ABC Pvt. Ltd.
Diagnostic Report - Final Assessment
10th January 2020
Contents
01
Objective of the Engagement
02
Executive Summary
03
MIS and BI Tool
04
Process Improvement
05
QBO Overview
06
F&A Capability Assessment
07
Roadmap
08
Annexures
Objective of the engagement:
To strengthen the “building blocks” to support the company for its next phase of growth
System
Business Intelligence
Help the company transition
Assess the current
to the most optimum set of
challenges and readiness to
systems and tools to support
generate quality real-time
Process
scalability of operations
People
MIS
Capital
Bring in Best Practices for
Assess competenciesand
Assess readiness fornext
seamless flow of
skillsets of the F&A team
round of fund-raise
transactions and information
members and ensuring that
in order to improve
the roles are aligned in a
efficiencies and plug
manner that fosters
leakages
productivity and learning.
01
Objective of the Engagement
02
Executive Summary
03
MIS and BI Tool
04
Process Improvement
05
QBO Overview
06
F&A Capability Assessment
07
Roadmap
08
Annexures
Executive Summary
Our study in past few weeks at ABC yielded the below mentioned key takeaways. We have evaluated the current and the
prospective business state focusing on MIS, QBO evaluation and Finance and Accounts processes
Real time management
Implementation of
dashboards driven
Revenue, Expense and HR
through a BI tool
Mgt. Tool
Implementation of robust
Restructuring
cash flow planning
existing F&A team
ABC Pre-Schools Pvt. Ltd.
mechanism
Key takeaways
Changes in QBO architecture
Implementation of
compliance tracker
01
Objective of the Engagement
02
Executive Summary
03
MIS and BI Tool
04
Process Improvement
05
QBO Overview
06
F&A Capability Assessment
07
Roadmap
08
Annexures
KPI Assessment
Student Metrics
Faculty Metrics
Retention Rate / Roll over Rate
Number Of Training Sessions Per
CSAT/Parent satisfaction
Financial Metrics
Year
Increase/Decrease in no. of
Faculty & Staff Attendance Rates
Students
Average Teacher salaries
Student to Faculty Ratio
Staff Attrition rate
Number Of Students Enrolled Per
Revenue and cost per employee
Percentage Of Students availing
Number Of Applications
Faculty To Administration Ratio
corporatediscounts
Average Tuition Cost per program
Repairs & Maintenance Cost per
school
Meal expense per student
Facility Metrics
Transportation Metrics
Overall Cost Per Student
Revenue growth in existing
business v/s new business
Revenue vs cost vs profit
Percentage Of Students availing
Average Age of Buildings*
School Van Service
Classroom Utilization Rate*
Cost Of Transit per student
* Critical metrics missed out in the KPI selection
MIS Framework (1 of 4)
Sr.No
Report
Responsibility
SuggestedContents
Frequency
Recepients
Timelinefor
DataSource
DataSource
circulation
Phase 1 (Before
Phase 2 (After
Saleforce)
Salesforce)
1
FollowLead
PRM
Data of all enquiries that come in and statusof
Monthly
RO
2nd ofevery
Enquiryand
Salesforce
Sheet
each enquiry
month for the
Registration form
Modifications
previous month
in the existing
structure
2
Corporate
HO
Company Name
Real-Time
BD, HO, Legal
Real-Time
CorporateTie-Ups
CorporateTie-Ups
Master
Location(to which school)
team, Top
Fees structure
management,
Cells with
Criteria
SchoolHead,
dropdown
3
Fees Master
HO
SchoolName
Annually/at
HO,Top
Annually/atthe
Management
Management
Fees structure basis program enrolled and
the timeof
management,
time ofchanges
Discussion
Discussion
revenuetype
changes
SchoolHead,
4
Benefit Master
HO
Benefit Type
Annually/at
HO,Top
Annually/atthe
Management
Management
Fees structure basis program enrolled and
the timeof
management,
time ofchanges
Discussion
Discussion
revenuetype
changes
SchoolHead,
5
Student
PRM
Name ofstudent
Real-Time
RO, HO
Real-Time
Follow leadsheet,
Salesforce
Database
Date ofBirth
Corporate
Age
Master, Fees
Programenrolled
Master and
Mother's Name
Benefit Master,
Father's Name
Manual basis
Mobile No ofparents
discussion with
Corporate Tie-Up
parents
Company Name
Company employee IDno
Official email ID
Personal email ID
Permanentaddress
Status of parent incompany
Benefit-Sibling, Defence,Alumni, Staff Fees(auto
capture from the fees structurebasis program
enrolled)
MIS Framework (2 of 4)
Sr. No
Report
Responsibility
Suggested Contents
Frequency
Recepients
Timeline for
Data Source
DataSource
circulation
Phase 1 (Before
Phase 2 (After
Saleforce)
Salesforce)
6
Revenue Report
PRM/RO
Name of student
Real-Time
RO, HO
Real-Time
Student
Salesforce
Modifications
Date of joining
Database, Fee
in the existing
Receipt no
Receipts
structure
Registration Date/Rollover Date
Program enrolled
Cells with
If childcare- No of hours
dropdown
Type(New, rollover)
Company name(if benefit with company)
Mode of collection(cash/cheque/NEFT)
Mode(Full or installment)
Cheque or NEFT reference no
Date of Payment
Installment from
To
Fees collected(breakup into registration fees,
tuition fees, student kit, bus fees, meal)
Change in program(Yes/No)
Details for change in program
Remarks
7
Attendance
School Head
Name of student
Monthly
RO, HO
5th Working day
Register
Total no of days present
of every month
Remark
8
Cops Report
PRM
No of enquiries, admissions, Rollover,
Monthly
HO
5th Working day
Follow lead sheet,
Salesforce,
withdrawl, Total, Total as per Attendance
of every month
Attendance sheet
Attendance Sheet
MIS Framework (3 of 4)
Sr. No
Report
Responsibility
Suggested Contents
Frequency
Recepients
Timeline for
Data Source
DataSource
circulation
Phase 1 (Before
Phase 2 (After
Saleforce)
Salesforce)
Modifications
9
Utilization
HO
Name of student
Monthly
Corporates
5th Working day
Student Database
Salesforce
in the existing
Report
Date of Birth
of next month
structure
Age
Program enrolled
Cells with
Full name of Parent
dropdown
Mobile No of parent
Company Name
Company employee ID no
Official email ID
Personal email ID
Status of parent in company
10
Outstanding
RO
Name of student
Monthly
PRM
5th Working day
DRR
Salesforce
Report
DOB
of every month
Program enrolled
Total Fees charged
Fees collected
Outstanding amount
MIS Framework (4 of 4)
Sr. No
Report
Responsibility
SuggestedContents
Frequency
Recepients
Timeline for
Data Source Phase
Data Source
circulation
1 (Before
Phase 2 (After
Saleforce)
Salesforce)
11
Schoolwise MIS
RO
Revenue
5th of every
HO, CFO
5th of every
Daily revenue
Saleforce, QBO
Expense
month
month
Report,QBO,
Modifications
Month on Month comparison
Cops report
in the existing
EBIDTA
structure
PBT
PAT
Cells with
Balance sheet
dropdown
Profit and Loss statement
Detailed cashflow with bifurcation into operating,
financing and investing activities
Trial Balance
Master chart of Accounts withstandardized
grouping and subgrouping
12
Consolidated MIS
HO
Revenue
10th of every
CFO, CEO,
10th of every
MIS-school
MIS-school
Expense
month
Chairman,
month
level,QBO
level,QBO
Month on Month comparison
investors
EBIDTA
PBT
PAT
Balance sheet
Profit and Loss statement
Detailed cashflow with bifurcation into operating,
financing and investing activities
Trial Balance
Master chart of Accounts withstandardized
grouping and subgrouping
13
Compliance
General
Month-wise, state-wise and act-wise duedates
Monthly
Senior vice
10th Working
Returns, Payment
Returns, Payment
Report
Manager
and actual date of payment and return filing
president, CEO,
day of every
Challans
Challans
Accounts
Overall summary for the above
Chairman
month
Dashboard giving the overall performanceof
staturory compliance
BI Tool Evaluation
Data visualization
Analytics platform
Drag and drop interface
User Friendly interface
Sharing online and
offline
Access control
Integration
Availability of free trial
$500 per user
$1350 per user
$120 per user
License Cost (per annum)
(min.5 users)
(min. 5 users)
Installation (one-time)
$22,000 to $30,000
$22,000 to $30,000
$22,000 to $30,000
Qlikview provides wide
Tableau top ranked in
Power BI are inexpensive and
Overall Comments
range deep analytics
intelligence visualization
have scalability for larger projects
and has good customer satisfaction
ratings
Excellent
Good
Above average
Below average
Refer annexure for details
Cash Flow Analysis
Need for a robust cashflow planning mechanism
1
Classification of cash flow under Operating, Investing and Financing
2
activities should be as per prescribed accounting standards
Detailed breakdown of Sources and Application of funds should be
3
presented to the management
School-wise cash flow statement should be prepared
4
Refer annexure for details
Current Cash Flow Statement
Amount in Rs. Crore
Apr-19
May-19
Jun-19
Jul-19
Aug-19
Sep-19
Oct-19
Nov-19
Dec-19
Jan-20
Feb-20
Mar-20
YTD
YTD
Oct-19
Mar-20
Opening cash balance
3.8
2.0
3.8
3.8
2.1
2.6
4.4
1.6
1.2
3.6
3.3
3.6
3.8
3.8
Inflow
Estimated
1.6
7.4
2.7
1.0
0.8
6.8
2.7
1.5
6.8
3.7
1.8
1.1
22.9
37.9
Fund receivable
3.0
2.3
2.2
3.0
7.5
Actual
2.74
5.05
4.21
1.66
2.10
5.58
1.58
1.34
22.9
Fund received
3.0
2.6
3.0
7.5
Outflow
Estimated
3.4
3.1
4.3
3.5
3.9
4.4
4.5
4.2
4.4
4.0
3.7
4.2
27.1
47.7
Actual
4.47
3.31
4.17
3.41
4.60
3.80
4.33
3.99
28.1
Expected Closing Cash Balance
1.9
6.3
2.1
1.3
2.0
4.9
2.5
1.2
3.6
3.3
3.6
0.5
2.6
1.4
Actual Closing Cash Balance
2.0
3.8
3.8
2.1
2.6
4.4
1.6
1.5
1.6
Suggested Cash Flow Statement
Particulars
Apr-19
May-19
Jun-19
Jul-19
Aug-19
Sep-19
Oct-19
Nov-19
Dec-19
Jan-20
Feb-20
Mar-20
A. CASH FLOW FROM OPERATING ACTIVITIES
Profit / (Loss) before tax
-
-
-
-
-
-
-
-
-
-
-
-
Adjustments for:
Depreciation
-
-
-
-
-
-
-
-
-
-
-
-
Amortization
-
-
-
-
-
-
-
-
-
-
-
-
Deferred tax
Interest
(Income)/Expenses:
Interest Income
-
-
-
-
-
-
-
-
-
-
-
-
Interest Expense
-
-
-
-
-
-
-
-
-
-
-
-
(Profit)/Loss on sale of Fixed Assets:
-
-
-
-
-
-
-
-
-
-
-
-
Expense on employee stock optionscheme
-
-
-
-
-
-
-
-
-
-
-
-
Bad debts written-off
-
-
-
-
-
-
-
-
-
-
-
-
Provision no longer requiredwritten-back
-
-
-
-
-
-
-
-
-
-
-
-
Liability no longer required written back
-
-
-
-
-
-
-
-
-
-
-
-
Operating Profit / (loss) before Working Capital Changes
-
-
-
-
-
-
-
-
-
-
-
-
(Increase)/Decrease in working Capital Changes:
Current Assets:
(Increase) / Decrease in Inventories
-
-
-
-
-
-
-
-
-
-
-
-
(Increase) / Decrease in TradeReceivables
-
-
-
-
-
-
-
-
-
-
-
-
(Increase) / Decrease in Short Term loans and advances
-
-
-
-
-
-
-
-
-
-
-
-
(Increase) / Decrease in Other CurrentAssets
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Current Liabilities:
Increase / (Decrease) in Short-Term Borrowings
-
-
-
-
-
-
-
-
-
-
-
-
Increase / (Decrease) in Trade Payables
-
-
-
-
-
-
-
-
-
-
-
-
Increase / (Decrease) in Other current liabilities
-
-
-
-
-
-
-
-
-
-
-
-
Increase / (Decrease) in Short-termprovisions
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
Cash (used in)/ from Operating Activities
-
-
-
-
-
-
-
-
-
-
-
-
Income taxes refunded/(paid) (net)
Net Cash (used in)/ from Operating Activities
-
-
-
-
-
-
-
-
-
-
-
-
B. CASH FLOW FROM INVESTING ACTIVITIES
Purchase of FixedAssets
Sale of Fixed Assets
Purchase ofinvestments
Sale ofinvestments
Interest received
Net Cash (used in) Investing Activities
-
-
-
-
-
-
-
-
-
-
-
-
C. CASH FLOW FROM FINANCING ACTIVITIES
Proceeds from borrowings
Repayment of borrowings
Finance costpaid
Proceeds from issue ofshares
Net Cash from Financing Activities
-
-
-
-
-
-
-
-
-
-
-
-
Net increase/ (decrease) in cashand
cash equivalents
-
-
-
-
-
-
-
-
-
-
-
-
Cash and cash equivalents atthe beginningof the year
-
-
-
-
-
-
-
-
Closing Balance - Cash and cash equivalents
:
-
-
-
-
-
-
-
-
-
-
-
-
Compliance Tracker
State
Maharashtra
Act
Overall Performance
Overall Compliance Performer Tracker- Summary
1
2
3
4
5
6
7
8
9
10
11
8
70%
7
67%
67%
67%
7
60%
60%
6
6
6
6
6
50%
50%
50%
5
5
ONTIME
4
4
4
40%
38%
4
LATE
3
3
3
3
3
3
30%
3
Overall Efficiency
20%
2
1
13%
10%
1
-
-
-
-
-
-
-
0%
0%
0%
0%
May-19
Jun-19
Jul-19
Aug-19
Sep-19
Oct-19
Nov-19
Dec-19
Jan-20
Feb-20
Mar-20
Particulars
May-19
Jun-19
Jul-19
Aug-19
Sep-19
Oct-19
Nov-19
Dec-19
Jan-20
Feb-20
Mar-20
FY 19-20
ON TIME
4
1
6
3
6
6
6
3
-
-
-
35
LATE
4
7
3
5
4
3
3
3
-
-
-
32
Overall Efficiency
50%
13%
67%
38%
60%
67%
67%
50%
0%
0%
0%
52%
01
Objective of the Engagement
02
Executive Summary
03
MIS and BI Tool
04
Process Improvement
05
QBO Overview
06
F&A Capability Assessment
07
Roadmap
08
Annexures
‘As-Is’ Process Mapping
Enquiries, Admission and
Revenue
Refer annexure for details
Enquiries
MIS and
AP - Expense
Reporting
booking, Petty Cash
& Vendor Mgt.
MIS
As-is
Refer annexure for details
Vendor
Processes
Expense
Management
Refer annexure for details
Corporate Tie-Ups
Systems and
Processes
Corporate Tie-ups
Refer annexure for details
Refer annexure for details
Gap Assessment
Enquiry, Admission
Expenses
Corporate Tie-Ups
Processes
Reporting
and Revenue
No budgetary control on
Admission process
Mismatch in Synopsis vs
Manual reporting
Absence of:
expenses
managed manually
actual contract
o Pre-set review structure
Missing 4 Eye Principal
o Robust MIS
No PR / PO process
Missing consolidated
Comprehensive fee
o Accurate financial reports
followed
report of plans enrolled by
structure for Tie-ups not
No preset SOPs
o Monthly closure checklist
students
made available to PRM’s
Missing optimization of
Lack of readily available
Lack of project wise
expenses
Missing clarity by PRM’s on
Tie-ups synopsis not
manuals and formal
profitability Review
outstanding fee collection
shared on a regular
training process
No limit on number of
intervals with PRM’s
Missing 6-way mapping of
times petty cash can be
Difficulty in fee calculation
Lack of proper inventory
reports
requested
by PRM’s for change in
Identity proofs for benefits
management system
program by students
passed on to students not
Delayed submission and
Delay in receipt of
collected
data entry errors while
expense vouchers
No late fee charge policy
reporting in DRR, Revenue
report, etc.
Note: Refer annexures for detailed analysis
Recommendations (Immediate Fixes)
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01
reports to be linked to each other.
Program selection, Student master list to
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rreeppoorrt
Generate admission receipts
02
electronically on macro based excel
template
A comprehensive fee structure for
03
benefits and corporate tie ups to be made
available to PRM’s.
Budgetary control mechanism for all key
04
school level expense to be implemented
05
Restriction on back dated entries
A detailed month end checklist should be
06
implemented to ensure proper hard
closure
SOP’s for all F&A related functions to be
put in place and formal training to be
07
conducted for all PRM’s, RO’s and F&A
team at regular intervals
4 Eye principal to be adopted for all
08
activities undertaken
Recommendations (Long Term)
The system should be developed to help
automate the admission procedure. Fee
01
collection & receipt printing software to
be put in place.
An All-in-one expense management
software to be installed. A digital
02
platform where all bills are uploaded on
the portal.
A culture of having real time
management dashboards driven through
03
a BI tool is recommended in order to
enable efficient decision making
A standardized pricing template under
various schemes should be adopted to
make the entire pricing piece much easier
04
to understand as well as to execute
05
A centralized accounting system tobe
adopted.
Extension of ‘My ccount’ to schools as
an effective inventory mgt. system to be
06
considered and evaluated
System Evaluation
Existing
Proposed
Option 1
Option 2
Expense Mgt.
HR Mgt.
Base Data
Excel
Salesforce
System
System
End-to-End
ERP
Accounting Package
QBO
QBO
Reporting Tool
Excel
BI Tool
BI Tool
Salesforce - What did we see?
1. Enquiry Form
2. Registration Form
3. Implementation of Leads to registration process
4. Capturing of student details - Name, Age, Parent information, Sibling information, source of lead, Parent
corporate information, email ID, mobile No. etc.
5. Program selection
6. Flow of fees and benefits while incorporating student data during admission
7. Installment structure (Advance payment, no of installments, fixing installments amounts)
8. Auto E-mail Triggering Process (Reminders for meetings with Parents)
9. Creation of master data for-
Student Master
Program Master(E.g. Pre-nursery, Nursery, etc)
Session Master(E.g. Early morning, Late morning)
Benefits Master
School Master
Salesforce - Observations
Project Mgt.
System
Lack of clear communication
Manual selection of benefits
Detailed master list for
of requirements to the
student, program, session and
Salesforce team
Absence of algorithm for fee
benefits
calculation
Lower participation of top
Detailed enquiry and
management
Fee calculation not
registration form
incorporated for lumpsum
Absence of Project Plan
benefit and multiple program
Smooth data movement from
selection
leads to registration process
Slow progress on the project
Workflow of migration from
Well defined installment
existing data into new system
structure
not defined
Auto E-mail Triggering Process
(Reminders for meetings with
Parents)
Salesforce
1. Child care model
2. Corporate benefit master
3. Functionality for document upload and repository
4. Printing of admission receipts
Pending
5. Reporting and dashboard view
to be
developed
6. Payment Gateway link
7. Selection of mandatory fields for every data input point
8. Refund workings
9. Pro rata fee calculation
10. Salesforce Login Access to various Schools and users in HO based on their roles
Salesforce
Auto-calculation of fees by defining the amount of benefit or determining the logic in
01
the benefit master
Uploading of relevant documents to be made mandatory
02
Calculation of refund amount basis the revenue type to be incorporated
03
Reports as mentioned in MIS framework to be created
04
Suggestions
Access of document upload through mobile application to be made available
05
Integration with QBO
06
Pilot run of system with actual data to be done
07
Communication with parents through tool
08
Expense Management Tool Evaluation
PR and PO
Budgetary Control
Approval Mechanism
Integration with QBO
Workflow Customization
Report Generation
Employee Reimbursement
Offline mode
Compliance
Mobile Application`
Credit card integration
₹2-2.5 Lacs
NA
₹350-700 per user
License Cost (per month)
Implementation Cost (one time)
₹15-20 Lacs
NA
₹15-20 Lacs
Refer annexure for details
HR Tool Evaluation
Areas Covered
Leaves Module
Leaves Module
Leaves Module
Payroll Module
Payroll Module
Payroll Module
Attendance Module
Attendance Module
Attendance Module
ClaimsModule
ClaimsModule
ClaimsModule
Mobile Application
Mobile Application
Mobile Application
Performance Module
Performance Module
Performance Module
Workflow Module
Workflow Module
Workflow Module
Ticketing / Helpdesk
Ticketing / Helpdesk
Ticketing / Helpdesk
Terms & Conditions
Biometric compatibility
One-time training will be
One-time training will be
need to be verified
provided
provided
One-time training will be
provided
Installation (one-time)
₹25,000
₹50,000
₹65,000
Recurring Cost (monthly)
₹100 per user
₹75 per user
₹110 per user
01
Objective of the Engagement
02
Executive Summary
03
BI Tool and MIS
04
Process Improvement
05
QBO Overview
06
F&A Capability Assessment
07
Roadmap
08
Annexures
QBO Architecture - Evaluation
OBSERVATION
RECOMMENDATION
Time
TDS not automatically deducted
Activation of Compliance features
STATUTORY
Single entry to be passed for deducting TDS
1 month
- To deduct TDS automatically
COMPLIANCE
Working of reversal of GST done manually in excel
- For reversal of GST
TDS and GST workings done manually
Coordination of branch and HOon
weekly basis for stock count
3 months
INVENTORY
School wise inventory record not maintained
Usage of source and consumption
instead of branch inward and outward
for inventory management
High processing time for data entry and report
Cleaning of datarequired
generation
QBO training to the team
2 months
Multiple vouchers and ledgercreated
No back dated entries to be allowed
OTHERS
Lack of training to the QBO expert and F&A team
To have centralized accounting in the
Back dated entries allowed
long run
Cost Centres to be used instead of
2 months
COST CENTRE
Non-utilization of Cost Centers
voucher types
Refer annexure for details
QBO Speed Configuration - Suggestions
Changes in QBO setting
Changes in antivirus
Cleaning of data
Increase the storage
Network
configuration
firewall
(deletion of unused
capacity of the drive
upgradation (wiring
files from the drive
where data is saved
and switches)
where data is saved)
₹4000 plus GST
₹25,000
As a last resort, we recommend installing QBO server 9 which would cost approximately Rs 2.7 Lacs
01
Objective of the Engagement
02
Executive Summary
03
MIS and BI Tool
04
Process Improvement
05
QBO Overview
06
F&A Capability Assessment
07
Roadmap
08
Annexures
Road Map
#
Activities
Priority
Timelines
1
F&A Restructuring
High
4months
2
Salesforce
High
4 months
3
Expense Management Tool
High
3 months
4
HRMS
Medium
2 months
5
BI Tool
Medium
3 months
6
MIS and Reporting
High
3months
7
Budgeting
Medium
2 months
8
QBO optimization
High
3 months
9
Process Improvement (including Quick Fixes)
High
2 months
10
Inventory Management
Medium
2 months
01
Objective of the Engagement
02
Executive Summary
03
MIS and BI Tool
04
Process Improvement
05
ERP Overview
06
F&A Capability Assessment
07
Roadmap
08
Annexures
Annexures - Total Gap Analysis
Annexure
Particulars
High
Medium
Low
1
Cash Flow
4
1
0
2
Enquiry, Admission & Revenue Process
1
4
5
3
AP - Expense booking, Petty Cash & Vendor
0
5
4
Mgt.
4
Systems and Processes
5
1
2
5
Corporate Tie Ups
3
2
1
6
Reporting
6
6
1
Total
19
19
13
Back
Annexures
Cash Flow Gaps
Sr
Gaps
Impact
Priority
Quick Fixes
No.
No clear distinctionof Sources and applicationof funds.Cash
1
flow is merely distributed as Inflows and Outflows. Does not
High
A Cash flow statement bifurcatedinto
provide details of where the money is spent orreceived.
1.
Improper evaluationof cash flow position. Unable to
necessary heads to be prepared
Financial position not bifurcated into headsOperating,
determine correct cash position.
2
High
Investing and financing activities.
2.
Lack of planning and co-ordination of short term and
long-term financial operations (how much cash isneeded,
Projections to be included while preparing cash
3
Projected cash flow statement not available.
from where it will be derived, how much can be
High
flow statement
generated internally, and how much could be obtained
4
School wise cash flow statement not made.
from outside)
High
Cashflow statement to be prepared school wise
3.
Unable to make capital budgetdecision
4.
Unable to determine correct liquiditystrength
Multiple sources used for preparing cashflow statement
Cash flow statement to be prepared taking QBO
5
(Bank statement, School level MIS report, consolidatedMIS
Medium
data as base
report)
Back
Admission Process Gaps
Sr
Software's
Gaps
Impact
Priority
Quick Fixes
Long term Solution
No
Identified
Admission
-Fees collection & receipt printing software to be
-Generate admission receipts electronically onmacro
acknowledgement
1.Mismatch in revenue
put in place. This system should be developed to
based excel template
slips are not shared
report and admissions
help automate the admission procedure. It is an
-This should auto-reconcile with the Bank receipts
with HO for
received
internet based application which can be accessed
1
Medium
-Meanwhile a monthly sample check of admission
reconciling with
2. Incorrect revenue report
from anytime anywhere basis.
acknowledgement slips to be put in place by HO andRO.
revenue report
3.Incorrect compliance
-The student billing module can be configured to
-Timely communication over emails forany
submitted to HO by
reporting
execute school policies. It fixes the fees structure
discrepancies reported to be done toPRM's
RO.
of students at the time of admission. The
concessions and other optional fees can alsobe
-Fees charged to parents should be made a mandatory
Admission form do
defined at the time of admission. The payment
field as part of the admission form and be filled by
not capture the
schedule tells students when and how much to
2
1. Revenue leakage
Medium
PRM's.
fees communicated
pay. The system generates meaningful and quick
-A timely reconciliation of admission forms and DRRto
to parents.
reports. The student billing & payment module is
be done by RO.
tightly integrated with school accounting software
Admission
-Generate admission receipts electronically onmacro
module. All the fee receipts are automatically
acknowledgement
3
1. Impacts brand image
Low
based excel template
posted into respective ledgers and other
slips are manually
Salesforce
-This should auto-reconcile with the Bank receipts
accounting books.
prepared by PRM's.
- Reports generated
1. Outstanding Fees
2. Received Fees from Students
-A daily reconciliation of admission received and cash
Fee received in
3. Student Ledger
1. Incorrect revenue report
deposited (bank slips) should be done by RO initially for
Cash while
4. Student Fees Register
2. Cash flow mismanaged
2 to 3 months followed by sample and random check for
admitting a student
5. Advanced Fees Register
3.Mismatch in details of DRR
later part of the year.
to the school is
6. Student Fees collection: Date wise, head wise
4
and Bank statement
Low
-A TAT of 2 days to be given to PRM's for deposit of
deposited to bank
7. Month wise Fees Ledger Detail
reconciled by RO leading to
cash, the delay of which would lead to a penaltybeing
by PRM within a
8. Date wise Fees Ledger
incorrect data submitted to
charged
week instead of 3
9. Defaulter Students
HO
- Office boy to be hired at schools for routineactivities
days as per policy.
10. Optional Fees
and an accountant for vouching activities atRO
11. Student/ Class Fees Structure
Back
Revenue Process Gaps
Sr
Software's
Gaps
Impact
Priority
Quick Fixes
Long term Solution
No
Identified
Missing clarity by
PRM's for fee
collection during
2nd and 3rd
- A selection of fee structure (Like revenue report)from
installment on the
1. Possibility ofrevenue
a drop list to be made part of DRR report. This will help
1
fee structure
leakage. Fee charged
High
PRM's to check the original fee that the student has
enrolled by parents
incorrectly to parents.
enrolled for.
during 1st
installment (due to
revision in fee
structure)
Missing
consolidatedreport
1. Revenue leakage
of plans enrolled by
-A student wise data sheet to be maintained by all
2. Incorrect revenue report
students and mode
PRM's detailing the plans enrolled by them, fee charged,
3.Delay in reconciling of
of fee collection.
fee collected as part of 1st/2nd and 3rd installment,
2
Medium
Same as above
receipts in bank vs Daily
Salesforce
(E.g. Meal, Van,
mode of collection of fees,etc..
report prepared by PRM by
Preschool, Child
- This sheet can be made part of the input sheet for DRR
RO
care, student kit,
etc.)
No report
1.Possibility of mis-useof
maintained by PRM
funds
3
Medium
stating delay in
2. Possible delay in revenue
-Circulate a suspense receipt report daily which needs to
deposit in bank
booking
be cleared in a TAT of 1 working day
Mismanagementin
1.Possibility of mis-useof
accounting of
funds
revenue from
2. Possible delay in revenue
- Reports to be maintained detailing collectionother
4
sources other than
Low
booking
than tuition fees
tuition fees. E.g.
3. No recording of revenue
Annual day
from other sources
collection
Back
Revenue Process Gaps
Sr
Software's
Gaps
Impact
Priority
QuickFixes
Long term Solution
No
Identified
Fee outstanding
sheet is only shared
-Communication of outstanding report to be done over
with PRM's postthe
1. Delay in collectionof
emails marking the Finance head in CC.
due date of
outstanding fee
-Follow up of outstanding amount to be done by RO
5
collection of fees.
2. Affects cash flow mgt.
Low
Same as above
Salesforce
with PRM's every 3-4 days.
However, HO is of
3. Incorrect compliance
-Status of the outstanding report to be shared withHO
the opinion that is
reporting
weekly
shared on a weekly
basis.
1. Delayed collectionof
Late fee payment
revenue leading to
6
not charged to
Incorrect compliance
Low
- Late fee to be charged to parents
NA
NA
parents.
reporting
2. Affects cash flow mgt.
Back
Expenses Process Gaps
Back
SrNo.
Gaps
Impact
Priority
Quick Fixes
Long term Solution
Software'sIdentified
Excess TDS payment of~Rs.20000
-A cut off date for expense bill submission to be decidedand
1
done each month due to delay in
1. Affects cash flow mgt.
Medium
communicated to PRM's and RO's.
booking of expenses.
- A delay in submission of expense bills to bepenalized.
1.Delayed accounting of
-A cut off date for expense bill submission to be decidedand
Delay in receipt of expense bills by
expenses
2
Medium
communicated to PRM's and RO's.
PRM to HO
2.Incorrect compliance
- A delay in submission of expense bills to bepenalized.
An All-in-one expense
reporting
management software to be
Chances of misappropriation of bills
put in place.
3
Medium
- Approval matrix for expense approval to be set pervendor
greater than Rs.1,00,000 per vendor.
A digital platform where all
-Strength of the school buildings/average age of the buildings tobills are uploaded on the
Missing optimization of expenses -
be evaluated and studied at the end of the year to determine theportal. All expenses are
No clarity on capex expenses
forecasted repairs and maintenance in the comingyear
categorized and tagged and
4
specially repairs and maintenance
1. Impacts cash flow mgt.
Medium
- Budget to be set for each school
supported with bill
expense in schools leading to high
- Pre-Approval process to be set for discretionaryexpenses
attachments. This software's
1. Expenzing
payments which are not forecasted.
-Any extra sum required should be after multiple level of
also enable tying up with
2. Expensify
approvals
company expense policiesand
3. Happay.in
Absence of standardized cost
ensure 100% compliance by
5
structure/Capex for building of new
xxx
Medium
- A business case to build for each newschool
highlighting red flags for any
schools.
deviations. Also, the company
can set up cut-off dates for
-A monitory limit to be defined for all petty cash expenses
report submission and
No limit on number of timespetty
managed by HO.
6
1. Control lapse
Low
cash can be requested
- An approval matrix to be put in place for authorizationof
approvals and enable
expenses beyond defined limit.
notifications that prompt
users to get things done on
Excess time spent by HO in
- Accountingof Petty cash to be done on receipt basis
Petty cash expenses notaccounted
time.
7
reconciliation and
Low
-Maker-checker concept to be put in place for accounting of any
correctly by RO.
rectification
expense
1. Excess work load on a
Credit policy not determinedfor
particular day
- A fixed date to be decided where all payments are to bemade
8
Low
expense management
2. Loss inefficiency
to avaoid excess work load on a particularday
3. Fund flow issues
Excess time spent by HO in
Incorrect bill reference number used
- Training to be given to data entry people for passing bill to bill
9
reconciliation and
Low
while passing entries in QBO
payment entries
rectification
Inventory Management Gaps
SrNo.
Gaps
Impact
Priority
Quick Fixes
Long term Solution
Software's Identified
1. Higher Working Capital costs
2.Higher chances of
A Standard Operating Procedure (SOP) for
Lack of proper inventory
inappropriate stock qty.being
1
High
inventory management needs to be put in
management system
ordered
place which defines the detailedworkflow.
3.Incorrect Stock countand
valuation
1. Higher Working Capital costs
- Stock checking activity at regularintervals
- Incorporate the inventory management
Mismatch of physicalstock
2.Higher chances of
to be put in place
system into QBO or extend the use of'My
2
High
viz-a-viz ERP Stock
inappropriate stock qty.being
-Bin card system to be incorporated for
Account' system at the school levelalso.
ordered
better controls
1. SAP
-Process to be set to ensure the school kits
`-Alternatively, an effective inventory mgt.
2. Zoho
No records maintainedfor
are not issued unless Issue slip is raised for
system to be put in place for easy management
3. Shortly
stock dispatch by HO and
all goods moving out of stores and GRN is
of flow of school kits. This systems helpmanage
4. MyNursery
1. Repeated purchases
3
received by school.
High
made for all kits entering school.
orders, create PO's, end to end tracking of flow
2. Affects cash flow mgt.
Inadequate controls during
-A detailed stock report to bemaintained
of inventory, integrates with software's and
stock issuance.
by warehouses and schools for all goods
help in warehouse mgt.
inward and issues.
-A cut off date for invoice submission tobe
Delay in receipt of invoicesby
1. Delayed vendor payment
decided and communicated to warehouse
4
HO for stock purchased by
2. Incorrect compliance
Low
team.
Warehouse team
reporting
-A delay in submission of invoices tobe
penalized.
Process Gaps
SrNo.
Gaps
Impact
Priority
Quick Fixes
Long term Solution
Software's Identified
Missing 4 Eye principal for:
1. Filing of compliance returns
1.Lack of transparency and
2. Admission process
delegation of authority.
3. Preparation of DRR and
2. Revenue leakage
utilization report by PRM's
3. Incorrect compliance
- Maker-checker concept to be putin
4.Preparation of revenue
reporting
place for all processes
report by RO's
4. Excess payments
5
High
-Back ups to be created for every
5.Accounting of entriesby
5. Affects cash flow mgt.
person responsible
schools
6.Incorrect data flow at
6.Petty cash expense
each level
incurred by school
7.Delay in receipt of
7. Implementation of policies
required reports
8. Mgt. of corporate tie-ups
-Policies should be defined and
stored at centralized locationwith
1. Incorrect reporting
Lack of readily available
easy accessibility.
2.Delay in receipt of
6
manuals and formal training
High
-A formal training specially for F&A
required data
process
activities with PRMs and HO's to
3. Excess payments
happen every 6 months until things
are streamlined.
There are no preset SOPsfor
day to day functions of the
organization :
1. Revenue recognition
- SOP's defining detailed workflow to
7
1. Control lapse
Medium
2. Expense accounting
be created for all processes.
3. Re-imbursement
4. Accounts payable
5. Accounts receivable
An automated attendance registerto
An automated attendance register to be put in
Attendance registermanually
Impacts Brand Image ofthe
be put in place which directly shares
MyNursery - Preschool Nursery Mgt.
8
Low
place which directly shares the message with
filled by teachers.
school
the message with the parents about
System
the parents about whereabouts of their kids.
whereabouts of their kids.
Back
Corporate Tie Ups Gaps
Software's
SrNo.
Gaps
Impact
Priority
Quick Fixes
Long term Solution
Identified
Reconciliation of benefits passed
on to parents against
-I-cards/any other documents(as identity proof) to be
proof(documents) received from
collected from parents by PRM's before every
them is not done on regular
installment cycle.
basis.
1. Revenue leakage
-Simultaneously, list of employees availing the benefits
1
High
E.g. Employee I-cards as proofof
2. Incorrect revenue report
to be taken from corporates before every installment
documentation under corporate
cycle.
tie-ups are not taken during
-This should be checked by central team on a regular
rollover admissions or schedule
basis for any discrepancies.
receipt of fees during the year.
Mismatch in corporate tie up
- Actual contract to be submitted to Abhishek alongwith
- A standardized pricing template under
2
synopsis submitted by Legal to
1. Revenue leakage
High
Synopsis for his verification
various schemes should be adopted to
HO with actual contract signed
- A maker-checker concept to be adopted for legalteam
make the entire pricing piece much more
Fees specially in cases of benefits1.Chances of Incorrect fee calculation
- A comprehensive fee structure for benefitsand
easier to understand as well as to
4
and corporate tie-ups is manuallyby PRM's
High
corporate tie ups to be made available toPRM's.
execute
calculated by PRM's.
2. Possibility of revenue leakage
Salesforce
List of all tie ups (areas not
1.Not needed from confidentiality
concerning the PRM's to whom
and controls perspective
- Limited and apt information to be passed ontoPRM's
3
the list is shared) with corporates
2.Chances of Incorrect fee calculation
Medium
by regional operational heads
shared with PRMs by regional
by PRM's because of information
operational heads.
overload
Contracts for corporate tie ups
1. Delay in Revenue booking/Invoicing
- To set up a new process for Corporate tie-ups with
5
are not signed and received from
2. Posting of back dated entries
Medium
defined timelines of submission of documentation
corporates in time.
3. Affects cash flow mgt.
Possibility of corporate drop outs
-A comprehensive fee structure for benefits and
from the list and information not
corporate tie ups to be made available to PRM'sbefore
Synopsis of corporate tie-ups not
made available to PRM on timelybasis
every installment date.
6
shared prior to every installment
would lead to revenue leakage
Low
-With the tie up, also have a payment schedule which
date.
(Parents charged as per corporate
will clearly state the date of next payment due and will
benefit and not as per the originalfee
also help in cash flow planning
structure)
Back
F&A Gaps
SrNo.
Gaps
Impact
Priority
Quick Fixes
Long term Solution
Software'sIdentified
6 way mapping of admission
- A single report of Student master, collections,program
- Fees collection & receipt printing
reports (Cops Report), DRR,
selection and fee structure to be maintained. Selectionsto
www.Technodg.com
1. Revenue leakage
software to be put in place. This
1
attendance records, Bank
High
be based on a drop down list.
2. Advanta Innovations
2. Control lapse
system should be developed to help
statement, Revenue report and
-A reconciliation of entries passed in QBO and Revenue
3. MyNursery
automate the admissionprocedure.
ERP is missing.
report to be done on daily basis
-Restriction on back dated entries shouldbe
1. Changes in MIS
implemented.
Back dated entries are allowed
- Target the month close by 7th ofthe
2
2.Incorrect compliance
High
-Access to pass back dated entries onlyto be provided
to be passed in the system
next month
reporting
post approval from Financehead
- Robust monthly close mechanismto be put in place
1. Amount blocked in
- Daily Bank reco with DRR. Difference needs to be cleared
Mapping of fees paid through
suspense account
asap.
3
credit card or NEFT to particular
2.Delay in preparation of
Medium
- Online fee portal to be implemented
Salesforce
student is difficult.
revenue report
-Alternatively, the mode of collection should berestricted
3. Delay in booking revenue
to either cheque or direct payment link.
Provision of liabilities, prepaid
expenses and accrued expenses
not accounted in books.Prepaid
4
1. Incorrect accounting
Medium
- Change in accountingmethodology
expenses are booked only if the
amount exceeds Rs.50,000/-
but no policy which states this.
1. Additional Penalty /
Delayed utility payments infew
Interest payment
- Compliance and utility tracker to be put in place andto
5
schools. Due date not being
Low
2.Cut off of utility supplies
be monitored on timely basis
observed.
in few cases
Reporting Gaps
SrNo.
Gaps
Impact
Priority
Quick Fixes
Long term Solution
Software'sIdentified
Absence of pre-set review
structure. The organization lacks
1. Delayed business
6
review procedures for timely
High
- A reporting matrix with timelines to be put inplace
decisions
evaluation and review of
business performance.
1.Delayed revenue
DRR sheet not updated on
reporting
- School head to be trained to update DRR in caseswhere
7
timely basis. Missingupdates
High
2. Incorrect compliance
PRMs are on leave
when PRM is on leave.
reporting
-A formula based robust DRR to be created for PRM's. A
1.Excess time spentfor
portion of revenue report can be shared with PRM's asan
- Fees collection & receipt printing
Data entry errors while
reconciliation
upgrade to DRR.
software to be put in place. This
reporting cash inflows in DRR by
2.Delayed revenue
-DRR report to have drop down list for selection ofnames,
Salesforce
8
High
system should be developed to help
PRM's. (E.g. Incorrect amt.
reporting
program and benefit. This should automatically populate
the Fee structure basis the selectionmade.
automate the admissionprocedure.
reported, incorrect names)
3.Incorrect compliance
reporting
-PRM's are than only required to input the amount
collected by them and attach the necessarysupporting's
Program enrolled by parents /
1. Details missed by RO
- Program plan should be auto selected from the drop
9
Change of program captured in
2. Incorrect fee calculation
High
down list. A portion of revenue report can be sharedwith
remarks column of DRR.
3. Revenue leakage
PRM's as an upgrade to DRR.
Back
Reporting Gaps
SrNo.
Gaps
Impact
Priority
Quick Fixes
Long term Solution
Software'sIdentified
Prevents timely review and
Absence of robust MIS for
- A detailedexcelbasedMIScapturingtheimportantKPI's
10
analysis of Business
Medium
Management.
to be put in place
Performance Measurement.
Lack of project wise profitability
A culture of having real time
Review. There is no preset
1. Detailed school (product)
management dashboards driven
- Project wise profitability to be incorporated as partof
11
mechanism to evaluate exact
costing not available to
Medium
through a BI tool is recommendedin
BI Tool
MIS
project wise cost, revenue and
make informed decisions
order to enable efficient decision
profitability
making
A culture of having real time management dashboards
Unstructured reporting
12
Medium
driven through a BI tool is recommended in order to
templates
enable efficient decision making
Absence of monthly closure
A detailed month end checklist should be implemented to
- Target the month close by 7th of
13
checklist to ensure proper hard
Medium
ensure proper hard closure
the next month
closure
Back
Expense Management Tool Evaluation
Sr. No.
Area
Expenzing
Happay
Expensify
User can only create and access expense
Offline mode also available. Auto synched once theapp
1
Application
Offline mode also available
reports/timesheets while not connected to internet.
comes online
Cloud basedplatform
Cloud basedplatform
Cloud basedplatform
2
Mobile device
Supports Mobile device use
Supports Mobile device use
Mobile app is available
3
Real time
Real time
Real time
Real time
4
PR and PO
PR can be created, templates are customizable
PR PO cannot be created
PR PO cannot be created
Quick creation tool called Easy PR whichenables
Expense management system-foremployees
user to create PR in 3 steps
Cost centre allocations
Upon PR approval, PO is automatically generatedin
the system and sent to supplier
Expense review approval submission and rejectionis
5
Expense mapping
Full P2P system
Invoice Creation, approval and ElectronicPayments
available
Offers tracking of payment, timeliness,includes
Uses mobile photos, desktopdrag and drop, etc. to easily
Clients Accounts, customers, locations, projects, cost
reminder for timely review
capture receipts digiQBO
centres can also be tagged
System for procurement automation,requisition
Can automatically parse receipts to create expenses
Smart scan OCR recipt scanning technology or we can
analysis to vendor payment
report entries.
send the digital copy to the designated emailid
Automatically assigns categories/accounts based on past
Supplier can use portal to submitinvoice
Line item level coding possible
entries and credit card statements
User profile can be created for supplier & can used to
Black listing of vendors
GPS Distance Tracking
submit invoice
6
Budget
Budget criteria can be set
Budget criteria can be set
Expense level rules like min, max can be created
Can manage multiple currencies. Have to definehome
7
Currency
Can manage multiple currencies
Can manage multiple currencies
currency
Expense Management Tool Evaluation
Sr. No.
Area
Expenzing
Happay
Expensify
8
Reporting
Graphical reports and dashboards
Cashflow analytics, data visualisation
Reporting frequency can be created
(Monthly trend analysis, top 25 spends, top 25vendor
Realtime reports status can be seen
chart reports)
Integrates with QBO & most ERPs, includingSAP,
Integrates with QBO, quick books, SAP,microsoft
Integrate with Quick books, Bill.com, Net Suite,Sage,
9
Integeration
Oracle, JDE, MS Dynamics
dynamics, oracle
Microsoft Dynamics, oracle, Intact, SAP,etc..
Clients have access to support through acustomer
10
Support
Support missing
Online chat box available
service desk
Chat community for solving issues is alsoavailable
Workflow can be customized for variouscombination
11
Workflow
of departments or cost centres, expense types and
Works with defined workflow
Works with the defined workflow
limitamounts
Reimburesements both manually or automatically aswell
12
Employee Reimbursement
Employee Reimbursement can be done
Employee Reimbursement can be done
It can also connect with bill.com, etc. to pay the
employees
Sync tax rates from your accounting package or set
13
Compliance
Compliance Management is one of its feature.
Easily capture GST details and ensure 100% compliance
custom tax names, rates, codes, and defaults forevery
expense policy.
14
Website
https://www.expenzing.com/
https://www.happay.com/
https://www.expensify.com/
15
Cost
Company credit cards can be managedthrough the
16
Credit card
Credit card accounting
Credit Card Integration
software.
Built in reconciliation dashboard for credit card
statements
Back
BI Tool Evaluation
Sr. No.
Features
Tableau
Qlikview
Microsoft Power BI
Easy-to-use interface by simply dragging
Easy-to-use interface by simply dragging and
1
Interface
Easy-to-use interface by simply dragging and dropping
and dropping
dropping
2
Real Time
Real time visualization
Real time visualization
Real time visualization
3
Suitable for
Dash boarding and Rapid visualization
Departmental and enterprise-wide BI solution
Dash boarding and Rapid visualization
4
Performance
Good, uses Cubing technique
Better than Tableau as it uses Combining technique
5
User friendly
Yes
Yes
Yes
6
Product range
Diverse products
Single product
Single product
Tableau Desktop: Made for individual use
Tableau Server: Collaboration for any
organization
Tableau Online: Business Intelligence in the
Cloud
Tableau Reader: Let you read files saved in
Tableau Desktop.
Tableau Public: For journalists or anyone to
publish interactive data online.
Graphical inputs and
7
changes / Connections
Easy to incorporate
Need to write logic for changes
Easy to incorporate
of data
Client site and on Cloud (can easily be embedded into
8
Areas deployed
Client site and on Cloud
On Cloud
custom developers’ apps.)
Gauge charts and 3D
9
Supports gauge charts only
Supports
Supports
graphs
10
Geographical Maps
Inbuilt extension
Inbuilt extension
Inbuilt extension
Back
BI Tool Evaluation
Sr. No.
Features
Tableau
Qlikview
Microsoft Power BI
11
Tables
Weaker in tables
Very good in tables
Prepare
12
Speed depends on
RAM and source database
RAM
RAM
13
Sharing
Online and offline sharing reports
Online and offline sharing reports
Online sharing reports
Restrict Access at the Data Row Level and
14
Security
Access controls can be defined
Access controls can be defined
filters
Flexibility of data /
Compatible with
Accessible from any where of the world
Accessible from any where of the world regardless
Accessible from any where of the world regardless of the
15
mobile operating
regardless of the device
of the device
device
system
Not well structured as it contains lot of tabs / item /
16
Structure
Well managed
Simple structure
menu
17
Implementation
Deployment takes place in 4 phases
Tableau Creator - $70 per user / monthly
Professional - 1.20 lakh / Analyser - 60k AMC -
18
Pricing
$9.99 per user, per month
(Includes - Desktop, Prep and server)
20.8k / 37k
Tableau Reader - $12 per user / monthly
$36,150 per server
(Includes - Server)
19
Contact Number
+1 206-633-3400
+91 08046577638 / +1 (866) 616-4960
Seattle (Data1), 744 N. 34th St, Seattle,WA
The Millenia, Tower "A", 4th Floor, Murphy Road,
20
Place of contact
98103
Ulsoor, Bangalore - 560008
21
Integration
Doesnot integrate directly with QBO
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QBO Architecture - Evaluation
Sr. No.
Ledger/group name
Current head
To Be
1
Late payment charges
Indirect income
Indirect exps
2
Sale of fixed asset
Sales account
Other income
3
Auditors remuneration
Adminisrative
Indirect exps
4
Fees & taxes
Adminisrative
Property tax to be separate and other to be fees & taxes
5
Professional tax
Adminisrative
to show separately
6
Roc fees
Adminisrative
Rates & taxes
7
Staff welfare
Employee exps
to be shown separately or admistrative exps
8
Recruitment exps
Employee exps
to be shown separately or admistrative exps
9
Operating exps
Indirect exps
Direct exps
10
Freigt inward
Direct exps
transportation/ loading & unloading
11
Gst
Duties & taxes
to be grouped under gst only
12
Other fees receivable
Current assets
other income
13
Tax deducted atsource
Current assets
under TDS receivable
14
Deposit
Current assets
under deposit to be fiburcated Telephone/electricity/ gas/society/etc
15
Deposit for electricity
Deposit
under deposits
16
Advance for income entry
Sundry debtors
Sundry creditors
17
HO-badmane
Sundry debtors
Branch divisions
18
Beds (stackable beds for day care)
Fixed assets
underproper heads (fixed assets)
19
Inverter with battaries
Fixed assets
underproper heads (fixed assets)
20
Kitchen utensiles
Fixed assets
underproper heads (fixed assets)
21
Motor vehicle
Fixed assets
underproper heads (fixed assets)
22
Ups & power backup
Fixed assets
underproper heads (fixed assets)
23
Bsnl
Creditors for expenses (company)
Creditors for Expenses Tel, Mobile, Electricity
24
Bangalore Electricity Supply Co. Ltd (BESCOM)
Creditors for expenses (company)
Creditors for Expenses Tel, Mobile, Electricity
25
Bharti Airtel Limited
Creditors for expenses (company)
Creditors for Expenses Tel, Mobile, Electricity
26
Profession Tax
Current liabilities
Duties & taxes
27
Profession Tax-Karnataka
Current liabilities
Duties & taxes
28
Profession Tax-Telangana
Current liabilities
Duties & taxes
29
Provident Fund Payable-EmployerShare
Current liabilities
ESIC & PF Payable
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Roadmap - Detailed Gantt (1/3)
Implementation of Sales force, Expense Mgt., HR and BI Tool
Preliminary understanding of the Scope of Work
Understanding the Data from Client
Explaining scope to Development Team
Providing Data
Developing Dashboards
Internal Evaluation
Pilot session
Client Feedback
Incorporating agreed feedback and obtaining sign-off
User Training, Readiness Assessment and Go-Live
Ongoing Support
MIS and Reporting
Preparation and finalization of Reporting matrix
Mapping of data sources from ERP
Roll-out First Cut
Discussion with HOD and management for First Cut MIS
Gap analysis and improvement road map
Resolve data accuracy gaps
Training concerned Teams
Handover to concerned teams (report by report)
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Roadmap - Detailed Gantt (2/3)
Budgeting
Preparation of budgetary framework
First-level discussions with all heads
Roll-out of budgetary process
Roadmap preparations & setting timelines
Receiving first-cut inputs from all heads
Discussions and iterations on the numbers
Analysis and Consolidation
First Cut Budget to all Heads
Presentation budgets to the management
QBO Optimization
Master clean-up
Configure Cost centre methodology
Rectification of logical flaws
Reconfigure project hierarchy and processes
Strengthen Inventory management through ERP
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Roadmap - Detailed Gantt (3/3)
Process Improvement (including Quick Fixes)
Mapping of to-be process with SOP drafting
Determining hierarchy for each department and authorization flow thereof
Discussion with HOD's and relevant stakeholders to agree the process and
incorporation of changes, if any
Implement the new process
F&A Restructuring
Hiring of head of finance
Training the Head of Finance
Inventory Management
Designing an ideal process workflow for inventory management - A structure, Process
and system to be put in place for:
1. Documentation needed in the workflow
2. Stores Management
3. Allocation of responsibilities and TAT at each level
4. Accounting of inventory in books
Revamping the Inventory Management workflow in ERP basis the process designed
Training people on the newly designed workflow and supervising it
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