Turnover ratios

by Steven Bragg @ Articles - AccountingTools

Tue Mar 27 15:24:00 PDT 2018

A turnover ratio represents the amount of assets or liabilities that a company replaces in relation to its sales. The concept is useful for determining the efficiency with which a business utilizes its assets. In most cases, a high asset turnover ratio is considered good, since it implies that receivables are collected quickly, fixed assets are heavily utilized, and little excess inventory is kept on hand. This implies a minimal need for invested funds, and therefore a high return on investment.

Conversely, a low liability turnover ratio (usually in relation to accounts payable) is considered good, since it implies that a company is taking the longest possible amount of time in which to pay its suppliers, and so has use of its cash for a longer period of time.

Examples of turnover ratios are:

• Accounts receivable turnover ratio. Measures the time it takes to collect an average amount of accounts receivable. It can be impacted by the corporate credit policy, payment terms, the accuracy of billings, the activity level of the collections staff, the promptness of deduction processing, and a multitude of other factors.
• Inventory turnover ratio. Measures the amount of inventory that must be maintained to support a given amount of sales. It can be impacted by the type of production process flow system used, the presence of obsolete inventory, management's policy for filling orders, inventory record accuracy, the use of manufacturing outsourcing, and so on.
• Fixed asset turnover ratio. Measures the fixed asset investment needed to maintain a given amount of sales. It can be impacted by the use of throughput analysis, manufacturing outsourcing, capacity management, and other factors.
• Accounts payable turnover ratio. Measures the time period over which a company is allowed to hold trade payables before being obligated to pay suppliers. It is primarily impacted by the terms negotiated with suppliers and the presence of early payment discounts.

The turnover ratio concept is also used in relation to investment funds. In this context, it refers to the proportion of investment holdings that have been replaced in a given year. A low turnover ratio implies that the fund manager is not incurring many brokerage transaction fees to sell off and/or purchase securities. The turnover level for a fund is typically based on the investment strategy of the fund manager, so a buy-and-hold manager will experience a low turnover ratio, while a manager with a more active strategy will be more likely to experience a high turnover ratio and must generate greater returns in order to offset the increased transaction fees.

Related Courses

Business Ratios Guidebook 
The Interpretation of Financial Statements 

Webinar – Family Accounting Recording Deposits

by Katie Anderson @ Procare Support

Mon Feb 12 13:40:19 PST 2018

How to create a record of a bank deposit by selecting a group of payments received and “closing” them in a deposit report.

The post Webinar – Family Accounting Recording Deposits appeared first on Procare Support.

Cities and Municipalities Can Jump off the Invoice Processing Treadmill

by Brian Edgmon @ ACOM Solutions Inc.

Thu Mar 08 10:43:12 PST 2018

The accounts payable departments at cities and municipalities must feel like they are on a treadmill. Much of their day is spent on transaction processing such as: Keying invoice information Tracking down approvals Physically routing invoices Following up on approvals Resolving exceptions via back-and-forth e-mails and phone calls Keying information on approved invoices into an […]

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Inventory change

by Steven Bragg @ Articles - AccountingTools

Tue Mar 27 13:22:00 PDT 2018

Inventory change is the difference between the inventory totals for the last reporting period and the current reporting period. The concept is used in calculating the cost of goods sold, and in the materials management department as the starting point for reviewing how well inventory is being managed. It is also used in budgeting to estimate future cash requirements. If a business only issues financial statements on an annual basis, then the calculation of the inventory change will span a one-year time period. More commonly, the inventory change is calculated over only one month or a quarter, which is indicative of the more normal frequency with which financial statements are issued.

For example, if the ending inventory at the end of February was $400,000 and the ending inventory at the end of March was $500,000, then the inventory change was +$100,000.

The inventory change calculation is applicable to the following areas:

• Accounting. Inventory change is part of the formula used to calculate the cost of goods sold for a reporting period. The full formula is: Beginning inventory + Purchases - Ending inventory = Cost of goods sold. The inventory change figure can be substituted into this formula, so that the replacement formula is: Purchases + Inventory decrease  - Inventory increase = Cost of goods sold. Thus, it can be used to slightly compress the calculation of the cost of goods sold.
• Inventory management. The materials management staff uses the inventory change concept to determine how its purchasing and materials usage policies have altered the company's net investment in inventory. They typically drill down from the inventory change figure and review changes for each type of inventory (e.g., raw materials, work in process, and finished goods), and then drill down further to see where changes arose at the level of each stock keeping unit. The result of this analysis may include changes in ordering policies, the correction of faulty bills of material, and alterations to the production schedule.
• Cash budgeting. The budgeting staff estimates the inventory change in each future period. Doing so impacts the amount of cash needed in each of these periods, since a reduction in inventory generates cash for other purposes, while an increase in inventory will require the use of cash.

The concept is also used in a general sense to keep track of the overall investment in inventory, which management may monitor to see if working capital levels are increasing at too rapid a pace.

Related Courses

Accounting for Inventory 
How to Audit Inventory 

Throughput definition

by Steven Bragg @ Articles - AccountingTools

Tue Mar 27 15:19:00 PDT 2018

Throughput is the number of units that pass through a process during a period of time. This general definition can be refined into the following two variations, which are:

• Operational perspective. Throughput is the number of units that can be produced by a production process within a certain period of time. For example, if 800 units can be produced during an eight-hour shift, then the production process generates throughput of 100 units per hour.
• Financial perspective. Throughput is the revenues generated by a production process, minus all completely variable expenses incurred by that process. In most cases, the only completely variable expenses are direct materials and sales commissions. Given the small number of expenses, throughput tends to be quite high, except for those situations in which prices are set only slightly higher than variable expenses.

For operations, throughput can be increased by enhancing the productivity of the bottleneck operation that is constraining production. For example, an additional machine can be purchased, or overtime can be authorized in order to run a machine for an extra shift. The key point is to focus attention on the productivity of the bottleneck operation. If other operations are improved, the overall throughput of the system will not increase, since the bottleneck operation has not been enhanced. This means that the key focus of investment in the production area should be on the bottleneck, not other operations.

For financial analysis, throughput can be increased by altering the mix of products being produced, to increase the priority on those products that have the highest throughput per minute of time required at the constrained resource. If a product has a smaller amount of throughput per minute, it can instead be routed to a third party for processing, rather than interfering with the bottleneck operation. As long as some positive throughput is gained by outsourcing, the result is an increased overall level of the throughput for the company as a whole.

Related Courses

Constraint Management 

Your Guide to Direct Deposit During the Holidays

by rapid! PayCard @ rapid! PayCard

Thu Nov 16 05:07:27 PST 2017

The holiday season is around the corner, which for some means eggnog and lights on display, but for others it means payroll delays. Automated payment through direct deposit is proven to be more efficient, secure and cost-effective than paper checks. Still, there are a few considerations to keep in mind when switching over to electronic payment — especially around the holidays. The holiday season is a double-edged sword: it’s likely the most expensive time of the year, but is also full of banking holidays which can affect the timeliness of direct deposit. Here’s why. What is the ACH and why does it matter? The Automated Clearing House is an electronic... Read More

Why every business should consider switching to electronic payroll

by rapid! PayCard @ rapid! PayCard

Thu Oct 05 05:37:57 PDT 2017

Due to advancements in technology, utilizing payroll checks is becoming an outdated form of payment. Automated payment through direct deposit saves time and money, enhances security1, 2 and can make payday easy for employers and employees. Yet, resistance to modern banking solutions like direct deposit and paycards prevent many businesses from progressing in the 21st century. Paycard technology is growing in popularity, and as the benefits of switching to electronic payroll compound,  it becomes more difficult for businesses to avoid trying out alternative payment methods such as the rapid! PayCard. Still not convinced? Here are 3 reasons why paycheck holdouts are making the switch to a more convenient, modern, and... Read More

Payroll records

by Steven Bragg @ Articles - AccountingTools

Tue Mar 27 12:00:00 PDT 2018

Payroll records contain information about the compensation paid to employees and any deductions from their pay. These records are needed by the payroll staff to calculate gross pay and net pay for employees. Payroll records typically include information about the following items:

• Bereavement pay
• Bonuses
• Commissions
• Deductions for pensions, benefits, charitable contributions, stock purchase plans, and so forth
• Direct deposit information
• Gross wages
• Hours worked
• Manual check payments
• Net wages paid
• Salary rates
• Vacation and/or sick pay

The information in payroll records have traditionally been stored on paper documents, but can also be recorded as electronic documents.

Payroll records can be considered a subset of the information stored in human resources records, which can contain considerably more information than items pertaining to just employee pay and deductions.

The time period over which payroll records must be retained will depend upon government requirements. The Internal Revenue Service typically states a required retention period in each document it issues dealing with payroll issues. In general, wage calculations should be retained for two years, while collective bargaining agreements should be retained for three years.

Related Courses

Payroll Management 

Human resource accounting

by Steven Bragg @ Articles - AccountingTools

Wed Mar 28 16:21:00 PDT 2018

Human resource accounting involves the tracking of all costs related to employees in a separate report. These costs may include the following:

• Employee compensation
• Employee payroll taxes
• Employee benefits
• Employee training

Such an accounting system can be used to determine where human resources costs are especially heavy or light in an organization. This information can be used to redirect employees toward those activities to which they can bring the most value. Conversely, the report can be used to identify those areas in which employee costs are too high, which may lead to a reduction in force or a reallocation of staff away from those areas.

A more comprehensive human resource accounting system goes beyond the simple tracking of employee-related costs, and addresses the following two additional areas:

• Budgeting. An organization's annual budget includes a component, in which is concentrated all employee costs being incurred from across the organization. By concentrating cost information by its nature, management can more clearly see the total impact of human resource costs on the entity.
• Employee valuation. Rather than looking at employees as costs, the system is redirected toward viewing them as assets. This can involve the assignment of values to employees based on their experience, education, innovativeness, leadership, and so forth. This can be a difficult area in which to achieve a verifiable level of quantification, and so may have limited value from a management perspective.

From an accounting perspective, the expense-based view of human resources is quite easy - employee costs from the various departments are simply aggregated into a report. The employee valuation approach is not a tenable concept for the accountant, since this is an internally-generated intangible asset, and so cannot be recorded in the accounting system.

Related Courses

Human Resources Guidebook 
Payroll Management 

rapid! PayCard Green Dot Announcement

by rapid! PayCard @ rapid! PayCard

Tue Jan 31 14:03:14 PST 2017

Green Dot to Acquire UniRush, LLC, Operating Company for RushCard and Rapid! PayCard Transaction Expected to Generate Significant Strategic and Financial Synergies PASADENA, Calif.–(BUSINESS WIRE)–Green Dot Corporation (NYSE:GDOT) today announced that it has entered into an agreement to acquire UniRush, LLC, and its operating businesses RushCard, a leading online direct-to-consumer general purpose reloadable prepaid card provider, and Rapid! PayCard, a leading corporate payroll card provider. The acquisition, which maps to “Step Five” of Green Dot’s “Six Step Plan” to enhance shareholder value, materially expands Green Dot’s scale with the addition of the RushCard and Rapid! PayCard installed customer bases, while establishing Green Dot as a formidable player in the growing... Read More

Understanding the Invoice Process and its Challenges

by Brian Edgmon @ ACOM Solutions Inc.

Thu Feb 08 10:07:58 PST 2018

Receiving an invoice is the first step in the AP department payment process, but many people do not understand all the steps necessary in receiving, verifying, and tracking those invoices. It can be a complicated process and involves many steps that are crucial in maintaining accurate financial records. Manual invoice processes can present challenges to […]

The post Understanding the Invoice Process and its Challenges appeared first on ACOM Solutions Inc..

Capture Early Pay Vendor Discounts with an Automated ePayables Solution

by Brian Edgmon @ ACOM Solutions Inc.

Mon Nov 13 13:47:51 PST 2017

If you are a B2B company, you know that processing payments efficiently is one of the best ways to maintain positive client relationships. You may also know about the high cost that can be associated with issuing payments efficiently, especially via paper checks, which is currently estimated to be $26 to $54 billion annually! This […]

The post Capture Early Pay Vendor Discounts with an Automated ePayables Solution appeared first on ACOM Solutions Inc..

Evaluation of internal controls

by Steven Bragg @ Articles - AccountingTools

Wed Mar 28 05:50:00 PDT 2018

An evaluation of internal control involves an examination of the effectiveness of an organization's system of internal controls. By engaging in this evaluation, an auditor can determine the extent of other tests that must be performed in order to arrive at an opinion regarding the fairness of the entity's financial statements. A robust system of internal controls reduces the risk of fraudulent activity, which moderates the need for additional audit procedures. The examination concentrates on such issues as:

• The separation of duties
• Checks and balances
• Safeguarding of records
• The training level and competence of employees
• The effectiveness of the entity's internal audit function

The steps involved in this evaluation process include the following:

1. Determine the extent and types of controls being used by the client.
2. Determine which of these controls the auditor intends to rely upon.
3. Based on the first two steps, determine which audit procedures should be expanded or reduced.
4. Make recommendations to the client regarding how to improve its system of internal controls.

The last of the preceding steps is useful for improving the control environment for the auditor in the following year's audit.

Related Courses

Accounting Controls Guidebook 

How AP Automation Can Simplify Your Bank Reconciliation Process

by Brian Edgmon @ ACOM Solutions Inc.

Tue Nov 07 06:07:39 PST 2017

Bank reconciliation is a necessary but often painful process that companies should regularly complete for cash management purposes. Without an accurate picture of your company’s financial state, you could end up bouncing payments, incurring late payment fees, or end up with insufficient fund charges.  Your staff should be diligent in their record keeping to maintain […]

The post How AP Automation Can Simplify Your Bank Reconciliation Process appeared first on ACOM Solutions Inc..

2015 Payroll Tax Changes

by Payroll Mate @ Payroll 1099: Payroll Software, 1099 Software and W2 Software

Thu Dec 18 10:29:53 PST 2014

It’s that time of the year again! In this post we share the 2015 payroll tax changes (as of December 18, 2014). We would also like to invite you to check out our 2015 Payroll Mate software (for processing 2015 payroll) and our W2 Mate 2014 software (for 2014 year-end W2 and 1099 compliance) . […]

Financial model

by Steven Bragg @ Articles - AccountingTools

Wed Mar 28 16:52:00 PDT 2018

A financial model is a mathematical representation of the key variables impacting an organization, which is used to make estimates of how future scenarios will impact the performance and financial position of the business. This model is usually constructed on an electronic spreadsheet, using summary-level revenues and expenses, and employing formulas that change the results of the model when certain variables are altered. For example, variables could be used to model the impact of an increase in energy prices, a decline in product prices, a product recall, a change in the rate of sales growth, or a successful employee strike that results in increased compensation and benefit costs.

A financial model is useful for estimating the effects of a number of scenarios within a short period of time, though its effectiveness depends on how well the model mimics the business. An analyst can use a financial model for a number of purposes, such as:

• Acquisitions. To determine the range of possible outcomes that an acquirer can expect with an acquiree, depending on the actions it takes after the deal has been closed.
• Budgeting. To develop several scenarios as part of the budgeting process, to decide which scenarios to pursue when a detailed budget is constructed.
• Capital budgeting. To determine a range of outcomes that might impact the cash flow return related to a prospective fixed asset purchase.
• Risk analysis. To determine which variables can have the greatest negative effect on a firm, as part of a formal risk analysis.

There are two potential problems with financial models. One is that a model may not properly account for the variables that will impact the model's projected future results. The other problem is that a more complex model is at risk of having calculation errors built into it, which can be difficult to detect.

Related Courses

Budgeting 
Capital Budgeting 

Key Benchmarks to Measure the Effectiveness of your Accounts Payable

by Brian Edgmon @ ACOM Solutions Inc.

Thu Nov 09 09:16:09 PST 2017

Over 40 years ago, renowned management consultant Peter Drucker said, “What gets measured gets improved.” That concept is still true today, and it applies to accounts payable processing. The questions for CFOs and Controllers are, “What do I measure?” and “How do I know if my numbers are great or just okay?” The key to […]

The post Key Benchmarks to Measure the Effectiveness of your Accounts Payable appeared first on ACOM Solutions Inc..

Transform Your Invoice Process with ACOM’s AP Automation

by Brian Edgmon @ ACOM Solutions Inc.

Fri Nov 03 15:49:04 PDT 2017

By now, most businesses are capitalizing on improved automation solutions for their AP processes. From processing invoices all the way to paying vendors, the AP department faces a lot of challenges that can be solved through innovative automation solutions. But what exactly does this mean? Streamlining processes through automation involves understanding organization needs and smoothly […]

The post Transform Your Invoice Process with ACOM’s AP Automation appeared first on ACOM Solutions Inc..