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A3. Internal Controls

Competition Bikes manages their operations by producing and keeping inventory of raw materials in order to produce their bikes according to monthly forecasts and budgets. The purchasing department looks at inventory each month and purchases from the low cost supplier based on the needs for the upcoming month. The parts, once received, are sent to production, and if not used for during the month, are sent back to raw material inventory on the last day of the month so purchasing can review the needs for the next month.

There are several flaws in the way CBI conducts their raw material purchasing program. First, waiting until the end of the month to forecast, put out for bid, and put in purchase orders for raw materials is cumbersome and not indicative of a company which can react quickly to getting raw materials into the plant. There is a chance that production could run out of a certain component needed to build bikes if it takes too long to get part in. This seems to be corrected by keeping too many raw materials in stock, even during slow times, which was addressed earlier by keeping inventory dollars tied up during the month. The company should be purchasing as needed, just-in-time, so that raw materials are coming in just before the production floor needs the components. The second flaw is leaving raw materials in production for a month and then trying to round up all of the pieces to put back in inventory. This probably creates a scramble for production to get the parts back into raw material inventory as well as a burden for the purchasing department to conduct an inventory count, and then purchase raw materials quickly for the upcoming month. The chance for raw materials to get lost, stolen, or somehow broken, is too great during a month for the company to allow this to continue.

Competition Bikes should install

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