Reference Case Study 7-43 in the textbook.
 
Prospect Corporation, your new audit client, processes its sales and cash receipts in the following manner:

(1) Sales. Salesclerks prepare sales invoices in triplicate. The original and second copy are presented to the cashier, and the third copy is retained by the salesclerk in the sales book. When the sale is for cash, the customer pays the salesclerk, who presents the money to the cashier with the invoice copies.

A credit sale is approved by the cashier from an approved credit list. After receiving the cash or approving the invoice, the cashier validates the original copy of the sales invoice and gives it to the customer. At the end of each day, the cashier recaps the sales and cash received, files the recap by date, and forwards the cash and the second copy of all sales invoices to the accounts receivable clerk.

The accounts receivable clerk balances the cash received with cash sales invoices and prepares a daily sales summary. Cash sales are posted by the accounts receivable clerk to the cash receipts journal, and the daily sales summary is filed by date. Cash from cash sales is included in the daily bank deposit (preparation of the bank deposit is described with cash receipts in the following section). The accounts receivable clerk posts credit sales invoices to the accounts receivable ledger and then sends all invoices to the inventory control clerk in the sales department.

The inventory clerk posts to the inventory control cards and files the sales invoices numerically.

(2) Cash receipts. The mail is opened each morning by a mail clerk in the sales department. The mail clerk prepares a remittance advice (showing customer and amount paid) for each check and forwards the checks and remittance advices to the sales department supervisor. The supervisor reviews the remittance advices and forwards the checks and advices to the accounting department supervisor.

The accounting department supervisor, who also functions as credit manager in approving new credit and all credit limits, reviews all checks for payments on past-due accounts and then gives the checks and remittance advices to the accounts receivable clerk, who arranges the advices in alphabetical order. The remittance advices are posted directly to the accounts receivable ledger cards. The checks are endorsed by stamp and totaled. The total is posted to the cash receipts journal. The remittance advices are filed chronologically.

After receiving the cash from the previous day’s cash sales from the cashier, the accounts receivable clerk prepares the daily deposit slip in triplicate. The original and second copy of the deposit slip accompanies the bank deposit, and the third copy is filed by date. The bank deposit is sent directly to National Bank.

Required:           

1. Prepare a systems flowchart of internal control over sales transactions as described in part (1) above.
2. Prepare a systems flowchart of internal control over cash receipts as described in part (2) above.

Your paper should be 3-4 pages in length. Follow APA format, according to CSU-Global Guide to Writing and APA Requirements. Include a title page and reference page. Use two outside academic sources other than the textbook, course materials, or other information provided as part of the course materials.

In 2014, Chandler Company had net credit sales of $1,125,000. On January 1, 2014, Allowance for Doubtful Accounts had a credit balance of $27,000. During 2014, $42,000 of uncollectible accounts receivable were written off. Past experience indicates that the allowance should be 10% of the balance in receivables (percentage of receivables basis). If the accounts receivable balance at December 31 was $380,000, what is the required adjustment to the Allowance for Doubtful Accounts at December 31, 2014?

Write a 700- to 1,050-word paper identifying and describing how specific system used in an organization has transformed how the organization operates.

Discuss how the business requirements drove the system’s initial development.

Describe the type and basic uses of the system, how the system has helped the organization, and any likely future development plans.

Note. This cannot be the same as the system discussed in Week 3. This system must be used in your current place of employment or an organization you are familiar with.