what to enter into Access.

The PO is logged into the X database.

The Order Management Specialist utilizes the clean book checklist (CBC) to review the PO.

If the PO fails the CBC, then the OM Specialist will log under the PO number in Access, the reason why the item failed and who the PO is sent to in Regional Marketing.


· The Order Management Specialist fills out the standard CBC fail sheet and sends the PO to Regional Marketing.

· This process is completed until the PO passes the CBC.

· When PO passes the CBC, it is entered into as “Systems Engineering.”

· The Order Management Specialist faxes the PO to (name) in Systems Engineering.

Systems Engineering configures the toll and emails the configuration to the appropriate Order Management Specialist.

Order Management Specialist enters the information into backlog.


· Process Step







Product is packed and prepared for shipment.

Product is pulled from the finished goods

inventory.

Regional marketing coordinates orders

with available goods.

Appendix C: Proposed Shipping/Invoicing Process Map

Product is moved from manufacturing to the finished goods area

and inspected by QA.

The product is invoiced and shipped.

Each manufacturing line provides regional marketing with an accurate lead time report indicating product availability.

The serial number is input into the system at the front end of the shipping/invoicing process (at the end of the manufacturing process).

QA examines the product to ensure it matches the pick/pack slip (part #, serial #, etc.) and goes through the remaining QA checklist.

Regional marketing coordinate orders from customers with the finished goods availability and manufacturing backlog.

Regional marketing assigns finished goods with orders and established what is available for shipment on a daily basis.

Orders are allocated to Finished Goods by Regional marketing.

The Finished Goods Coordinator prints out a list of goods to be shipped each day and generates the pick/pack list for these goods.

The pick/pack slips are used to pull the products from inventory.

QA performs final quality and documentation checks.

Pick list goes to the Traffic Coordinator to print the Packing slip.

The goods are packed, boxed and prepared for shipment.

The necessary shipping documents are attached to the shipment (i.e., packing slip, invoice).

For international shipments, a shipping employee can generate a copy of the invoice at the shipping dock location using software package.

The product is loaded onto the freight forwarders and shipped.

Invoicing receives copies of the shipping documentation so that any remaining invoices can be generated and sent to the respective customer.

For shipments via Power Freight, invoicing sets up an intermediate invoicing location in and invoices the intermediate location in system.

Once a copy of the signed freight document is returned to invoicing (indicating final shipment), the invoice is transferred out of the intermediate location and is closed to the regular revenue account.


· Process Step







Appendix D: Testing Matrix

Test Attribute Tested Non-compliance % Comments/Detail

Customer File to PO

Verified that the customer file contained a copy of the PO and a signed X database entry form

Of the XX customer files tested, XX contained a copy of the PO

Customer File to Order Entry List

Verified that the customer file contained a completed and signed CBC and order entry list

Of the XX files tested, X did not contain an order entry check list

Customer File to CBC

Verified that the CBC was signed and completed

Of the XX files tested, XX CBC’s were not signed and one was not fully completed

System to Customer PO

Verified that the information on the PO was accurately reflected in the system

Of the XX sales orders selected from , all XX contained the proper information form the PO

Shipping Log & Supporting Doc.

Verified that shipments had proper weigh bill documentation

Of the XX log entries checked X did not have supporting weigh bill documentation

Shipping Log & Supporting Doc.

Verified that shipper documents were properly authorized or signed

Of the XX shipper documents checked X did not have shipped by signed

Shipping Log Verified shipping log contained carrier name and weigh bill number

Of the XXX log entries checked XX did not have information for carrier or weigh bill invoice number

Clean PO to Systems Engineering

Verified with system engineering that “clean” POs sent to them were actually “clean”

Of the XX clean PO’s tested, only X contained the proper information for systems engineering to configure the product immediately

Master Price List Traced and agreed the list price from the price book to the master price list in the system

Of the XX prices tested, X price discrepancy was noted

The following matrix documents the audit tests performed, relating to the sales order process review, and the results of these tests. Overall, opportunities exist to improve the process. These improvements will ensure that internal controls are operating effectively and efficiently in order to mitigate risks associated with the process.


Appendix E: Acknowledgements

We would like to thank all Company X employees who assisted us in our work during this project.

We received input and assistance from the following persons:

• Operations Controller

• Global Spares and Logistics Manager

• Regional Marketing

• Contracts/Intellectual Property

• Systems Engineer

• Systems Engineering Manager

• Project Specialist

• Information Technology

• Order Management

Documents

Sales Order Cycle Review Report Insert Date. Source: 2 Table of Contents Executive Summary 3 Objective, Scope & Procedures Performed4