Chapter 2 Financial and Accounting Systems

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2. WHAT IS THE MARKS DISTRIBUTION?
3. WHAT SKILLS ARE EXPECTED?
4. HOW WE WILL TAKE THIS CLASS?
5. WHAT DOES THE PAPER LOOKS LIKE?

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Section-wise Weightage for Subjects
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50 MARKS 50 MARKS
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AUTOMATED FINANCIAL INFORMATION E-COMMERCE, CORE

BUSINESS AND SYSTEM AND M-COMMERCE BANKING
PROCESS ACCOUNTING ITS AND EMERGING SYSTEM
SYSTEM COMPONENTS TECHNOLOGIES
7 TO 12.5 MARKS
EACH
11
INTRODUCTION STRATEGY BUSINESS ORGANISATION

TO STRATEGIC MANAGEMENT LEVEL AND STRATEGIC
MANAGEMENT PROCESS STRATEGIES LEADERSHIP
DYNAMICS OF CORPORATE FUNCTIONAL STRATEGY

COMPETITIVE LEVEL LEVEL IMPLIMENTATION
STRATEGY STRATEGIES STRATEGIES AND CONTROL
5 TO 10 MARKS EACH
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Skill-wise Weightages
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EIS - MARKS DISTRIBUTION

NO. CHAPTER MARKS CONCEPTS
1. AUTOMATED 7.5 TO 12.5 i. Introduction to Enterprise Business Processes, Benefits, Risks and
BUSINESS Controls;
PROCESS ii. Diagrammatic representation of business processes using Flowcharts;
iii. Risks and controls for specific business processes: Procure to pay (P2P),
Order to cash, Inventory Cycle, Hire to Retire, Supply Chain
Management, Fixed Assets etc.
iv. Applicable regulatory and compliance requirements including computer
related offences, privacy, cybercrime, Sensitive Personal Data
Information of Information Technology Act, 2000 7
2. FINANCIAL AND 7.5 TO 12.5 i. Integrated (ERP) and non-integrated systems with related risks and
ACCOUNTING controls
SYSTEM ii. Business process modules and their integration with Financial and
Accounting systems
iii. Reporting Systems and MIS, Data Analytics and Business Intelligence
iv. Business Reporting and fundamentals of XBRL (eXtensible Business
Reporting Language).
v. Applicable regulatory and compliance requirements
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EIS - MARKS DISTRIBUTION

3. INFORMATION 7.5 TO 12.5 i. Components of Automated Information Systems: Application
SYSTEM AND ITS Systems, Database, Network and Operating System with related
COMPONENTS risks and controls.
ii. Mapping of Organisation structure with segregation of duties in
Information Systems.
4. E-COMMERCE, M- 7.5 TO 12.5 i. Components and Architecture of E-Commerce and M-Commerce

COMMERCE AND with related risks and controls
EMERGING ii. Business process flow with its related risks and controls
TECHNOLOGIES iii. Applicable regulatory and compliance requirements
iv. Emerging technologies with its related risks and controls
5. CORE BANKING 7.5 TO 12.5 i. Components and Architecture of CBS and related risks and
SYSTEM controls
ii. Core modules of banking and Business process flow and its
related risks and controls
iii. Reporting Systems and MIS, Data Analytics and Business
Intelligence
iv. Applicable regulatory and compliance requirements
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SM - MARKS DISTRIBUTION
1. INTRODUCTION 5 TO 10 i. Business Policy
TO STRATEGIC ii. Meaning and Nature of Strategic management
MANAGEMENT iii. Business Strategy
iv. Strategic levels in organizations
v. Strategic Management in Government and Not-for-profit organization
2. DYNAMICS OF 5 TO 10 i. Competitive Landscape

COMPETITIVE ii. Strategic Analysis
STRATEGY iii. Industry and competitive Analysis 8
iv. Core Competence

v. Competitive advantage
vi. Internal and External Analysis
vii.SWOT Analysis
viii.Globalization
3 STRATEGY 5 TO 10 i. Strategic Planning

MANAGEMENT ii. Strategic Intent - Vision, Mission and Objectives
PROCESS iii. Strategy Formulation
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4. CORPORATE LEVEL 5 TO 10 i. Concepts and Nature of Corporate Strategy
STRATEGIES ii. Strategic Alternatives at Corporate Level
a) Stability
b) Growth/Expansion
c) Business Combinations – Merger and Acquisition
d) Strategic Alliances
. e) Retrenchment/Turnaround
(f) Combination
5. BUSINESS LEVEL 5 TO 10 i. Competitive strategies at Business Level

STRATEGIES ii. Michael Porter’s Generic Strategies
iii. Best-Cost Provider Strategy
6. FUNCTIONAL LEVEL 5 TO 10 i. Marketing Strategy

STRATEGIES ii. Financial Strategy
iii. Operations Strategy
iv. Human Resource Strategy
v. Research and Development
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7. ORGANISATION 5 TO 10 i. Organisation Structure

AND STRATEGIC ii. Strategic Business Unit
LEADERSHIP iii. Strategic Leadership
iv. Strategy Supportive Culture
v. Entrepreneurship and Intrapreneurship
8. STRATEGY 5 TO 10 i. Strategy Implementation

IMPLIMENTATION ii. Strategic Change
AND CONTROL iii. Strategic Control
iv. Strategy Audit
v. Business Process Reengineering
vi. Benchmarking
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1. WE WILL START THE REGULAR CLASSES FROM 14/12/2022.

2. CLASS TIMINGS WILL BE 10.15 AM WED TO SAT.
3. WE WILL START OUR BATCH WITH EIS CHAPTER 2: FINANCIAL AND ACCOUNTING
SYSTEMS.
4. OUR APPROACH WILL BE PRACTICAL ORIENTED STUDY.
5. WE WILL ALSO SOLVE MCQ’s.
6. WE WILL TAKE WRITING PRACTICE BATCHES.
7. WE WILL SOLVE RTP, MTP AND PYQ.
8. NOTES WILL BE MADE AVAILABLE FOR STUDENTS.
9. TRACKER WILL BE MAINTAINED FOR THE ENTIRE CLASS.
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10
30 MARKS 70 MARKS
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FINANCIAL
AND
ACCOUNTING
SYSTEMS
21
INTRODUCTION
 This chapter is meant
for providing an insight
to Financial and
Accounting Systems, its
working, audit and its 11
use forbusiness
management and
development.
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INTRODUCTION
 Financial and Accounting Systems forms an integral
part of any business and acts as a backbone for it.
Financial and Accounting systems may include
other aspects of business management like human
resource, inventory, Customer Relationship
Management (CRM), etc. After going through this
chapter, a student is expected to understand about-
23
INTRODUCTION
 What is a system?
 What is an ERP System?
 What is a Financial and Accounting system?
 How to use it for different purposes like 12
accounting, auditing, business management,

etc.?
 How to assess risks and controls of any Financial
and Accounting System?
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INTRODUCTION
 In the process of learning about Financial and Accounting
systems, there can be different angles to view the same
thing and to understand it in a better way; we shall be
viewing Financial and Accounting Systems from many
different angles. At time of understanding the system from
one angle, another angle must be kept in mind and cannot
be ignored. Chartered Accountants are supposed to be
experts in financial as well as accounting systems. Financial
and Accounting Systems does not necessarily mean
Software or Computerized Systems only. It may include
many other aspects also.
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INTRODUCTION
 Fig. 2.1.1 depicts different perspectives of the same view
through different Professionals.
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Fig. 2.1.1: Different perspectives from different Professionals

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INTRODUCTION
Different Requirements from Different Persons
• Accountant's View - Balance Sheet and Profit & Loss Account
must be prepared easily without putting much time / efforts.
• Auditor's View - Balance Sheet and Profit & Loss Account
must be correct at any point of time.
• Business Manager / Owner's View - They need right
information at right point of time for right decision making.
It is the job of any Financial and Accounting System to cater to
needs of all the users simultaneously. Hence, we shall discuss
Financial and Accounting Systems from all the possible angles.
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ERP AND NON-INTEGRATED SYSTEMS
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2.2.1 What is a System?

What is a system and how this
word relates to Financial and
Accounting aspect, this is
important for us to
understand. Many a times
this word is mistakenly
understood as something
relating to
computer/software/informati
on technology etc.
29

 Here, it is suggested to make this point very clear that a
system may or may not be related with
computer/software/information technology etc.
Software/Computer/Hardware may or may not form part of
overall system.
 Dictionary meaning of the word System is – 15
 "A set of principles or procedures as per which something is

done; an organized scheme or method.“
Or
 "A set of things working together as parts of a mechanism or
an interconnecting network; a complex whole."
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The word "System" can be explained in a simple way as, "a set of
detailed methods, procedures and routines created to carry out a
specific activity, perform a duty, or solve a problem". It is an
organized, purposeful structure that consists of interrelated and
interdependent elements (components, entities, factors,
members, parts etc.). These elements continually to influence
one another (directly or indirectly) to maintain their activity and
the existence of the system, to achieve the goal of the system. All
systems generally-
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a) have inputs, outputs and feedback mechanisms;
b) maintain an internal steady-state despite a changing
external environment; and
c) have boundaries that are usually defined by the system
observer. 16
Systems may consist of sub-systems also which are a part of a

larger system. Systems stop functioning when an element is
removed or changed significantly. Together, they allow
understanding and interpretation.
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Human body is natural and a complete system. We know about
the word "Eco System". Every human body is a part of Ecosystem.
An ecosystem includes all the living things (plants, animals and
organisms) in each area, interacting with each other, and with
their non-living environments (weather, earth, sun, soil, climate,
and atmosphere). In an ecosystem, each organism has its' own
niche or role to play. In another example, a business is said to be
a system as it contains input such as people, machine, money,
materials etc. which undergo different processes such as
production, marketing, finance etc. and produces output like
goods and services depending on the nature of business.
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• In this chapter, we are discussing system for business finance and
accounting.
• A system includes defined methods and process to perform an
activity. So basically, processes are important components in any
system.
17
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2.2.2 What is a Process?

• In the systems engineering arena, a Process is defined as a
sequence of events that uses inputs to produce outputs. This
is a broad definition and can include sequences as
mechanical as reading a file and transforming the file to a
desired output format; to taking a customer order, filling
that order, and issuing the customer invoice.
• From a business perspective, a Process is a coordinated and
standardized flow of activities performed by people or
machines, which can traverse functional or departmental
boundaries to achieve a business objective and creates value
for internal or external customers.
35
2.2.3 Concepts in Computerized Accounting Systems
• As we are discussing about Financial &

Accounting Systems, it is necessary to
discuss some concepts to understand
Financial and Accounting systems in a 18
better way.
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I. TYPES OF DATA
Every accounting systems stores data in two ways: Master
Data and Non-Master Data (or T ransaction Data) as shown
in the Fig. 2.2.1.
DATE
Master Non - Master
Fig. 2.2.1: Types of Data

 Master Data: Relatively permanent data not expected to
change frequently.
 Non-Master Data: Non-permanent data and expected to
change frequently.
37
I. TYPES OF DATA
A. Master Data: As defined above, master data is relatively
permanent data that is not expected to change again and again. It
may change, but not again and again. In accounting systems, there
may be following type of master data as shown in the Fig. 2.2.2.
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Fig. 2.2.2: Types of Master Data in Financial and Accounting

Systems
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1. TYPES OF DATA
a) Accounting Master Data - This
includes names of ledgers, groups,
cost centres, accounting voucher
types, etc. For example Capital
Ledger is created once and not
expected to change frequently.
Similarly, all other ledgers like
sales, purchase, expenses and
income ledgers are created once
and not expected to change again
and again. Opening balance
carried forward from previous year
to next year is also a part of master
data and not expected to change.
39
1. TYPES OF DATA
b) Inventory Master Data - This
includes stock items, stock groups,
godowns, inventory voucher types
etc. Stock item is something which
are bought and sold for business
purpose, trading goods. For
example- If a person is into the 20
business of dealing in white goods,

stock items shall be Television,
Fridge, Air Conditioner, etc. For a
person running a medicine shop, all
types of medicines shall be stock
items for him/her.
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1. TYPES OF DATA
c) Payroll Master Data - Payroll is another
area connecting with Accounting Systems.
Payroll is a system for calculation of
salary and recording of transactions
relating to employees. Master data in
case of payroll can be names of
employees, group of employees, salary
structure, pay heads, etc. These data are
not expected to change frequently. For
example- Employee Master Data created
in the system will remain as it is for a
longer period of time, his/her salary
structure may change but not frequently,
pay heads associated with his/her salary
structure will be relatively permanent.
41
1. TYPES OF DATA
d) Statutory Master Data - This is a
master data relating to
statute/law. It may be different
for different type of taxes. For
example- Goods and Service Tax
(GST), Nature of Payments for 21
Tax Deducted at Source (TDS),

Tax Collected at Source (TCS) etc.
This data also shall be relatively
permanent.
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I. TYPES OF DATA
We don't have any control on this data as statutory changes are
made by Government and not by us. In case of change in tax
rates, forms, categories; we need to update/change our master
data.
All business process modules must use common master data.
43
I. TYPES OF DATA
B. Non-Master Data: It is a data
which is expected to change
frequently, again and again
and is not a permanent data.
For example- Amounts
recorded in each transaction 22
shall be different every time

and expected to change again
and again. Date recorded in
each transaction is expected
to change again and again
and will not be constant in all
the transactions.
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1. TYPES OF DATA
Example 2.1:
To understand the concept of master data and non-
master data in a simple way, let us co-relate this
with ourselves using following example.
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1. TYPES OF DATA
 Our Personal Master Data -
Our Name, Name of
Parents, Address, Blood
Group, Gender, Date of
Birth, etc. is a personal
master data and not 23
expected to change. Our

address may change, but
not frequently.
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1. TYPES OF DATA
• Our Personal Non-Master
Data - Contrary to this,
there may be some
information about us which
may fall in the category of
non- master data, i.e. not a
permanent data. For
example- Date of Birth is
master data but age is a
non- master data, weight is
a non-master data, our
likes, dislikes again is a non-
master data.
47
1. TYPES OF DATA
C. Why Master and Non-Master Data?
Basic objective of accounting system is to record input in the
form of transactions and generate output in the form of
reports as shown in the Fig. 2.2.3.
Transaction  Processing  Reprot 24
Fig. 2.2.3: Objective of Accounting System
Let us consider a simple transaction of capital introduction

in business in cash Rs. 1,00,000. This transaction is recorded
as under in Table 2.2.1.
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1. TYPES OF DATA
Table 2.2.1: Data Sample Transaction
Receipt No.1 Date: 01st Apr., 2017

Cash Dr. 1,00,000
To Capital Cr. 1,00,000
(Being capital introduced in
Narration:
business)
Above information is stored in Accounting Information Systems
in two ways, in the form of Master Data and Transaction Data.
Let us understand what is stored in the system through Table
2.2.2.
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1. TYPES OF DATA
Table 2.2.2: Data Stored in Forms
Master Data Non-Master Data

Voucher Type (i.e. Receipt Voucher Number (i.e. 1 in this
Voucher in this case). case).
Debit Ledger Name (i.e. Cash in Debit Ledger Amount (i.e. ` 25
this case). 1,00,000 in this case).

Credit Ledger Name (i.e. Capital Credit Ledger Amount (i.e.
in this case). `1,00,000 in this case).
Date (i.e. 01st Apr., 2017 in this
case).
Narration.
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1. TYPES OF DATA
Please note:
 Master data is generally not typed by the user; it is selected from the
available list. For example- Debit Ledger name is selected from the
available list of ledgers. If ledger is not created, user needs to create it first
to complete the voucher entry.
 Master data entry is usually done less frequently say, once a year or when
there is a need to update. For example - prices are contracted with Vendors
after deliberations and the agreed prices are updated in the Vendor master
when new prices are negotiated. Generally, these are not done as
frequently as the transactions with the Vendor itself. Effective controls
over master data entry would be a 'four eye' check, where there is another
person who independently checks whether the master data entry is
accurately done in the financial system of the company.
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1. TYPES OF DATA
 Non-master data is typed by the user and not selected from available list
as it is a non-permanent and it keeps on changing again and again.
 Sometimes transactional data could also be selected from a drop down list
of inputs available to the user. For example, when a GRN (Goods Receipt
Note) is created by the Stores/Warehouse personnel, they might only
select the open purchase orders available in the system and input actual
quantities received. In this case, many fields required to complete the 26
transaction is pre-filled by the system and the user is not allowed to edit
those fields.
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1. TYPES OF DATA
 Master data is selected from the available list of masters (e.g. Ledgers) to
maintain standardization as we need to collect all the transactions relating
to one master data at one place for reporting. For example- all cash
transactions are collected in Cash Ledger for reporting purpose all
transactions relating to capital are collected in Capital Ledger for reporting
purpose.
 While inputting the information, user is forced to select master data from
the available list just to avoid confusion while preparing reports. For
example - same ledger name may be written differently.
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II. VOUCHER TYPES

 In accounting language,
a Voucher is
documentary evidence
of a transaction. There
may be different 27
documentary evidences
for different types of
transactions.
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II. VOUCHER TYPES

 For example- Receipt given to a customer after
making payment by him/her is documentary
evidence of amount received. A sales invoice or a
purchase invoice, are also documentary evidences
of transaction. Journal voucher is a documentary
evidence of a non-cash/bank transaction. In
accounting, every transaction, before it is
recorded in the accounting system, must be
supported by a documentary proof.
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II. VOUCHER TYPES

 In computer language, the word voucher has got
a little different meaning. Voucher is a place
where transactions are recorded. It is a data input
form for inputting transaction data. In
accounting, there may be different types of 28
transactions; hence we use different voucher

types for recording of different transactions.
Generally following types of vouchers are used in
accounting systems as shown in Table 2.2.3.
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II. VOUCHER TYPES

Table 2.2.3: Voucher Types
MODULE - ACCOUNTING
Voucher
S.N Use
Type
1 Contra For recording of four types of transactions as under.
a) Cash deposit in bank.
b) Cash withdrawal from bank.
c) Cash transfer from one location to another.
d) Fund transfers from our one bank account to
our own another bank account.
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II. VOUCHER TYPES

2 Payment For recording of all types of payments. Whenever the
money is going out of business by any mode
(cash/bank). E.g. Payment of salary and rent.
3 Receipt For recording of all types of receipts. Whenever the
money is being received into business from outside
by any mode (cash/bank). E.g. Interest received from 29
bank.
4 Journal For recording of all non-cash/bank transactions. E.g.
Depreciation, Provision, Write-off, Write-back,
Discount given/received, Purchase/Sale of fixed
assets on credit, etc.
5 Sales For recording all types of trading sales by any mode
(cash/bank/credit).
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II. VOUCHER TYPES
6 Purchase For recording all types of trading purchase by any

mode (cash/bank/credit).
7 Credit Note For making changes/corrections in already
recorded sales/purchase transactions.
8 Debit Note For making changes/corrections in already
recorded sales/purchase transactions.
9 Memorandum For recording of transaction which will be in the
system but will not affect the trial balance. In
other words, memorandum vouchers are used to
record suspense payments, receipt, sales,
purchase etc. conveyance expenses.
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II. VOUCHER TYPES

MODULE -INVENTORY
10 Purchase For recording of a purchase order raised by a
Order vendor.
11 Sales For recording of a sales order received from a
Order customer.
12 Stock For recording of physical movement of stock from 30
Journal one location to another. E.g. Inter-Godown Transfer.

13 Physical For making corrections in stock after physical
Stock counting.
14 Delivery For recording of physical delivery of goods sold to a
Note customer.
15 Receipt For recording of physical receipt of goods purchased
Note from a vendor.
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II. VOUCHER TYPES

MODULE - PAYROLL
16 Attendance For recording of attendance of employees.
17 Payroll A payroll voucher is used to record all

employee-related transactions. It includes
all the computation for respective pay-
heads for salary calculation of employees.
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II. VOUCHER TYPES

• In some financial systems, instead of the word "Voucher",
the word "Document" is used. Above Table 2.2.3 shows an
illustrative list of some of the voucher types. Different
system may have some more voucher types. Also, user may
create any number of new voucher types as per
requirement. For example- In Table 2.2.3, only "Payment" 31
voucher type is mentioned to records payments. But user

may create two different voucher types for making
payment through two different modes, i.e. Cash Payment
and Bank Payment.
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III. VOUCHER NUMBER

• A Voucher Number or a
Document Number is a
unique identity of any
voucher/document. A
voucher may be identified
or searched using its
unique voucher number.
Let us understand some
peculiarities about voucher
numbering.
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III. VOUCHER NUMBER

• Voucher number must be unique.
• Every voucher type shall have a separate numbering series.
• A voucher number may have prefix or suffix or both, e.g.
ICPL/2034/17-18. In this case "ICPL" is the prefix, "17-18" is the
suffix and "2034" is the actual number of the voucher.
32
• All vouchers must be numbered serially, i.e. 1,2,3,4,5,6 and so on.

• All vouchers are recorded in chronological order and hence
voucher recorded earlier must have an earlier number, i.e. if
voucher number for a payment voucher having date as 15th April,
2017 is 112, voucher number for all the vouchers recorded after
this date shall be more than 112 only.
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IV. ACCOUNTING FLOW

• In Introduction part, we have discussed accounting flow from the
angle of an accountant. Now, we are going to discuss accounting
flow from the angle of Software.
Fig. 2.2.4: Flow of Accounting

65
IV. ACCOUNTING FLOW

• As shown in the Fig. 2.2.4 regarding the flow of accounting, in all
there are seven steps in accounting flow, out of which only first
two steps require human intervention. Remaining five steps are
mechanical steps and can be performed by software with high
speed and accuracy. Also, these five steps, i.e. Posting, Balancing,
Trial Balance preparation, Profit and Loss Account preparation
33
and Balance Sheet preparation are time consuming jobs and
require huge efforts.
• In very few cases, voucher entry may be automated and
performed by software automatically. For example- Interest
calculation and application on monthly basis by a bank can be
done by software automatically at the end of the month. But
largely, voucher entry has to be done by a human being only.
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V. TYPES OF LEDGERS
• In accounting, we have studied that there are three types of ledger accounts,
i.e. Personal, Real and Nominal. But as far as Financial and Accounting
Systems are concerned, ledgers may be classified in two types only Ledger
having Debit Balance and Ledger having Credit Balance. Why this is so? Let us
understand with the help of the Fig. 2.2.5.
Fig. 2.2.5:
Types
of
Ledgers
67
V. TYPES OF LEDGERS
Please note -
• Basic objective of accounting software is to generate two
primary accounting reports, i.e. Profit & Loss Account and
Balance Sheet. Ledger grouping is used for preparation of
reports, i.e. Balance Sheet and Profit & Loss Account.
34
• Hence every ledger is classified in one of the four

categories, i.e. Assets, Expense, Income or Liability. It
cannot be categorized in more than one category. The
examples of Ledger account are as follows:
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V. TYPES OF LEDGERS
a) Assets includes Cash, property plant and equipment,
accounts receivable etc.
b) Expense includes salary, insurance, utilities etc.
c) Income includes sales, interest income, rent income and
other operating income etc.
d) Liabilities includes Debt/loans, accounts payable,
outstanding expenses etc.
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V. TYPES OF LEDGERS
• Difference between Total Income and Total Expenses, i.e.
Profit & Loss, as the case may be, is taken to Balance
Sheet. So, everything in accounting software boils down to
Balance Sheet. Balance Sheet is the last point in
accounting process.
• Income and Expense ledgers are considered in Profit and 35
Loss Account and Asset and Liability ledgers are

considered in Balance Asset Sheet.
• Accounting software does not recognize any ledger as
Personal, Real or Nominal; instead it recognizes it as an
Asset, Liability, Income or Expense Ledger.
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VI GROUPING OF LEDGERS
• At the time of creation of any
new ledger, it must be placed
under a particular group.
There are four basic groups in
Accounting, i.e. Income,
Expense, Asset, Liability. There
may be any number of sub
groups under these four basic
groups. Grouping is important
as this is way to tell software
about the nature of the ledger
and where it is to be shown at
the time of reporting.
71
VI GROUPING OF LEDGERS
• For example- Cash ledger is an asset ledger and should be
shown under current assets in Balance Sheet. If we group
cash ledger under indirect expenses, it shall be displayed in
profit and loss account as expenditure. Liabilities are
recorded on the balance sheet and measure the obligations
that a company needs to make. Liabilities include loans, 36
accounts payable, deferred revenues, and accrued expenses.

In the similar way, Income includes Direct income and
Indirect income. The direct income can include Apprentice
Premium, factory income and indirect incomes include Bad
Debts and Commission Received by company. Software
cannot prevent incorrect grouping of ledger.
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2.2.4 TECHNICAL CONCEPTS

As nowadays, almost all the Financial and
Accounting Systems are computerized, it is
necessary to understand how does it work? We are
going to understand technical concepts from the
perspective of a non-technical person or a layman
who does not understand technicalities and does
not want to go into technical details.
73

A. Working of any software (Refer Fig. 2.2.6)
37
Fig.2.2.6: Types of software
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I. Front End and Back End
These two words are used by software people again and
again. Let us understand these two words in a simple
language.
 Front End - It is part of the overall software which
actually interacts with the user who is using the
software.
 Back End - It is a part of the overall software which
does not directly interact with the user but interact
with Front End only.
75

If a user wants to have some information from the system,
i.e. Balance Sheet
 User will interact with Front End part of the software
and request front end to generate the report.
 Front End will receive the instruction from user and 38
pass it on to the back end.

 Back End will process the data, generate the report
and send it to the front end. Front end will now display
the information to user.
 This is how the process gets completed each and every
time.
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To understand this concept in a better way, let us try to
co-relate this with a situation in a restaurant as shown in
the Fig. 2.2.7.
Customer (User)
Waiter (Front End) Waiter (Front End)
Cook (Back End)
Fig. 2.2.7: An Illustrative Situation (For a customer in a

Restaurant)
77

 A customer will place an order with waiter (Front
End) and not with a cook (Back End) directly.
 Waiter will receive the order and pass it, to the
cook in the kitchen.
 Cook will process the food as per requirement and 39
had it over to the waiter.

 Waiter will serve the food to the customer.
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II. Why separate Front End and Back End Software? Why
not only one?
Reasons behind this can be summarized as under in the
Table 2.2.4.
79

Table 2.2.4: Front End and Back End for Situation (cited in Fig. 2.2.7)
Reason Restaurant Software

Domain A waiter is expert in Front end software is
Expertise handling customers; a meant for handling
cook is expert in cooking. requests from users. Back
40
These two jobs are end software is meant for

separate and should not storing and handling the
be mixed with each data.
other. Both the jobs must
be performed with
topmost quality.
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Presentation Waiter can present Front end software
himself as well as the interacting with a user is
food in a better way. meant for presenting
Everybody likes good information in proper
presentation. One format, different colours,
cannot expect a bold, italic letters, tables,
presentable cook as charts, etc. Back end
he/she works in software is not meant for it
kitchen. and it can't be expected
also.
81

User Waiter handles processed Front end software should
Experience food and not raw guide a user to the desired
material. Whole process report or feature. Front end
of getting desired food software handles processed
from ordering to billing data and not raw data like 41
should be smooth and back end does. User

user experience should be interface of the front-end
very good. This is software needs to be
supposed to be done by intuitive, i.e. minimum use
well-trained waiter. This of help should be sought by
cannot be expected from user.
a cook.
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Speed After placing an order, Using single software for

customer expects a quick both the aspects would
delivery of food, nobody likes unnecessarily increase
waiting period. This is the load and slow down
possible only with the speed. Separate
segregation of duties. Waiter back end software is
will handle the customers used for handling data
only. Cook will keep on only. This reduces the
cooking only. Repeating the load and increases
same activity again and again speed of operations.
increases expertise and
efficiency.
83

Language A waiter needs to be Front end speaks in the

polished and polite. He/she language understood by
needs to understand the user and understands
language of the customer language spoken by the 42
and speak to the customer Backend. Back end speaks
in the language in which the in technical language not
customer is comfortable. understood by a layman.
Cook must do nothing with Front end can speak in
this aspect as he is not both languages- user's
interacting with customers. language and technical
His job is to prepare best language.
quality food only.
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III. Application Software
As discussed in the previous
chapter, application software
performs many functions
such as receiving the inputs
from the user, interprets the
instructions and performs
logical functions so a desired
output is achieved. Examples
of application software
would include SAP, Oracle
Financials, MFG Pro etc.
85

In most software, there are three layers which together form the
application namely; an Application Layer, an Operating System Layer
and a Database Layer. This is called Three Tier architecture.
o The Application Layer receives the inputs from the users and
performs certain validations like, if the user is authorized to
request the transaction. 43
o The Operating System Layer carries these instructions and

processes them using the data stored in the database and
returns the results to the application layer.
o The Database Layer stores the data in a certain form. For a
transaction to be completed, all the three layers need to be
invoked. Most application software is built on this model these
days.
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B. Installed Applications v/s Cloud-based Applications
There are the two ways (as
shown in the Table 2.2.5) of
using a software including
Financial & Accounting
Software.
87

• Installed Applications:
These are programs
that are installed on
the hard disc of the
user's computer.
44
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• Cloud Applications:
Web Applications are
not installed on the
hard disc of the user's
computer and are
installed on a web
server and accessed
using a browser and
internet connection.
89

• As technology and internet connectivity improved
virtually, all web-based applications have moved to cloud-
based applications. These days many organizations do not
want to install Financial Applications on their own IT
infrastructure. For many organizations, the thought
process is that it is not their primary function to operate 45
complex IT systems and to have a dedicated IT team and

hardware which requires hiring highly skilled IT resources
and to maintain the hardware and software to run daily
operations. The costs may become prohibitive.
90
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• Thus, organizations increasingly are hosting their
applications on Internet and outsource the IT functions.
There are many methods through which this can be
achieved. Most common among them being SaaS
(Software as a Service) or IaaS (Infrastructure as a Service)
of Cloud Computing.
(The details of Cloud Computing Service models are discussed
in the Chapter 4 of the study material.)
91

Table 2.2.5: Installed and Cloud Based Applications
Particulars Installed Application Cloud Based Application
Installation As software is installed on hard Installation on user computer
and disc of the computer used by is not required. Update and
Maintenance user, it needs to be installed on maintenance are defined 46
every computer one by one. responsibility of service

This may take lot of time. Also, provider.
maintenance and updating of
software may take lot of time
and efforts.
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Accessibility As software is installed on the As software is available
hard disc of the user's through online access, to use
computer, user needs to go to the software a browser and
the computer in which the an internet connection are
software is installed. use the needed. It can be used from
software. It cannot be used any computer in the world.
from any other computer. Access to the software
becomes very easy. Also, it
can be used 24 x 7.
93

Mobile Using the software through Mobile application becomes
Application mobile application is difficult in very easy as data is available
this case. 24x7. As technology evolves, 47
mobile technology is
becoming an industry norm
that makes cloud based
application future oriented.
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Data Storage Data is physically stored in the Data is not stored in the
premises of the user, i.e. on the user's server computer. It is
hard disc of the user's server stored on a web server.
computer. Hence user will have Ownership of data is defined
full control over the data. in Service Level Agreement
(SLA). SLA defines the rights,
responsibilities and authority
of both service provider and
service user.
95

Data Security As the data is in physical Data security is a challenge in
control of the user, user shall case of cloud based
have the full physical control application as the data is not 48
over the data and he/she can in control of the user or

ensure that it is not accessed owner of data. As time
without proper access. evolves; SLAs provide for
details of back-up, disaster
recovery alternatives being
used by service provider.
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Performance A well written installed Access is dependent on speed
application shall always be of internet. Slow internet
faster than web application, slows access to information
reason being data is picked and may slow operations.
from local server without
internet.
97

Flexibility It shall have more flexibility and controls The success of cloud
as compared to web application. It is very based applications is
easy to write desktop applications that that they allow flexibility
49
take advantage of the user's hardware against both Capital
(such as: scanners, cameras, Wi-Fi, serial Expenditure (CAPEX) and
ports, network ports, etc.). Installed Operating Expense
applications have the disadvantage of (OPEX) to the user. User
higher Capital Expenditure(CAPEX) in can scale up operations
comparison to cloud based application. as per need.
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2.2.5 NON-INTEGRATED SYSTEM

A Non-Integrated System is a system of maintaining data in a
decentralized way. Each department shall maintain its own
data separately and not in an integrated way. This is the major
problem with non-integrated systems.
Fig. 2.2.8: Non-Integrated Systems
99

The Fig. 2.2.8 shows a typical non-integrated environment
where all the departments are working independently and
using their own set of data. They need to communicate with
each other, but still they use their own data. This results in two
major problems - Communication Gaps and Mismatched Data.
Communication between different business units is a major 50
aspect for success of any organization.
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Example 2.2:
Let us consider an example of mismatched master data.
A customer record created by different departments for
one customer named Ms. Jayshree Jadhao shown in
following Table 2.2.6 showing the same customer name
written differently.
101

Table 2.2.6: Example 2.2 Explanation
Sr. No. Name Sr. No. Name
1 Jayashri Jadhav 10 Jayshri Jadhaw
2 Jayashree Jadhav 11 Jayshree Jadhaw
3 Jayshri Jadhav 12 Jayashri Jadhao 51
4 Jayshree Jadhav 13 Jayashree Jadhao

5 Jayashri Jadhaw 14 Jayshri Jadhao
6 Jayashree Jadhaw 15 Jayshree Jadhao
7 Jaishri Jadhav 16 Jaishree Jadhav
8 Jaishri Jadhao 17 Jaishree Jadhao
9 Jaishri Jadhaw 18 Jaishree Jadhaw
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In the above case, we have considered first name
and last name only. Had we used middle name also,
few more permutations would have been possible.
This may lead to total confusion in an organization
at the time of inter-department communication.
103
2.2.6 ENTERPRISE RESOURCE PLANNING (ERP) SYSTEMS
• It is an overall business
management system
that caters need of all
the people connected
with the organization. 52
• Every organization uses

variety of resources in
achieving its
organization goals.
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• ERP is an enterprise-wide information system designed to

coordinate all the resources, information, and activities
needed to complete business processes such as order
fulfilment or billing.
• Accounting and Finance function is considered as
backbone for any business. Hence, Financial & Accounting
Systems are an important and integral part of ERP
systems.
105
• ERP system includes so many other functions also. An ERP

system supports most of the business system that maintains
in a single database the data, needed for a variety of business
functions such as Manufacturing, Supply Chain Management,
Financials, Projects, Human Resources and Customer
Relationship Management. 53
• An ERP system is based on a common database and a

modular software design.
• The common database can allow every department of a
business to store and retrieve information in real-time. The
information should be reliable, accessible, and easily shared.
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• The modular software design should mean a business can

select the modules they need, mix and match modules from
different vendors, and add new modules of their own to
improve business performance.
• Ideally, the data for the various business functions are
integrated.
• In practice, the ERP system may comprise a set of discrete
applications, each maintaining a discrete data store within
one physical database.
107
• The term ERP originally referred to how a large organization

planned to use organizational wide resources. In the past,
ERP systems were used in more larger industrial types of
companies.
• However, the use of ERP has changed and is extremely
comprehensive, today the term can refer to any type of
54
company, no matter what industry it falls in. In fact, ERP

systems are used in almost any type of organization - large
or small.
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• For a software system to be considered as ERP, it must

provide an organization with functionality for two or more
systems.
• While some ERP packages exist that cover only two
functions for an organization, like- QuickBooks: Payroll &
Accounting; most ERP systems cover several functions.
• Today's ERP systems can cover a wide range of functions and
integrate them into one unified database.
109
• For instance - functions such as Human Resources, Supply

Chain Management, Customer Relationship Management,
Financials, Manufacturing functions and Warehouse
Management were all once stand-alone software
applications, usually housed with their own database and
network, today, they can all fit under one umbrella - the ERP 55
system. Some of the well-known ERPs in the market today

include SAP, Oracle, MFG Pro, and MS Axapta etc.
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• An ERP System is that system which caters all types of

needs of an organization and provides right data at right
point of time to right users for their purpose. Hence,
definition of ideal ERP system may change for each
organization.
• But generally, an ideal ERP system is that system where a
single database is utilized and contains all data for
various software modules. Fig. 2.2.9 shows different
departments connecting with each other through central
database.
111
56
Fig. 2.2.9: Different Departments connected through Central Database
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Data Warehouse is a module

that can be accessed by an
organization's customers,
suppliers and employees. It is a
repository of an organization's
electronically stored centralized
data. Data warehouses are
designed to facilitate reporting
and analysis. This classic
definition of the data warehouse
focuses on data storage.
113
• The process of transforming data into information and making it

available to the user in a timely manner to make a difference is
known as Data Warehousing.
• The means to retrieve and analyze data, to extract, transform
and load data, and to manage the data dictionary are also
considered essential components of a data warehousing system.
57
• An expanded definition of data warehousing includes business

intelligence tools; tools to extract, transform, and load data into
the repository; and tools to manage and retrieve metadata. In
contrast, the data warehouses are operational systems which
perform day-to-day transaction processing.
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2.2.7 Benefits of an ERP System

• Information integration: The reason
ERP systems are called integrated is
because they possess the ability to
automatically update data between
related business functions and
components. For example - one
needs to only update the status of an
order at one place in the order-
processing system and all the other
components will automatically get
updated.
115

• Reduction of Lead-time: The elapsed
time between placingan order and
receiving it is known as the Lead-time.
The ERP Systems by virtue of their
integrated nature with many modules
like Finance, Manufacturing, Material
Management Module etc.; the use of
58
the latest technologies like EFT

(Electronic Fund Transfer), EDI
(Electronic Data Interchange) reduce
the lead times and make it possible for
the organizations to have the items at
the time they are required.
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• On-time Shipment: Since the different
functions involvedin the timely delivery of
the finished goods to the customers-
purchasing, material management
production, production planning, plant
maintenance, sales and distribution - are
integrated and the procedures are
automated; the chances of errors are
minimal and the production efficiency is
high. Thus, by integrating the various
business functions and automating the
procedures and tasks, the ERP system
ensures on-time delivery of goods to the
customers.
117

• Reduction in Cycle Time: The Cycle
time is the time between
placement of the order and
delivery of the product. In an ERP
System; all the data, updated to
the minute, is available in the 59
centralized database and all the

procedures are automated, almost
all these activities are done
without human intervention. This
efficiency of the ERP systems helps
in reducing the cycle time.
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• Improved Resource utilization: The
efficient functioning of different
modules in the ERP system like
manufacturing, material management,
plant maintenance, sales and
distribution ensures that the inventory
is kept to a minimum level, the machine
down time is minimum, the goods are
produced only as per the demand and
the finished goods are delivered to the
customer in the most efficient way.
Thus, the ERP systems help the
organization in drastically improving
the capacity and resource utilization.
119

• Better Customer Satisfaction:
Customer satisfaction means meeting
or exceeding customers' requirement
for a product or service. With the help
of web-enabled ERP systems,
customers can place an order, track the 60
status of the order and make the

payment while sitting at home. Since
all the details of the product and the
customer are available to the person
at the technical support department
also, the company is able to better
support the customer.
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• Improved Supplier Performance: ERP
systems provide vendor management
and procurement support tools designed
to coordinate all aspect of the
procurement process. They support an
organization in its efforts to effectively
negotiate, monitor and control
procurement costs and schedules while
assuring superior product quality. The
supplier management and control
processes are comprised of features that
will help the organization in managing
supplier relations, monitoring vendor
activities and managing supplier quality.
121
• Increased Flexibility: ERP Systems

help the companies to remain
flexible by making the company
information available across the
departmental barriers and
automating most of the
61
processes and procedures, thus

enabling the company to react
quickly to the changing market
conditions.
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• Reduced Quality Costs: Quality is
defined in many different ways-
excellence, conformance to
specifications, fitness for use, value for
the price and so on. An ERP System's
central database eliminates redundant
specifications and ensures that a single
change to standard procedures takes
effect immediately throughout the
organization. It also provide tools for
implementing total quality
management programs within an
organization.
123

• Better Analysis and Planning
Capabilities: Another advantage
provided by ERP Systems is the boost to
the planning functions. By enabling the
comprehensive and unified
management of related business 62
functions such as production, finance,

inventory management etc. and their
data; it becomes possible to utilize fully
many types of Decision Support Systems
(DSS) and simulation functions, what-if
analysis and so on; thus, enabling the
decision-makers to make better and
informed decisions.
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• Improved information accuracy and
decision-making capability: The three
fundamental characteristics of
information are Accuracy, Relevancy
and Timeliness. The information
needs to be accurate, relevant for the
decision-maker and available to the
decision-makers when she/he
requires it. The strength of ERP
Systems- integration and automation
help in improving the information
accuracy and help in better decision-
making.
125

• Use of Latest Technology: ERP
packages are adapted to utilize the
latest developments in Information
Technology such as open systems,
client/server technology, Cloud
Computing, Mobile computing etc. 63
It is this adaptation of ERP packages

to the latest changes in IT that
makes the flexible adaptation to
changes in future development
environments possible.
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Example 2.3:
Table 2.2.7 provides some examples of Free and Open Source ERP Software.
Table 2.2.7: Free and Open Source ERP software
S.N ERP Software S.N ERP Software
Adempiere, a Java based ERP- System
1 11 Open Blue Lab
which started as a fork of Compiere
2 Compiere, a Java based ERP-System 12 Open bravo, a Java based ERP-System
3 Dolibarr, a PHP based ERP system 13 Open ERP (formerly Tiny ERP)
4 ERP5, a Python based ERP system 14 Opentaps (Java based)
5 GNU Enterprise 15 OrangeHRM
GRR (software), a PHP/MySQL - based,
6 16 Postbooks from XTuple
web-accessed free ERP system
JFire, a Java based ERP-System from
7 17 SQL-Ledger
NightLabs
8 Kuali Foundation 18 Stoq
9 LedgerSMB 19 WebERP
10 OFBiz
127
RISKS AND
CONTROLS IN AN
ERP ENVIRONMENT
64
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2.3 RISKS AND CONTROLS IN AN ERP ENVIRONMENT

(The general discussion on
"Risk, its Management and
related controls for various
business processes" has been
provided in Chapter - 1 of the
study material.)
The risks being discussed here
are specific to ERP systems
used.
129
2.3.1 INTRODUCTION
Major feature of an ERP System is Central Database.

As the complete data is stored centrally at one place,
ensuring safety of data and minimising risk of loss of
data is a big challenge. In Non-Integrated System,
data is stored by each department separately; hence 65
the risk is low in such an environment. In an ERP

environment, two major risks are faced by any
organization:
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2.3.1 INTRODUCTION
 Due to central database, all the persons in an

organization access the same set of data on a
day to day basis. This again poses the risk of
leakage of information or access of information
to non-related people. For example- A person
from sales department checking salary of a
person in production.
131
2.3.1 INTRODUCTION
 Again, as there is central database, all users

shall use the same data for recording of
transactions. Hence, there is one more risk of
putting incorrect data in the system by
unrelated users. For example- a person in 66
Human Resource Department recording a

purchase order. This is a risk due to central
database only and controls are needed to
minimise such type of risks.
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2.3.2 Risks and Controls related to ERP Implementation
• ERP system implementation is a huge task and requires lot

of time, money and above all patience. The success or
failure of any ERP or saying it in terms of payback or ROI of
an ERP, is dependent on its successful implementation and
once implemented proper usage.
• Tables 2.3.1(A,B,C,D,E) provide extensive discussion on the
risks related to various aspects including - People, Process,
Technological, Implementation and Post implementation
issues that arise during implementation and related
controls respectively.
133
1. People Aspect:
Employees,
Management,
implementation team,
consultants and vendors 67
are the most crucial

factor that decides the
success or failure of an
ERP System.
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Table 2.3.1(A): Risks and corresponding Controls related to People
Aspect Risk Associated Control Required

Change Change will occur in the Proper training of the users
Management employee's job profile in with well documented
terms of some jobs manuals. Practical hands on
becoming irrelevant and training of the ERP System
some new jobs created. should be provided so that the
transition from old system to
ERP system is smooth and
hassle free.
135

Change The way in which It requires ensuring that a
Management organization functions will project charter or mission
change, the planning, statement exists. The
forecasting and decision- project requirements are to
making capabilities will be properly documented
68
improve, information and signed by the users and

integration happening etc. senior management.
Changing the scope of the This requires clear defining
project is another problem. of change control
procedures and holds
everyone to them.
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Training Since the greater part of the Training is a project-
training takes place towards managed activity and shall
the end of the ERP be imparted to the users in
implementation cycle, an organization by the skilled
management may curtail the consultants and
training due to increase in representatives of the
the overall cost budget. hardware and packa ge
vendors.
137

Staff As the overall system is integrated This can be controlled and
Turnover and connected with each other minimized by allocation of
department, it becomes employees to tasks matching
complicated and difficult to their skill-set; fixing of 69
understand. Employee turnover - compensation package and

qualified and skilled personnel other benefits accordingly-
leaving the company - during the thus keeping the employees
implementation and transition happy, contented and
phases can affect the schedules minimizing the staff
and result in delayed turnover.
implementation and cost overrun.
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Top ERP implementation will The ERP implementation
Management fail if the top shall be started only after
Support management does not the top management is
provide the support and fully convinced and assure
grant permission for the of providing the full
availability of the huge support.
resources that are
required during the
transition.
139

Consultants These are experts in the The consultants should be
implementation of the assigned a liaison officer -
ERP package and might a senior manager - who
not be familiar with the can familiarize them with 70
internal workings and the company and its

organizational culture. working.
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2. Process Aspect: One of

the main reasons for ERP
implementation is to
improve, streamline and
make the business
process more efficient,
productive and effective.
141
Table 2.3.1(B): Risks and corresponding Controls related to Processes

Program There could be a This requires bridging the
Management possibility of information information gap between
gap between day-to-day traditional ERP-based functions
71
program management and high value operational
activities and ERP- management functions, such
enabled functions like applications can provide
materials and reliable realtime information
procurement planning, linkages to enable high-quality
logistics and decision making.
manufacturing.
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Business BPR means not just This requires overhauling of
Process change - but dramatic organizational structures,
Reengineering change and dramatic management systems, job
(BPR) improvements. descriptions, performance
measurements, skill
development, training and
use of IT.
143
3. Technological Aspect:
The organizations
implementing ERP
systems should keep
abreast of the latest 72
technological
developments and
implementation which
is required to survive
and thrive.
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Table 2.3.1(C): Risks and corresponding Controls related to Technological Aspect

Software ERP systems offer a myriad Care should be taken to
Functionality of features and functions, incorporate the features
however, not all that are required by the
organizations require those organization and
many features. supporting additional
Implementing all the features and functionality
functionality and features that might be required at a
just for the sake of it can be future date.
disastrous for an
organization.
145

Technological With the advent of more This requires critical choice
Obsolescence efficient technologies of technology, architecture
every day, the ERP system of the product, ease of
also becomes obsolete as enhancements, ease of
73
time goes on. upgrading, quality of
vendor support.
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Enhancement ERP Systems are not Care must be taken while
and Upgrades upgraded and kept up-to- selecting the vendor and
date. Patches and upgrade/support contracts
upgrades are not should be signed to
installed and the tools are minimize the risks.
underutilised.
147

Application These processes focus By bringing to the light
Portfolio on the selection of new the sheer number of
Management business applications applications in the
and the projects current portfolio, IT 74
required in delivering organizations can begin

them. to reduce duplication
and complexity.
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4. Implementation
Aspect: Many times,
ERP
implementations are
withdrawn because
of the following
factors.
149
Table 2.3.1(D): Risks and corresponding Controls related to

Implementation Aspect

Lengthy ERP projects are lengthy that takes Care must be taken to
implementation anywhere between 1 to 4 years keep the momentum
time depending upon the size of the high and enthusiasm 75
organization. Due to technological live amongst the

developments happening every employees, so as to
day, the business and technological minimize the risk.
environment during the start and
completion of the project will never
be the same. Employee turnover is
another problem.
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Insufficient The budget for ERP It is necessary to
Funding implementation is allocate necessary
generally allocated funds for the ERP
without consulting implementation project
experts and then and then allocate some
implementation is more for contingencies.
stopped along the way,
due to lack of funds.
151

Data Safety As there is only one set Back up arrangement
of data, if this data is needs to be very
lost, whole business strong. Also, strict
may come to stand still. physical control is 76
needed for data.
152
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Speed of As data is maintained This can be controlled
Operation centrally, gradually the by removing redundant
data size becomes data, using techniques
more and more and it like data warehousing
may reduce the speed and updating hardware
of operation. on a continuous basis.
153

System Failure As everybody is This can be controlled
connected to a single and minimized by having
system and central proper and updated
database, in case of back up of data as well 77
failure of system, the as alternate hardware /

whole business may get internet arrangements.
affected badly. In case of failure of
primary system,
secondary system may
be used.
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Data Access Data is stored centrally Access rights need to
and all the be defined very
departments access the carefully and to be
central data. This given on "Need to
creates a possibility of know" and "Need to
access to non- relevant do" basis only.
data.
155
5. Post Implementation
Aspect: ERP
operation and
maintenance require
a lifelong 78
commitment by the
company
management and
users of the system.
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Table 2.3.1(E): Risks and corresponding Controls related to

post implementation Aspect
Lifelong Even after the ERP This requires a strong
commitment implementation, there will level of commitment
always be new and consistency by
modules/versions to install, the management and
new persons to be trained, users of the system.
new technologies to be
embraced, refresher courses
to be conducted and so on.
157
2.3.3 ROLE BASED ACCESS CONTROL (RBAC) IN ERP SYSTEM
In computer systems security, Role-Based

Access Control is an approach to restricting
system access to authorized users. RBAC
sometimes referred to as Role-Based
Security is a policy neutral access control
mechanism defined around roles and
privileges that lets employees having 79
access rights only to the information they

need to do their jobs and prevent them
from accessing information that doesn't
pertain to them. It is used by most
enterprises and can implement .
Mandatory Access Control (MAC) or
Discretionary Access Control (DAC).
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• MAC criterias are defined by the system administrator, strictly

enforced by the Operating System and are unable to be altered by
end users. Only users or devices with the required information
security clearance can access protected resources. A central
authority regulates access rights based on multiple levels of
security. Organizations with varying levels of data classification,
like government and military institutions, typically use MAC to
classify all end users.
• DAC involves physical or digital measures and is less restrictive
than other access control systems as it offers individual's complete
control over the resources they own. The owner of a protected
system or resource sets policies defining who can access it.
159
The components of RBAC such as role-permissions, user-role and

role-role relationships make it simple to perform user
assignments. RBAC can be used to facilitate administration of
security in large organizations with hundreds of users and
thousands of permissions. Roles for staff are defined in
organization and permission to access a specific system or 80
perform certain operation is defined "As per the Role assigned".

For example- a junior accountant in accounting department is
assigned a role of recording basic accounting transactions and
an executive in human resource department is assigned a role of
gathering data for salary calculations on monthly basis, etc.
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Types of Access
While assigning access to Master Data, Transaction Data
and Reports to different users; following options are
possible.
a) Create - Allows to create data;
b) Alter - Allows to alter data;
c) View - Allows only to view data; and
d) Print - Allows to print data.
161
Example 2.4:
Let us consider a small case study for better
understanding of Role Based Access and Controls in
Financial and Accounting Systems. Indradhanu
Consulting Private Limited, a company dealing in 81
project management is having different users as

given in the Table 2.3.2 under.
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Table 2.3.2: Users Database of Indradhanu Consulting Private Limited

(Illustrative)
S.N Employee Name Designation Allow Access To Dis-allow access to
Complete access to all the Creation /
reports, masters and Alteration
transactions but limited to
1 Swapnil Ghate Director
viewing purpose only. No
need to give any alteration
or creation access.
Same as Director but in some Creation /
CA. Pankaj cases, creation or alteration Alteration (with
2 CFO
Deshpande access to masters and few exceptions)
transactions may be given.
163

Full access to all HR related All non-related
masters and transactions, masters,
e.g. Creation and alteration transactions and
of employees, pay heads, reports.
3 Mayura Rahane Head HR
salary structures, leave types
etc. Creation and alteration 82
of leave and salary

calculations etc.
Full access to all accounting All non-related
Head- masters, transactions and masters,
4 Amit Shriwas
Accounts reports. transactions and
reports.
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Only voucher entry and Reports like
viewing accounting master Balance Sheet,
data. Profit & Loss
5 Sachi Dongre Accountant
access to ledger
creation or
alteration.
Full access to customer All non-related
master data, transaction masters,
Tanushree Head- history, purchase habits of transactions and
6
Daware Marketing customers may be given. reports.
Only view access for sales
data.
165

Full access to taxation All non-related
reports, tax related masters,
transactions, Access to transactions and
Manager-
7 Sujay Kalkotwar Balance Sheet and Profit & reports.
Taxation
Loss Account is also needed
as tax figures affect these 83
reports.
Full Access to Purchase All non-related
Order, Goods Receipt Note masters,
Head- and Purchase Vouchers transactions and
8 Aditi Kurhekar
Purchases should be given. View access reports.
to vendor master data is also
needed.
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Very limited access Access to accounting
should be given. master data creation or
Data Entry alteration, access to
9 Gayatri Rathod
Operator reports like balance
sheet, profit & loss
accounts.
Cash payment and All master and
cash receipt vouchers transaction data (other
10 Sanjay Somkuwar Cashier
only. than cash), Backdated
voucher entry.
Creation, Alteration of All non-related masters,
Surbhee Stores Inventory master data, transactions and reports.
11
Chincholkar Incharge Inventory transactions,
Inventory reports, etc.
167
AUDIT
OF
ERP
SYSTEMS
84
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AUDIT OF ERP SYSTEMS

The fundamental objectives of audit of controls do not change
in an ERP environment. When evaluating controls over ERP
systems, decisions must be made regarding the relevance of
operational internal control procedures to Information
Technology (IT) controls. Specific control procedures for audit
objectives must be tested. ERP systems should produce
accurate, complete, and authorized information that is
supportable and timely. In a computing environment, this is
accomplished by a combination of controls in the ERP System,
and controls in the environment in which the ERP system
operates, including its operating system. Controls are divided
into General Controls and Application Controls.
169

• General Controls include controls
over Information Technology
management controls
addressing the information
technology oversight process;
Information Technology
infrastructure, security 85
management and software

acquisition; monitoring and
reporting information
technology activities; business
improvement initiatives; and
development and maintenance.
170
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• These controls apply to all
systems - from mainframe to
client/server to desktop
computing environments.
General controls can be
further divided into
Management Controls and
Environmental Controls.
171

• Management Controls deal
with organizations, policies,
procedures, planning, and so
on.
• Environmental Controls are

86
the operational controls

administered through the
computer centre/computer
operations group and the
built-in operating system
controls.
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• Application Controls pertain to
the scope of individual
business processes or
application systems. Individual
applications may rely on
effective operation of controls
over information systems to
ensure that interface data are
generated when needed,
supporting applications are
available and interface errors
are detected quickly.
173

Some of the questions auditors should ask during an ERP audit
are pretty much the same as those that should be asked during
development and implementation of the system:
 Does the system process as per GAAP (Generally Accepted
Accounting Principles) and GAAS (Generally Accepted
Auditing Standards)? 87
 Does it meet the needs for reporting, whether regulatory

or organizational?
 Were adequate user requirements developed through
meaningful interaction?
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 Does the system protect confidentiality and integrity of
information assets?
 Does it have controls to process only authentic, valid,
accurate transactions?
 Are effective system operations and support functions
provided?
 Are all system resources protected from unauthorized
access and use?
 Are user privileges based on what is called "role-based
access?"
175

 Is there an ERP system administrator with clearly defined
responsibilities?
 Is the functionality acceptable? Are user requirements met? Are
users happy?
 Have workarounds or manual steps been required to meet
business needs? 88
 Are there adequate audit trails and monitoring of user activities?

 Can the system provide management with suitable performance
data?
 Are users trained? Do they have complete and current
documentation?
 Is there a problem-escalation process?
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Auditing aspects in case of any ERP system can be summarized
as under:
(i) Auditing of Data
 Physical Safety – Ensuring physical control over data.
 Access Control – Ensuring access to the system is
given on "need to know" (a junior accountant need
not view Profit & Loss Account of the business) and
"need to do basis" (HR executive need not record a
Purchase Order).
177

(ii) Auditing of Processes
 Functional Audit – This includes testing of different
functions / features in the system and testing of the
overall process or part of process in the system and its
comparison with actual process. For example-.
Purchase Process, Sales Process, Salary Calculation 89
Process, Recruitment Process, etc. Auditor may check

this process in the system and compare it with actual
process. It is quite possible that all the aspect present
in the actual process may not be integrated in the ERP
system. There may be some manual intervention.
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 Input Validations - This stands for checking of rules
forinput of data into the system. For example- a
transaction of cash sales on sales counter must not be
recorded in a date other than today (not a future date
or a back date), amount field must not be zero, stock
item field shall not be empty, etc. Input validations
shall change according to each data input form.
179
ERP CASE STUDY

OF A CHARTERED 90
ACCOUNTANT
FIRM
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ERP CASE STUDY OF A CHARTERED ACCOUNTANT FIRM
 As everybody is
familiar with working
environment in a
Chartered Accountant
(CA) firm, let us
consider possibility of
implementing ERP
system in a CA Firm.
181
Example 2.5:
Nirman Infrastructures Pvt. Ltd. a client of Ghate
Deshpande & Co. (a CA Firm) receives a notice for
scrutiny assessment from Income Tax Department.
Following shall be the events in normal case. 91
182
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I. Client informs about receipt of notice to CA. Pankaj
Deshpande (Partner) on phone and sends the copy of
notice to CA Firm.
II. Notice is received at CA firm, read and understood. A task
for giving reply to Income Tax Department is allotted to
Sachi Dongre, an article clerk.
III. Sachi asks for some original documents (PAN,
Memorandum of Articles, Agreements etc.) from client for
working. These documents need to be returned to client
after the work.
183
IV. Sachi works on this task, prepares the reply and submits it
with Income Tax Department. Also, she updates CA.
Pankaj Deshpande about it.
V. Bill is prepared by Mayura and approved by CA. Pankaj
Deshpande.
92
VI. Bill is submitted with client.

VII. Documents are returned to client.
VIII. Cheque received from client against the bill submitted.
IX. Receipt is recorded in books of accounts.
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This is how a simple case is handled in a CA Firm. Let us now

discuss important points regarding this case. In case of any ERP
System, two aspects are very important - Communication
(Internal and External) and Documentation.
185
Refer Fig. 2.5.1 to understand the workflow of

CA Firm using Integrated System.
93
186
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 Communication in this case is starting from client.
 Instead of client calling his CA, he should put the
information as a service request in the central database
maintained by CA Firm.
 As soon as service request is put by client into the system,
one or more partner should be informed by the system
about new service request.
 Partner shall convert this request into the task and allot it
to one of the assistant.
187

 On allotment of task to the assistant, client must be
updated about this task allotment.
 Article assistant shall contact client for requirement of
information regarding work.
 Client shall submit the document through the system and 94
update the information in central database.

 Article shall complete the work and send it for approval of
his boss.
188
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 After approval of work by article, client shall be
automatically informed about it through the system only.
 Information shall be passed on to accounts department
for preparation of bill for this assignment.
 Bill shall be raised from the system and sent to client
through email.
 Client shall pay the fees and receipt is recorded in the
same system.
189

95
Fig. 2.5.1: Example 2.5 of a CA Firm Workflow

190
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 In this whole process, two important aspects, i.e.
Communication and Documentation are taken care of in the best
possible manner. Instead of a person communicating with each
other, system is communicating automatically after every
updation. Fig. 2.5.2 showing different people connected to
central database.
 In case of an Integrated System, there shall be only one system
of communication with others. But in case of non-integrated
system; people use multiple modes for communication like
making a phone call, sending SMS, Email, WhatsApp or personal
meeting. But the major problem with these multiple option is
that there is no inter-connectivity between these modes and
hence track of the overall process is not available.
191

96
192
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BUSINESS PROCESS MODULES AND THEIR INTEGRATION WITH

FINANCIAL AND ACCOUNTING SYSTEMS
193
2.6.1 WHAT IS A BUSINESS PROCESS?

A Business Process consists of a
set of activities that are
performed in coordination in an
organizational and technical
environment. These activities
jointly realize a business goal. 97
Each business process is enacted

by a single organization, but it
may interact with business
processes performed by other
organizations. To manage a
process-
194
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 The first task is to define it. This involves defining the steps
(tasks) in the process and mapping the tasks to the roles
involved in the process.
 Once the process is mapped and implemented, performance
measures can be established. Establishing measurements
creates a basis to improve the process.
 The last piece of the process management definition describes
the organizational setup that enables the standardization and
adherence to the process throughout the organization.
Assigning enterprise process owners and aligning employees'
performance reviews and compensation to the value creation
of the processes could accomplish this.
195

 Process management is based on a view of an organization
as a system of interlinked processes which involves
concerted efforts to map, improve and adhere to
organizational processes; whereas traditional
organizations are composed of departments and
functional stages, this definition views organization as 98
networks or systems of processes. Process orientation is at

the core of BPM. Hence, It is important to get understand
clearly that distinction of the traditional functional
organizations and process organization.
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2.6.2 BUSINESS PROCESS FLOW

 As discussed earlier, a
Business Process is a
prescribed sequence of
work steps performed to
produce a desired result for
an organization.
 A business process is
initiated by a kind of event,
has a well-defined
beginning and end, and is
usually completed in a
relatively short period.
197

 Organizations have many different business processes such
as completing a sale, purchasing raw materials, paying
employees and vendors, etc. Each of the business processes
has either a direct or indirect effect on the financial status
of the organization. The number and type of business
processes and how the processes are performed would vary 99
across enterprises and is also impacted by automation.

However, most of the common processes would flow a
generic life cycle.
198
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EXAMPLE 2.6 : Accounting Process Flow
Accounting or Book-keeping cycle covers the business processes
involved in recording and processing accounting events of a
company. It begins when a transaction or financial event occurs
and ends with its inclusion in the financial statements. A typical
life cycle of an accounting transaction may include the
following transactions as depicted in Fig. 2.6.1:
199
10 0
Fig. 2.6.1: Accounting Process Flow
200
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a) Source Document: A document that captures data from
transactions and events.
b) Journal: Transactions are recorded into journals from the
source document.
c) Ledger: Entries are posted to the ledger from the journal.
d) Trial Balance: Unadjusted trial balance containing totals
from all account heads is prepared.
e) Adjustments: Appropriate adjustment entries are passed.
201

f) Adjusted Trial balance: The trial balance is finalized post
adjustments.
g) Closing Entries: Appropriate entries are passed to transfer
accounts to financial statements.
h) Financial statement: The accounts are organized into the 10 1
financial statements.
(Many examples like Order to Cash Process Flow (O2C) and
Procure to Pay Process Flow (P2P) have already been discussed
in detail in Chapter 1 of the study material).
202
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2.6.3 ERP - BUSINESS PROCESS MODULES (BPM)
A. Business Categories of BPM

There are three different
nature and types of businesses
that are operated with the
purpose of earning profit. Each
type of business has distinctive
features.
203
 Trading Business - Trading

simply means buying and
selling goods without any
modifications, as it is. Hence
inventory accounting is a major
aspect in this case. Purchase 10 2
and sales transactions cover

major portion of accounting.
This industry requires
accounting as well as inventory
modules.
204
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 Manufacturing Business - This

type of business includes all
aspects of trading business
plus additional aspect of
manufacturing. Manufacturing
is simply buying raw material,
changing its form and selling it
as a part of trading. Here also,
inventory accounting plays a
major role. This type of
industry requires accounting
and complete inventory along
with manufacturing module.
205
 Service Business - This type of

business does not have any
inventory. It is selling of
skills/knowledge/efforts/time.
For example- Doctors,
Architects, and Chartered
Accountants are the 10 3
professionals into service

business. There may be other
type of business into service,
i.e. courier business, security
service, etc. This industry does
not require inventory module.
206
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B. Functional Modules of ERP

Business process may change as per
type of business. There may be
different business units within a
business. Hence, different modules
are possible in an integrated
system.
There may be modules defined as
under. Fig. 2.6.2 shows different
business process modules in ERP
System. There may be some other
modules also. Different types of
industries require different
modules.
207
10 4
Fig. 2.6.2: ERP Modules

208
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a) Financial Accounting
Module
This module is the most
important module of the
overall ERP System and it
connects all the modules
to each other. Every
module is somehow
connected with this
module.
209
The key features of this module are as under:

 Tracking of flow of financial data across the organization
in a controlled manner and integrating all the information
for effective strategic decision making.
 Creation of Organizational Structure (Defining Company, 10 5
Company Codes, business Areas, Functional Areas, Credit

Control, Assignment of Company Codes to Credit Controls).
 Financial Accounting Global Settings (Maintenance of
Fiscal Year, Posting Periods, Defining Document types,
Posting keys, Number ranges for documents).
210
27 -0 1 -2 0 2 3
 General Ledger Accounting (Creation of Chart of Accounts,

Account groups, Defining data transfer rules, Creation of
General Ledger Account).
 Tax Configuration & Creation and Maintenance of House of
Banks.
 Account Payables, accounts receivable, fixed assets,
general ledger and cash management, etc. (Creation of
Vendor Master data and vendor-related finance attributes
like account groups and payment terms).
211
 Account Receivables (Creation of Customer Master data

and customer-related finance attributes like account
groups and payment terms).
 Asset Accounting.
 Integration with Sales and Distribution and Materials 10 6
Management.
212
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b. Controlling Module
This module facilitates coordinating,
monitoring, and optimizing all the
processes in an organization. It
controls the business flow in an
organization. This module helps in
analysing the actual figures with the
planned data and in planning business
strategies. Two kinds of elements are
managed in Controlling Module - Cost
Elements and Revenue Elements. These
elements are stored in the Financial
Accounting module.
213
Key features of this module are as under:

 Cost Element Accounting: This
component provides overview of the
costs and revenues that occur in an
organization. The cost elements are
the basis for cost accounting and 10 7
enable the user the ability to display

costs for each of the accounts that
have been assigned to the cost
element. Examples of accounts that
can be assigned are Cost Centres,
Internal Orders, WBS (Work
Breakdown Structures).
214
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 Cost Centre Accounting: This provides

information on the costs incurred by
the business. Cost Centres can be
created for such functional areas as
Marketing, Purchasing, Human
Resources, Finance, Facilities,
Information Systems, Administrative
Support, Legal, Shipping/Receiving, or
even Quality. Some of the benefits of
Cost Centre Accounting are that the
managers can set budget / Cost Centre
targets; Planning; Availability of Cost
allocation methods; and Assessments /
Distribution of costs to other cost
objects.
215
 Activity-Based-
Accounting: This
analyses cross-
departmental
business processes 10 8
and allows for a

process-oriented
and cross-functional
view of the cost
centres.
216
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 Internal Orders: Internal

Orders provide a means of
tracking costs of a specific job,
service, or task. These are used
as a method to collect those
costs and business
transactions related to the
task. This level of monitoring
can be very detailed but
allows management the
ability to review Internal Order
activity for better-decision
making purposes.
217
 Product Cost Controlling:

This calculates the costs
that occur during the
manufacture of a product
or provision of a service
and allows the 10 9
management the ability to

analyse their product costs
and to make decisions on
the optimal price(s) to
market their products.
218
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 Profitability Analysis:
This allows the
management to review
information with
respect to the
company's profit or
contribution margin by
individual market
segment.
219
 Profit Centre
Accounting: This
evaluates the profit
or loss of individual,
independent areas 11 0
within an
organization.
220
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c. Sales and Distribution Module

Sales and Distribution is one of the most
important modules that has a high level of
integration complexity. Sales and Distribution is
used by organizations to support sales and
distribution activities of products and services,
starting from enquiry to order and then ending
with delivery.
221
11 1
Fig. 2.6.3: Sales and Distribution activities with ERP

222
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Sales and Distribution can monitor a plethora of activities

that take place in an organization such as products
enquires, quotation (pre-sales activities), placing order,
pricing, scheduling deliveries (sales activity), picking,
packing, goods issue, shipment of products to customers,
delivery of products and billings. In all these processes,
multiple modules are involved such as FA (Finance &
Accounting), CO (Controlling), MM (Material
Management), PP (Production Planning), LE (Logistics
Execution), etc.; which shows the complexity of the
integration involved.
223
Key features of Sales and

Distribution Module are
discussed as under:
 Setting up Organization
Structure: Creation of new
company, company codes, 11 2
sales organization,
distribution channels,
divisions, business area,
plants, sales area,
maintaining sales offices,
storage location;
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27 -0 1 -2 0 2 3
 Assigning Organizational
Units: Assignment of
individual components
created in the above
activities with each other
per design like company
code to company, sales
organization to company
code, distribution channel
to sales organization, etc.;
225
 Defining Pricing
Components: Defining
condition tables, condition
types, condition
sequences;
 Setting up sales document 11 3
types, billing types, and

tax-related components;
and
 Setting up Customer
master data records and
configuration.
226
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Sales and Distribution Process (Referring Fig. 2.6.3)

 Pre-Sales Activities: Include prospecting of customers,
identifying prospective customers, gathering data,
contacting them and fixing appointments, showing demo,
discussion, submission of quotations, etc.
 Sales Order: Sales order is recorded in our books after
getting a confirmed purchased order from our customer.
Sales order shall contain details just like purchase order.
For example- Stock Item Details, Quantity, Rate, Due Date
of Delivery, Place of Delivery, etc.
227
 Inventory Sourcing: It includes making arrangements

before delivery of goods; ensuring goods are ready and
available for delivery.
 Material Delivery: Material is delivered to the customer as
per sales order. All inventory details are copied from Sales
Order to Material Delivery for saving user's time and 11 4
efforts. This transaction shall have a linking with Sales

Order. Stock balance shall be reduced on recording of this
transaction.
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 Billing: This is a transaction of raising an invoice against

the delivery of material to customer. This transaction shall
have a linking with Material Delivery and all the details
shall be copied from it. Stock balance shall not affect
again.
 Receipt from Customer / Payment: This is a transaction of
receiving amount from customer against sales invoice and
shall have a linking with sales invoice.
229
d. Human Resource (HR)

Module
This module enhances the work
process and data management
within HR department of
enterprises. Right from hiring a 11 5
person to evaluating one's

performance, managing
promotions, compensations,
handling payroll and other
related activities of an HR is
processed using this module.
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The most important objective of master data administration in

Human Resources is to enter employee-related data for
administrative, time-recording, training and payroll purposes.
Payroll and Personnel departments deal with Human Resource
of the organization. This department maintains total employee
database. Wage, time and attendance related information
comes to this department. They also prepare wage sheet for
workmen; handle Provident Fund, ESI related formalities. This is
perhaps the only module, which exchange very few information
with other modules.
231
Concerning manpower, its requirement and utilization is one of

the major chunks of profit for an organization. So, in this
regard, every aspect of business transaction is taken care of by
defining the master shifts master, Provident Fund (PF) ESI
(Employees' State Insurance) master, leave, holiday, loans,
employee master, operations and suboperations masters etc., 11 6
and also, the various input transaction such as Attendance

Entry, Leave, holiday, Earning/Deduction entry, Advances etc.,
and finally, different types of Payroll reports, which can be of
various types according to specified company standard. Fig.
2.6.4 shows processes involved in Human Resource
Department.
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Fig. 2.6.4: Processes in Human Resource Department
233
 The module starts with the employee and workmen master.

 Employees are being a part of a department, so there will be
provision of department and designation master. The job of this
module is to record the regular attendance of every employee.
 Usage of magnetic card or finger print recognition devices will help
to improve the attendance system and provide an overall security 11 7
in terms of discarding proxy attendance.

 Moreover, if the attendance related information can be digitised,
then the major portion of monthly salary can be automated. But
the authority should study the feasibility of this kind of system.
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 This module will also deal with the financial entries like advance or
loan to employees.
 From Holiday master provided with the module, the user could
feed all possible holidays at the beginning of a year, so leave
related information can be automated. This module will generate
monthly wage sheet from which the salary payment can be made
and respective accounts will be updated.
 All figures will be protected under password. Only authorized
person will be eligible to access information from this module.
235
e. Production Planning (PP)

Module
Production Planning (PP)
Module is another
important module that
includes software designed 11 8
specifically for production

planning and
management.
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This module also consists of master

data, system configuration and
transactions to accomplish plan
procedure for production. PP module
collaborates with Master Data, Sales
and Operations Planning (SOP),
Distribution Resource Planning (DRP),
Production Planning, Material
Requirements Planning (MRP),
Capacity Planning, Product Cost
Planning and so on while working
towards production management in
enterprises.
237
 Master Data -This includes the material master, work

centres, routings and bill of materials.
 SOP - Sales and Operations Planning (SOP) provides the
ability to forecast sales and production plans based on
historical, current and future data.
11 9
 DRP - Distribution Resource Planning (DRP) allows

companies the ability to plan the demand for distribution
centres.
 Production Planning -This includes material forecasting,
demand management, long term planning and master
production scheduling (MPS).
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 MRP - Material Requirements planning relies on demand

and supply elements with the calculation parameters to
calculate the net requirements from the planning run.
 Capacity Planning -This evaluates the capacity utilized
based on the work centres available capacity to show
capacity constraints.
 Product Cost Planning -This is the process of evaluating all
the time values and value of component materials to
determine the product cost.
239
Fig. 2.6.5 discusses Production Planning Module.
Conversion
Issue of Raw Stock
Conversion into
Material    Transfer to
into WIP Finished
from stores Godown
Goods 12 0
Fig. 2.6.5: Process in Production Planning Module
Conversion into Work In Process (WIP) may include more than one
step. Also, conversion into Finished Goods may include packing
process also.
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f. Material Management
(MM) Module
Material Management
(MM) Module as the term
suggests manages materials
required, processed and
produced in enterprises.
Different types of
procurement processes are
managed with this system.
241
Some of the popular sub-components

in MM module are vendor master data
consumption based planning,
purchasing, inventory management,
invoice verification and so on.
Material Management also deals with 12 1
movement of materials via other

modules like logistics, Supply Chain
Management, sales and delivery,
warehouse management, production
and planning. Fig. 2.6.6 shows overall
purchase process.
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 Purchase Requisition from Production Department:

Production department sends a request to purchase
department for purchase of raw material required for
production.
 Evaluation of Requisition: Purchase department shall
evaluate the requisition with the current stock position
and purchase order pending position and shall decide
about accepting or rejection the requisition.
243
 Asking for Quotation: If requisition is accepted,

quotations shall be asked to approve vendors for
purchase of material.
 Evaluation of Quotations: Quotations received shall be
evaluated and compared.
12 2
 Purchase Order: This is a transaction for letting an

approved vendor know what we want to purchase, how
much we want to purchase, at what rate we want to
purchase, by what date we want the delivery, where we
want the delivery. Hence, a typical purchase order shall
have following information.
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 Description of stock items to be purchased.

 Quantity of these stock items.
 Rate for purchases.
 Due Date by which material is to be received.
 Godown where material is to be received.
245
12 3
Fig. 2.6.6: Process showing Overall Purchase Process
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• Receipt of Material: This is a transaction of receipt of

material against purchase order which is commonly
known as Material Receipt Note (MRN) or Goods Receipt
Note (GRN). This transaction shall have a linking with
Purchase Order. Information in Purchase Order is
automatically copied to Material Receipt Voucher for
saving time and efforts of user. Stock is increased after
recording of this transaction.
• Issue of Material: Material received by stores shall be
issued to production department as per requirement.
247
• Purchase Invoice: This is a financial transaction. Trial

balance is affected due to this transaction. Material
Receipt transaction does not affect trial balance. This
transaction shall have a linking with Material Receipt
Transaction and all the details of material received shall 12 4
be copied automatically in purchase invoice. As stock is

increased in Material Receipt transaction, it will not be
increased again after recording of purchase invoice..
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• Payment to Vendor: Payment shall be made to vendor

based on purchase invoice recorded earlier. Payment
transaction shall have a linking with purchase invoice.
Please note that Purchase Order and Material Receipt are not
part of financial accounting and does not affect trial balance.
But these transactions are part of overall Financial and
Accounting System.
249
g. Quality Management
Module
Quality Management
(QM) Module helps in
management of quality in 12 5
productions across
processes in an
organization.
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This module helps an organization

to accelerate their business by
adopting a structured and
functional way of managing quality
in different processes. Quality
Management module collaborates
in procurement and sales,
production, planning, inspection,
notification, control, audit
management and so on. Fig. 2.6.7
shows processes in Quality
Management Module.
251
 Quality Planning: Quality

planning is the process of
planning the production
activities to achieve the
goals of meeting the 12 6
customer requirements in
time, within the available
resources.
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 Quality Control: It is a system for ensuring

the maintenance of proper standards in
manufactured goods, especially by
periodic random inspection of the
product. It involves the checking and
monitoring of the process and products
with an intention of preventing non-
conforming materials from going to the
customer. Various result areas are
identified for each process and studies are
conducted to verify whether those results
are being achieved.
253
 Quality Assurance: Quality assurance

concentrates on identifying various
processes, their interactions and sequence,
defining the objectives of each process,
identifying the key result areas and measures
to measure the results, establishing the
procedures for getting the required results, 12 7
documenting the procedures to enable

everyone to follow the same, educating the
people to implement the procedures,
preparing standard operating instructions to
guide the people on work spot, monitoring
and measuring the performance, taking
suitable actions on deviations and
continuously improving the systems.
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 Quality Improvement:
Quality improvement is a
never-ending process. The
customer's needs and
expectations are
continuously changing
depending on the changes
in technology, economy,
political situation,
ambitions and dreams,
competition, etc.
255
12 8
Fig. 2.6.7: Process in Quality Management Module

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Quality Management Process includes the following:

 Master data and standards are set for quality management;
 Set Quality Targets to be met;
 Quality management plan is prepared;
 Define how those quality targets will be measured;
 Take the actions needed to measure quality;
 Identify quality issues and improvements and changes to be made;
 In case any change is needed in the product, change requests are sent;
 Report on the overall level of quality achieved; and
 Quality is checked at multiple points, For example- inwards of goods at
warehouse, manufacturing, procurement, returns.
257
h. Plant Maintenance
Module
Plant Maintenance
(PM) is a functional
module which handles
the maintaining of 12 9
equipment and
enables efficient
planning of production
and generation
schedules.
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 This application component provides us a

comprehensive software solution for all
maintenance activities that are performed within a
company. It supports cost- efficient maintenance
methods such as risk-based maintenance or
preventive maintenance, and provides
comprehensive outage planning and powerful
work order management.
259
Objectives of Plant Maintenance Module

I. To achieve minimum breakdown and to keep the plant in
good working condition at the lowest possible cost.
II. To keep machines and other facilities in a condition that
permits them to be used at their optimum (profit making) 13 0
capacity without any interruption or hindrance.

III. To ensure the availability of the machines, buildings and
services required by other sections of the factory for the
performance of their functions at optimum return on
investment whether this investment be in material,
machinery or personnel.
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Fig. 2.6.8 is showing processes in Plant Maintenance.

 Equipment Master is a repository of the standard
information that one needs related to a specific piece of
equipment.
 Equipment/Plant Maintenance provides a variety of
reports to help us to review and manage information
about our equipment and its maintenance.
 Plant Maintenance (PM) Reports are used to review and
manage information about preventive maintenance
schedules and service types within any maintenance
organization.
261
Different PM reports are required to review PM

information, such as: status of service types for a piece
of equipment; maintenance messages; the frequency of
occurrence for selected service types; and all equipment
transactions. 13 1
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Fig. 2.6.8: Process in Plant Maintenance

263
i. Project Systems
Module
This is an integrated
project management
tool used for planning 13 2
and managing
projects and portfolio
management.
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• It has several tools that enable project management process such

as cost and planning budget, scheduling, requisitioning of
materials and services, execution, until the project completion. Fig.
2.6.9 shows process in Project Systems.
• Project System is closely integrated with other ERP modules like
Logistics, Material Management, Sales and Distribution, Plant
Maintenance, and Production Planning module etc. Before a
project is initiated, it is required that project goal is clearly defined
and the activities to be structured. The Project Manager has a task
to ensure that these projects are executed within budget and time
and to ensure that resources are allocated to the project as per the
requirement
265
13 3
Fig. 2.6.9: Processes in Project Systems
In Project System, each process has a defined set of tasks to be

performed known as process flow in Project Lifecycle. When a
project request is received, a project is created and it undergoes
the following steps in project process flow/lifecycle.
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j. Supply Chain Module

A Supply Chain is a
network of autonomous or
semi-autonomous business
entities collectively
responsible for
procurement,
manufacturing, and
distribution activities
associated with one or
more families of related
products.
267
• This module provides extensive functionality for logistics,

manufacturing, planning, and analytics involving the activities like
inventory, supply chain planning, supplier scheduling, claim
processing, order entry, purchasing, etc. In other words, a supply
chain is a network of facilities that procure raw materials,
transform them into intermediate goods and then finished
13 4
products, and then finally deliver the products to customers through
a distribution system or a chain.
• You can optimize your supply chain for months in advance;
streamline processes such as supply network, demand, and material
requirement planning; create detailed scheduling; refine production
integration and maximize transportation scheduling. Fig. 2.6.10
shows processes in the supply chain.
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Consumer Customer/Retailer Distribution

Fig. 2.6.10: Processes in Supply Chain
269
• In Supply Chain Management System,

any product which is manufactured in a
company, first reaches directly from
manufacturer to distributors where
manufacturer sells the product to the
distributor with some profit of margin.
13 5
Distributors supply that product to
retailer with his/her profit and then
finally customers receive that product
from retailer. This is called Supply Chain
Management System which implies that
a product reaches from manufacturer to
customer through supply.
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k. Customer Relationship
Management (CRM)
Customer Relationship
Management is a system
which aims at improving
the relationship with
existing customers,
finding new prospective
customers, and winning
back former customers.
271
• This system can be brought into effect with software which

helps in collecting, organizing, and managing the customer
information. Information in the system can be accessed and
entered by employees in different departments, such as
sales, marketing, customer service, training, professional
development, performance management, human resource 13 6
development, and compensation. Details on any customer

contacts can also be stored in the system. The rationale
behind this approach is to improve services provided directly
to customers and to use the information in the system for
targeted marketing.
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• CRM manages the enterprise's relationship with its

customers. This includes determining who the high-value
customers are and documenting what interactions the
customers have had with the enterprise. Only large ERP
packages have a CRM module. The CRM module uses the
existing ERP tables as the source of its data. This is primarily
the Contact, Customer, and Sales tables. CRM does not
exchange transactions with other modules as CRM does not
have transactions. Implementing a CRM strategy is
advantageous to both small-scale and large-scale business
ventures. Key benefits of a CRM module are as under.
273
 Improved customer relations: One of the prime

benefits of using a CRM is obtaining better
customer satisfaction. By using this strategy, all
dealings involving servicing, marketing, and
selling out products to the customers can be
carried out in an organized and systematic way.
Better services can be provided to customers 13 7
through improved understanding of their issues

and this in turn helps in increasing customer
loyalty and decreasing customer agitation. In
this way, continuous feedback from the
customers regarding the products and services
can be received. It is also possible that the
customers may recommend the product to their
acquaintances when efficient and satisfactory
services are provided.
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 Increase customer revenues: By

using a CRM strategy for any
business, the revenue of the
company can be increased. Using
the data collected, marketing
campaigns can be popularized in a
more effective way. With the help
of CRM software, it can be ensured
that the product promotions reach
a different and brand new set of
customers, and not the ones who
had already purchased the product,
and thus effectively increase the
customer revenue.
275
 Maximize up-selling and cross-

selling: A CRM system allows up-
selling which is the practice of
giving customers premium products
that fall in the same category of
their purchase. This strategy also 13 8
facilitates cross selling which is the

practice of offering complementary
products to customers, based on
their previous purchases.
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 This is done by interacting with the

customers and getting an idea
about their wants, needs, and
patterns of purchase. The details
thus obtained will be stored in a
central database, which is
accessible to all company
executives. So, when an
opportunity is spotted, the
executives can promote their
products to the customers, thus
maximizing up-selling and cross
selling.
277
 This is done by interacting with the

customers and getting an idea
about their wants, needs, and
patterns of purchase. The details
thus obtained will be stored in a
central database, which is 13 9
accessible to all company

executives. So, when an
opportunity is spotted, the
executives can promote their
products to the customers, thus
maximizing up-selling and cross
selling.
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 Better internal communication:

Following a CRM strategy helps in
building up better communication
within the company. The sharing of
customer data between different
departments will enable them to
work as a team. This is better than
functioning as an isolated entity, as
it will help in increasing the
company's profitability and
enabling better service to
customers.
279
 Optimize marketing: CRM enables to

understand the customer needs and
behavior in a better way, thereby
allowing any enterprise to identify the
correct time to market its product to
the customers. CRM will also give an
14 0
idea about the most profitable
customer groups, and by using this
information, similar prospective
groups, at the right time will be
targeted. In this way, marketing
resources can be optimized efficiently
and time is not wasted on less
profitable customer groups.
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2.6.4 INTEGRATION WITH OTHER MODULES
 Any ERP System is like a

human body. There are
different units and each unit
relates to another units. All
the units must work in
harmony with other units to
generate desired result.
Following points are
important for integration of
modules with Financial and
Accounting System:
281
 Master data across all the modules must be same and must be shared with
other modules whereever required.
 Common transaction data must be shared with other modules whereever
required.
 Separate voucher types to be used for each module for easy identification of
department recording it.
14 1
 Figures and transaction may flow across the department, For example-
closing stock value is taken to Trading Account as well as Balance Sheet.
Correct closing stock value is dependent on two things, complete and correct
accounting of inventory transactions and appropriate method of valuation of
closing stock. Closing stock quantity is required by Purchase Department,
Stores Department, Accounts Department, and Production Department.
Similarly, salary figures are used by Human Resource Department and
Accounts Department simultaneously. Hence, it is necessary to design the
system accordingly.
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I. Integration Points
Some of the points
regarding integration
with other modules are
discussed here.
283
(i) Material Management

Integration with Finance
and Controlling (FICO)
It is integrated in the area
like Material Valuation, 14 2
Vendor payments,
Material costing etc.
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Whenever any inventory posting is done, it updates

the General Ledger (GL) accounts online in the
background. Logistics invoice verification will create
vendor liability in vendor account immediately on
posting the document. Any advance given against
the purchase order updates the Purchase Order
history. For every inventory posting, there is
corresponding Controlling document to update
profit centre accounting reporting.
285
II. Human Resource Module

Integration with Finance and
Controlling
Attendance and leave record
is used for calculation of
salary on monthly basis. 14 3
Salary is also a part of

financial accounting. Hence,
salary processed and
calculated by Human
Resource Module shall be
integrated with Finance &
Controlling Module.
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III. Material Management

Integration with
Production Planning (PP)
It is integrated in the
areas like Material
Requirement Planning,
Receipts/issues against
production orders,
Availability check for
stocks etc.
287
Material requirement Planning is based on Stocks, expected

receipts, expected issues. It generates planned orders or
purchase requisitions which can be converted to purchase
orders/Contracts. Inventory Management is responsible for
staging of the components required for production orders.
The receipt of the finished products in the Warehouse is
14 4
posted in Inventory Management.
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IV. Material Management

Integration with Sales
and Distribution (SD)
It is integrated in the
areas like Delivery,
Availability Check, Stock
transfers requirements
etc.
289
As soon as a sales order is created, it can initiate a

dynamic availability check of stocks on hand. When the
delivery is created, the quantity to be delivered is marked
as "Scheduled for delivery". It is deducted from the total
stock when the goods issue is posted. Purchase order can 14 5
be directly converted to delivery for a stock transfer

requirement.
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V. Material Management
Integration with Quality
Management (QM)
It is integrated with QM
for Quality inspection at
Goods Receipt, In-
process inspection etc.
291
In the case of a goods movement, the system

determines whether the material is subject to an
inspection operation. If so, a corresponding activity is
initiated for the movement in the Quality Management
system. Based on quality parameters, vendor evaluation 14 6
is done.
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VI Material Management
Integration with Plant
Maintenance (PM)
The material/service
requirement is
mentioned in
Maintenance order. This
leads to generation of
Purchase Requisition.
293
This PR will be converted to Purchase Order by MM. The

goods for a PO will be awarded to Maintenance by MM.
The spares which were reserved for maintenance order
will be issued by MM against the reservation number.
14 7
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Example 2.7:
Let us consider a case of an ice-cream
manufacturing company to see various examples
of ERP modules.
295
A. Material Management Module

a) Placing a purchase order for purchase
of raw material like milk, dry fruits,
milk powder, butter, essence, sugar, 14 8
etc. to an approved vendor.

b) Receiving raw material at stores.
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B. Production Module
a) Seeking raw material from stores.
b) Converting raw material into Work In
Progress (WIP) and WIP into finished
goods.
c) Sending the finished goods to cold
room.
297
C. Supply Chain Module

a) Distributing finished goods, i.e. ice
cream to the customers.
b) Keeping a track of all deliveries. 14 9
c) Planning and scheduling of all

deliveries.
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D. Finance & Accounting

a) Recording of all financial transactions.
b) Payments to vendors.
c) Collections from customers.
299
E. Human Resource Module

a) Keeping record of all human resource
related activities.
b) Attendance, leave, salary calculations,
15 0
joining and leaving of employees.
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F. Sales & Distribution

(a) Performing pre-sales activities.
(b) Recording sales orders.
(c) Keeping track of all customer related
transactions till collection against
invoices
301
15 1
2.7 REPORTING SYSTEM AND MANAGEMENT

INFORMATION SYSTEMS (MIS)
302
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2.7.1 REPORTING SYSTEM

A Report simply means
presentation of information in
proper and meaningful way.
We have already discussed
about system earlier in this
chapter. So, basically reporting
system is a system of regular
reporting on the pre-decided
aspects.
303

 The basic purpose of any Financial and Accounting system
is to give right information at right point of time to right
people for right decision making. Two basic reports, i.e.
Balance Sheet and Profit & Loss Account are used for basic
analysis of financial position and financial performance.
But only these two reports are not sufficient for all types of 15 2
decision making. Hence, we need a proper reporting

system to serve the purpose.
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 Companies generally have a finance function which
monitors the financial position monthly. Key reports are
analysed by management to determine if appropriate
financial decisions are made at the right time. For example,
comparing actual revenue by region and comparing to
budgets to ensure forecasts are met. These periodic
reviews also ensure financial hygiene is kept and no mis-
statements creep in, in the preparation of year-end
financial reports.
305

 Companies especially the large listed corporations publish
their annual reports to public at large providing many
insights as to their operations, their future and their social
responsibilities too. MD&A (Management Discussion &
Analysis) section in these annual reports discusses how
management have prepared the financial position, their 15 3
interpretation of the company's performance, the industry

in which they operate and provide critical guidance on
where the company is heading.
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2.7.2 MANAGEMENT INFORMATION SYSTEM (MIS)
 An MIS report is a tool

that managers use to
evaluate business
processes and
operations. There are
different kinds of MIS
reports and that may
be used to visually
present different kinds
of information.
307
I. What is an MIS Report?

Assume that you are the
manager of a medium-
sized company's
customer service
15 4
department. Your staff

takes phone calls and
emails from over 300
customers every day.
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• For the most part, they do a very good job,

but recently, customers have started to
complain that it takes too long to get their
questions answered. Upper management at
your company is concerned about this and
wants to know what they can do to fix the
problem. But before they decide, they need
you to give them more information. How will
you do this?
309
• This is where MIS reports come in. Business

managers at all levels of an organization,
from assistant managers to executives, rely on
reports generated from these systems to help
them evaluate their businesses' daily activities 15 5
or problems that arise, make decisions, and

track progress. MIS reporting is used by
businesses of all sizes and in every industry.
310
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II. Who uses MIS Reports?

MIS automatically collect
data from various areas
within a business. These
systems can produce daily
reports that can be sent to
key members throughout
the organization.
311
• Most MIS can also generate on-demand reports that allow

managers and other users of the system to generate an MIS
report whenever they need it. Many large businesses have
specialized MIS departments, whose only job is to gather
business information and create MIS reports. Some of these
businesses use sophisticated computing technology and 15 6
software to gather information. However, the method of

collecting information does not have to be that complex.
Smaller businesses often use simple software programs and
spreadsheets for their MIS reporting needs.
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• There can be as many types of MIS reports as there are

divisions within a business. For example, information about
sales revenue and business expenses would be useful in MIS
reports for finance and accounting managers. Warehouse
managers would benefit from MIS reports about product
inventory and shipping information. Total sales from the
past year could go into an MIS report for marketing and
sales managers.
313
III. Type of Information in a MIS Report

Example 2.8:
In our pretend manager example, you've been
asked to present information about your 15 7
department's customer service calls. An MIS report

for this would likely contain data such as:
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27 -0 1 -2 0 2 3
 The number of calls your staff

takes;
 The number of emails that
come in each day;
 The average amount of time
it takes to answer a phone
call or email; and
 The number of questions that
your staff answers correctly
vs. the number that are
incorrect.
315
To make this information most useful, you also need to ensure that it
meets the following criteria:
 Relevant - MIS reports need to be specific to the business area
they address. This is important because a report that includes
unnecessary information might be ignored.
 Timely - Managers need to know what's happening now or in 15 8
the recent past to make decisions about the future. Be careful

not to include information that is old. An example of timely
information for your report might be customer phone calls and
emails going back 12 months from the current date.
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 Accurate - It's critical that numbers add up and that dates and
times are correct. Managers and others who rely on MIS reports
can't make sound decisions with information that is wrong.
Financial information is often required to be accurate to the
dollar. In other cases, it may be OK to round off numbers.
 Structured - Information in an MIS report can be complicated.
Making that information easy to follow helps management
understand what the report is saying. Try to break long passages
of information into more readable blocks or chunks and give
these chunks meaningful headings.
317
Example 2.9:
Let us take a case of MIS Report regarding control
over cash balance. The objective of this MIS report
is to have control over cash balance and
accounting of cash transactions. A simple report of
15 9
weekly cash report is depicted in the Table 2.7.1.
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Table 2.7.1: Image of weekly cash report
Indradhanu Consulting Private Limited
Weekly Cash Report
Physical Cash
System
Date Opening Total Total Closing Difference
Cash
Balance Receipts Payments Balance
1/7/2017 40,200 13,043 15,403 37,840 37,840 -
2/7/2017 37,840 45,760 33,443 50,157 50,157 -
3/7/2017 50,157 45,300 23,009 72,448 72,448 -
4/7/2017 72,448 32,333 34,200 70,581 70,581 -
5/7/2017 70,581 7,600 8,131 70,050 70,100 50
6/7/2017 70,050 56,400 17,050 109,400 109,400 -
7/7/2017 109,400 60,000 30,100 139,300 139,300 -
This report can be further improved by adding date wise denomination of notes as shown
under in the Table 2.7.2.
319

Table 2.7.2: Improved version of Sales MIS Report of weekly cash
Denominations 2000 500 100 50 20 10 5 2 1 Coins Total
1/7/2017
Quantity 10 20 25 60 60 111 2 5 10 0
16 0
Value 20,000 10,000 2,500 3,000 1,200 1,110 10 10 10 - 37,840
For a sales oriented business, Sales MIS Report can be designed as under in Table
2.7.3.
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Table 2.7.3: Sales MIS Report
Sales
Month Demos Shown
No. Value Collection
Apr-17 38 12 148,800 129,600
May-17 42 13 161,200 140,400
Jun-17 33 15 186,000 162,000
Jul-17 45 21 260,400 226,800
Aug-17 50 22 272,800 237,600
Sep-17 26 14 173,600 151,200
Oct-17 29 10 124,000 108,000
Nov-17 44 28 347,200 347,200
Dec-17 32 21 260,400 226,800
Jan-18 43 16 198,400 172,800
Feb-18 53 27 334,800 291,600
Mar-18 47 20 248,000 216,000
Total 482 219 2,715,600 2,410,000
Unattended Prospects 48
321
DATA ANALYTICS
AND
BUSINESS INTELLIGENCE
16 1
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DATA ANALYTICS AND BUSINESS INTELLIGENCE

Data Analytics is the process of
examining data sets to draw
conclusions about the information
they contain, increasingly with the aid
of specialized systems and software.
Data analytics technologies and
techniques are widely used in
commercial industries to enable
organizations to make more-informed
business decisions and by scientists
and researchers to verify or disprove
scientific models, theories and
hypotheses.
323

 As a term, Data Analytics predominantly refers to an
assortment of applications, from basic Business Intelligence
(BI), reporting and Online Analytical Processing (OLAP) to
various forms of advanced analytics. In that sense, it's similar
in nature to business analytics, another umbrella term for
approaches to analysing data - with the difference that the 16 2
latter is oriented to business uses, while data analytics has a

broader focus. The expansive view of the term isn't universal,
though: in some cases, people use data analytics specifically to
mean advanced analytics, treating Business Intelligence as a
separate category.
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 Data Analytics initiatives can help businesses increase
revenues, improve operational efficiency, optimize marketing
campaigns and customer service efforts, respond more quickly
to emerging market trends and gain a competitive edge over
rivals - all with the goal of boosting business performance.
Depending on the particular application, the data that is
analysed can consist of either historical records or new
information that has been processed for real-time analytics
uses. In addition, it can come from a mix of internal systems
and external data sources.
325
2.8.1 TYPES OF DATA ANALYTICS APPLICATIONS

 At a high level, Data Analytics methodologies include
Exploratory Data Analysis (EDA), which aims to find patterns
and relationships in data, and Confirmatory Data Analysis
(CDA), which applies statistical techniques to determine
whether hypotheses about a data set are True or False. EDA is
often compared to detective work, while CDA is akin to the 16 3
work of a judge or jury during a court trial - a distinction first

drawn by statistician John W. Tukey in 1977 in his book
Exploratory Data Analysis. Data Analytics can also be
separated into Quantitative Data Analysis and Qualitative
Data Analysis.
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• Quantitative Data Analysis: This involves analysis of

numerical data with quantifiable variables that can be
compared or measured statistically.
• Qualitative Data Analysis: The qualitative approach is
more interpretive - it focuses on understanding the
content of non-numerical data like text, images, audio
and video, including common phrases, themes and
points of view.
327

• At the application level, Business Intelligence and Reporting
provide business executives and other corporate workers
with actionable information about key performance
indicators, business operations, customers and more. In the
past, Data queries and reports typically were created for
end users by BI developers working in IT or for a centralized
16 4
BI team. Now, organizations increasingly use self-service BI

tools that let executives, business analysts and operational
workers run their own adhoc queries and build reports
themselves. More advanced types of Data Analytics
include-
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• Data Mining, which involves sorting through large data

sets to identify trends, patterns and relationships;
• Predictive Analytics, which seeks to predict customer
behaviour, equipment failures and other future events;
and
• Machine Learning, an artificial intelligence technique
that uses automated algorithms to churn through data
sets more quickly than data scientists can do via
conventional analytical modelling.
329
• Big Data Analytics applies data mining, predictive

analytics and machine learning tools to sets of big data
that often contain unstructured and semi-structured
data. Text mining provides a means of analysing
documents, emails and other text- based content. Fig. 16 5
2.8.1 shows the process of converting raw data into

knowledge leading to Intelligent Decisions.
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Fig. 2.8.1: Process of converting raw data into knowledge
331
Some Application areas of Data Analytics are as follows:

 Data Analytics initiatives support a wide variety of
business uses. For example, banks and credit card
companies analyse withdrawal and spending patterns
to prevent fraud and identity theft. 16 6
 E-commerce companies and marketing services

providers do click stream analysis to identify website
visitors who are more likely to buy a product or service
based on navigation and page-viewing patterns.
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 Mobile network operators examine customer data to

forecast so that they can take steps to prevent
defections to business rivals; to boost customer
relationship management efforts. Other companies also
engage in CRM analytics to segment customers for
marketing campaigns and equip call centre workers
with up-to-date information about callers.
 Healthcare organizations mine patient data to evaluate
the effectiveness of treatments for cancer and other
diseases.
333
2.8.2 INSIDE THE DATA ANALYTICS PROCESS
 Data Analytics
applications involve
more than just
analysing data.
16 7
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Particularly on advanced analytics projects, much of

the required work takes place upfront, in collecting,
integrating and preparing data and then developing,
testing and revising analytical models to ensure that
they produce accurate results. In addition to data
scientists and other data analysts, analytics team
often include data engineers, whose job is to help
get data sets ready for analysis.
335
• Data Collection: The analytics

process starts with data
collection, in which data
scientists identify the
information they need for an 16 8
analytics application and

then work on their own or
with data engineers and IT
staffers to assemble it for
use.
336
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• Data from different source systems may need to be
combined via data integration routines transformed into a
common format and loaded into an analytics system, such
as a Hadoop cluster, NoSQL database or data warehouse.
In other cases, the collection process may consist of pulling
a relevant subset out of a stream of raw data that flows
into, say, Hadoop and moving it to a separate partition in
the system so it can be analysed without affecting the
overall data set.
337

Find and Fix Data Quality
Problem: Once the data that's
needed is in place, the next
step is to find and fix data
quality problems that could
affect the accuracy of analytics 16 9
applications.
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• That includes running data profiling and data cleansing jobs
to make sure that the information in a data set is consistent
and that errors and duplicate entries are eliminated.
Additional data preparation work is then done to
manipulate and organize the data for the planned analytics
use, and data governance policies are applied to ensure
that the data hews to corporate standards and is being used
properly.
339

• At that point, the data analytics work begins in earnest. A
data scientist builds an analytical model, using predictive
modelling tools or other analytics software and
programming languages such as Python, Scala, R and SQL.
The model is initially run against a partial data set to test its
accuracy; typically, it's then revised and tested again, a 17 0
process known as "training" the model that continues until

it functions as intended. Finally, the model is run in
production mode against the full data set, something that
can be done once to address a specific information need or
on an ongoing basis as the data is updated.
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• Building Analytical
Model: In some
cases, analytics
applications can be
set to automatically
trigger business
actions. For example,
stock trades by a
financial services
firm.
341

• Otherwise, the last step in the data analytics process is
communicating the results generated by analytical models
to business executives and other end users to aid in their
decision-making. That usually is done with the help of data
visualization techniques, which analytics teams use to
create charts and other info graphics designed to make 17 1
their findings easier to understand. Data visualizations

often are incorporated into BI dashboard applications that
display data on a single screen and can be updated in real
time as new information becomes available.
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2.8.3 BUSINESS INTELLIGENCE (BI)

• Business Intelligence (BI) is
a technology-driven
process for analysing data
and presenting actionable
information to help
corporate executives,
business managers and
other end users make
more informed business
decisions.
343
BI encompasses a wide variety of tools, applications

and methodologies that enable organizations to
collect data from internal systems and external
sources, prepare it for analysis, develop and run
queries against the data, and create reports, 17 2
dashboards and data visualizations to make the

analytical results available to corporate decision
makers as well as operational workers.
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Reasons for Business Intelligence

BI enables organizations to make well-informed
business decisions and thus can be the source of
competitive advantages. This is especially true when
we can extrapolate information from indicators in the
external environment and make accurate forecasts
about future trends or economic conditions. Once
business intelligence is gathered effectively and used
proactively, we can make decisions that benefit our
organization before the competition does.
345

The ultimate objective of business intelligence is to improve
the timeliness and quality of information. Business
intelligence reveals to us -
 The position of the firm in comparison to its competitors.
 Changes in customer behaviour and spending patterns. 17 3
 The capabilities of the firm.

 Market conditions future trends, demographic and
economic information.
 The social, regulatory and political environment.
 What the other firms in the market are doing.
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Example 2.10:
Fig. 2.8.2 showing example that Business
Intelligence uses data from different sources
and helps to finds answers to various
questions as shown on right hand side.
347
17 4
Fig. 2.8.2: Depicting Example 2.10 of Business Intelligence
348
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BI data can include historical information, as well as new data

gathered from source systems as it is generated, enabling BI
analysis to support both strategic and tactical decision-making
processes. Initially, BI tools were primarily used by data
analysts and other IT professionals who ran analyses and
produced reports with query results for business users.
Increasingly, however, business executives and workers are
using BI software themselves, thanks partly to the
development of self-service BI and data discovery tools.
349
Benefits of Business Intelligence

 BI improves the overall performance of the company
using it. The potential benefits of business intelligence
programs include
 accelerating and improving decision making;
17 5
 optimizing internal business processes;

 enhancing communication among departments while
coordinating activities;
 increasing operational efficiency;
 driving new revenues; and
 gaining competitive advantages over business rivals.
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 BI systems can also help companies identify market trends

and spot business problems that need to be addressed.
 BI systems help in enhancing customer experience,
allowing for the timely and appropriate response to
customer problems and priorities.
351
Business Intelligence Technology

 Business Intelligence combines a broad set of data
analysis applications, including ad hoc analysis and
querying, enterprise reporting, Online Analytical
Processing (OLAP), mobile BI, real-time BI, operational BI, 17 6
cloud and software as a service BI, open source BI,

collaborative BI and location intelligence.
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 BI technology also includes data visualization software

for designing charts and other info-graphics, as well as
tools for building BI dashboards and performance
scorecards that display visualized data on business
metrics and key performance indicators in an easy-to-
grasp way. BI applications can be bought separately from
different vendors or as part of a unified BI platform from
a single vendor.
353
 BI programs can also incorporate forms of advanced

analytics, such as data mining, predictive analytics, text
mining, statistical analysis and big data analytics. In
many cases, though, advanced analytics projects are
conducted and managed by separate teams of data
scientists, statisticians, predictive modellers and other 17 7
skilled analytics professionals, while BI teams oversee

more straightforward querying and analysis of business
data.
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 Business Intelligence data typically is stored in a data

warehouse or smaller data marts that hold subsets of a
company's information. In addition, Hadoop systems are
increasingly being used within BI architectures as
repositories or landing pads for BI and analytics data,
especially for unstructured data, log files, sensor data
and other types of big data. Before it is used in BI
applications; raw data from different source systems
must be integrated, consolidated and cleansed using
data integration and data quality tools to ensure that
users are analysing accurate and consistent information.
355
 In addition to BI managers, Business Intelligence team

generally include a mix of BI architects, BI developers,
business analysts and data management professionals;
business users often are also included to represent the
business side and make sure its needs are met in the BI
development process. To help with that, a growing 17 8
number of organizations are replacing traditional

waterfall development with Agile BI and data
warehousing approaches that use Agile software
development techniques to break up BI projects into
small chunks and deliver new functionality to end users
on an incremental and iterative basis.
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 Doing so can enable companies to put BI features into

use more quickly and to refine or modify development
plans as business needs change or new requirements
emerge and take priority over earlier ones.
 Business intelligence is sometimes used interchangeably
with business analytics; in other cases, business analytics
is used either more narrowly to refer to advanced data
analytics or more broadly to include both BI and
advanced analytics.
357
17 9
BUSINESS REPORTING AND

FUNDAMENTALS OF XBRL
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2.9.1 Business Reporting
 Business Reporting or
Enterprise Reporting is
the public reporting of
operating and financial
data by a business
enterprise or the regular
provision of information
to decision-makers within
an organization to
support them in their
work.
359
 Reporting is a fundamental part of the larger

movement towards improved business intelligence
and knowledge management. Often implementation
involves Extract, Transform, and Load (ETL)
procedures in coordination with a data warehouse 18 0
and then using one or more reporting tools. While

reports can be distributed in print form or via email,
they are typically accessed via a corporate intranet.
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 With the dramatic expansion of information technology, and

the desire for increased competitiveness in corporations,
there has been an increase in the use of computing power to
produce unified reports which join different views of the
enterprise in one place. This reporting process involves
querying data sources with different logical models to
produce a human readable report. For example- a computer
user has to query the Human Resources databases and the
Capital Improvements databases to show how efficiently
space is being used across an entire corporation.
361
 Organizations conduct a wide range of reporting,

including financial and regulatory reporting;
Environmental, Social, and Governance (ESG)
reporting (or sustainability reporting); and
increasingly integrated reporting. 18 1
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Organizations communicate with their stakeholders

about:
 mission, vision, objectives, and strategy;
 governance arrangements and risk management;
 trade-offs between the shorter- and longer-term
strategies; and
 financial, social, and environmental performance
(how they have fared against their objectives in
practice).
363
Why is Business Reporting

Important?
Effective and transparent
business reporting allows
organizations to present a 18 2
cohesive explanation of their

business and helps them engage
with internal and external
stakeholders, including
customers, employees,
shareholders, creditors, and
regulators.
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• High-quality business reporting is at the heart of strong and

sustainable organizations, financial markets, and economies,
as this information is crucial for stakeholders to assess
organizational performance and make informed decisions with
respect to an organization's capacity to create and preserve
value. Value in this context is not necessarily limited to
monetary value, but can also comprise of social,
environmental, or wider economic value. As organizations fully
depend on their stakeholders for sustainable success, it is in
their interest to provide them with high-quality reports. For
example, effective high-quality reporting reduces the risk for
lenders and may lower the cost of capital.
365
• Many organizations are increasingly complex, and have larger

economic, environmental, and social footprints. Thus, various
stakeholder groups are demanding increased Environmental,
Social and Global (ESG) information, as well as greater insight
into how these factors affect financial performance and
valuations. 18 3
• High-quality reports also promote better internal decision-

making. High-quality information is integral to the successful
management of the business, and is one of the major drivers of
sustainable organizational success.
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2.9.2 Fundamentals of XBRL
• XBRL (eXtensible
Business Reporting
Language) is a
freely available and
global standard for
exchanging
business
information.
367
• XBRL allows the expression of semantic

meaning commonly required in business
reporting. The language is XML-based and uses
the XML syntax and related XML technologies
such as XML Schema, XLink, XPath, and 18 4
Namespaces. One use of XBRL is to define and

exchange financial information such as a
financial statement. The XBRL Specification is
developed and published by XBRL International,
Inc. (XII).
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I. What is XBRL?
XBRL is an open
international
standard for digital
business reporting,
managed by a
global not for
profit consortium,
XBRL International.
369
• XBRL is used around the world, in more than 50 countries.

Millions of XBRL documents are created every year,
replacing older, paper-based reports with more useful,
more effective and more accurate digital versions.
• In a nutshell, XBRL provides a language in which reporting 18 5
terms can be authoritatively defined. Those terms can

then be used to uniquely represent the contents of
financial statements or other kinds of compliance,
performance and business reports. XBRL let the reporting
information move between organizations rapidly,
accurately and digitally.
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• XBRL is a standard-based way to communicate and

exchange business information between business systems.
These communications are defined by metadata set out in
taxonomies, which capture the definition of individual
reporting concepts as well as the relationships between
concepts and other semantic meaning. Information being
communicated or exchanged is provided within an XBRL
instance.
371
• The change from paper, PDF and HTML based reports to

XBRL ones is a little bit like the change from film
photography to digital photography, or from paper maps
to digital maps. The new format allows you to do all the
things that used to be possible, but also opens up a range
of new capabilities because the information is clearly 18 6
defined, platform-independent, testable and digital. Just

like digital maps; digital business reports in XBRL format,
simplify the way that people can use, share, analyse and
add value to the data.
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II. What does XBRL do?

Often termed "bar
codes for reporting",
XBRL makes reporting
more accurate and
more efficient. It
allows unique tags to
be associated with
reported facts,
allowing:
373

• people publishing reports to do so with confidence that the
information contained in them can be consumed and analysed
accurately.
• people consuming reports to test them against a set of business
and logical rules, to capture and avoid mistakes at their source.
18 7
• people using the information to do so in the way that best suits
their needs, including by using different languages, alternative
currencies and in their preferred style.
• people consuming the information to do so confident that the
data provided to them conforms to a set of sophisticated pre-
defined definitions.
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III. What is XBRL Tagging?
XBRL Tagging is the process by
which any financial data is
tagged with the most
appropriate element in an
accounting taxonomy (a
dictionary of accounting terms)
that best represents the data in
addition to tags that facilitate
identification/classification
(such as enterprise, reporting
period, reporting currency, unit
of measurement etc.).
375

• Since all XBRL reports use the same taxonomy, numbers
associated with the same element are comparable irrespective
of how they are described by those releasing the financial
statements.
• Comprehensive definitions and accurate data tags allow
preparation, validation, publication, exchange, consumption; 18 8
and analysis of business information of all kinds. Information in

reports prepared using the XBRL standard is interchangeable
between different information systems in entirely different
organizations. This allows for the exchange of business
information across a reporting chain. People that want to report
information, share information, publish performance
information and allow straight through information processing
all rely on XBRL.
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• In addition to allowing the exchange of summary business
reports, like financial statements, and risk and performance
reports, XBRL has the capability to allow the tagging of
transactions that can themselves be aggregated into XBRL
reports. These transactional capabilities allow system
independent exchange and analysis of significant quantities of
supporting data and can be the key to transforming reporting
supply chains.
377
IV. Who uses XBRL?

The international XBRL
consortium is supported
by more than 600 member
organizations, from both
the private and public
18 9
sectors.
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The standard has been developed and refined over more than
a decade and supports almost every kind of conceivable
reporting, while providing a wide range of features that
enhance the quality and consistency of reports, as well as their
usability. XBRL is used in many ways, for many different
purposes, including by:
379
i. Regulators
 Financial regulators that need significant amounts of
complex performance and risk information about the
institutions that they regulate.
 Securities regulators and stock exchanges that need 19 0
to analyse the performance and compliance of listed

companies and securities, and need to ensure that
this information is available to markets to consume
and analyse.
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 Business registrars that need to receive and make

available publicly a range of corporate data about
private and public companies, including annual
financial statements.
 Tax authorities that need financialstatements and
other compliance information from companies to
process and review their corporate tax affairs.
 Statistical and monetary policy authorities that need
financial performance information from many
different organizations.
381
ii. Companies
 Companies that need to provide information to one or
more of the regulators mentioned above.
 Enterprises that need to accuratelymove information
around within a complex group. 19 1
 Supply chains that need to exchange information to

help manage risk and measure activity.
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iii. Governments
 Government agencies that are simplifying the
process of businesses reporting to government and
reducing red tape, by either harmonizing data
definitions or consolidating reporting obligations (or
both).
 Government agencies that are improving
government reporting by standardizing the way that
consolidated or transactional reports are prepared
and used within government agencies and/or
published into the public domain.
383
iv. Data Providers

 Specialist data providers that use performance and
risk information published into the market place and
create comparisons, ratings and other value-added
information products for other market participants.
19 2
v. Analysts and Investors

 Analysts that need to understand relative risk and
performance.
 Investors that need to compare potential investments
and understand the underlying performance of
existing investments.
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vi Accountants
Accountants use XBRL in support of clients
reporting requirements and are often
involved in the preparation of XBRL
reports
385

V. Important features of XBRL
Clear Definitions : XBRL allows the creation
of reusable, authoritative definitions, called
taxonomies that capture the meaning
contained in all the reporting terms used in
a business report, as well as the 19 3
relationships between all the terms.

Taxonomies are developed by regulators,
accounting standards setters, government
agencies and other groups that need to
clearly define information thatneeds to be
reported upon. XBRL doesn't limit what kind
of information is defined: it's a language
that can be used and extended as needed.
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Testable Business Rules: XBRL allows the creation of business rules that
constrain what can be reported. Business rules can be logical or mathematical,
or both and can be used, for example, these business rules can be used to:
 stop poor quality information being sent to a regulator or third party, by
being run by the preparer while the report is in draft.
 stop poor quality information being accepted by a regulator or third
party, by being run at the point that the information is being received.
Business reports that fail critical rules can be bounced back to the
preparer for review and resubmission.
 flagging or highlighting questionable information, allowing prompt
follow up, correction or explanation.
 create ratios, aggregationsand other kinds of value-added information,
based on the fundamental data provided.
387

 Multi-lingual Support: XBRL allows concept definitions to
be prepared in as many languages as necessary.
Translations of definitions can also be added by third
parties. This means that it's possible to display a range of
reports in a different language to the one that they were
prepared in, without any additional work. The XBRL 19 4
community makes extensive use of this capability as it can

automatically open up reports to different communities.
 Strong Software Support: XBRL is supported by a very wide
range of software from large and small vendors, allowing a
very wide range of stakeholders to work with the standard.
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APPLICABLE REGULATORY AND COMPLIANCE

REQUIREMENTS
389
2.10.1 WHAT IS REGULATORY COMPLIANCE?

In general, Compliance means conforming to a rule, such as a
specification, policy, standard or law. Regulatory Compliance
describes the goal that organizations aspire to achieve in their
efforts to ensure that they are aware of and take steps to
comply with relevant laws, policies, and regulations. Due to
the increasing number of regulations and need for operational 19 5
transparency, organizations are increasingly adopting the use

of consolidated and harmonized sets of compliance controls.
This approach is used to ensure that all necessary governance
requirements can be met without the unnecessary duplication
of effort and activity from resources.
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Regulatory compliance is an organization's adherence to laws,
regulations, guidelines and specifications relevant to its
business. Violations of regulatory compliance regulations often
result in legal punishment, including interest, penalty, and
prosecution in some cases.
Broadly, we can classify the compliance and regulatory
requirements in two types as under.
a) General - Applicable to all irrespective of anything.
b) Specific - Applicable to specific type of businesses only.
391
Example 2.11:
Income Tax compliance is applicable to all subject
to basic exemption limit. But compliance
regarding GST, Labour Law, Company Law, etc. are
applicable to specific type of businesses / entities
19 6
only.
392
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2.10.2 Regulatory Compliance and Accounting Systems
Regulatory compliance and accounting systems are closely

connected with each other. Most of the regulatory compliance
requires accounting data and accounting data comes from
accounting systems. E.g. Income tax returns are prepared
based on accounting data only. There may be two approaches
for making compliances requiring accounting data.
a) Using same software for accounting and tax compliance;
and
b) Using different software for accounting and tax
compliance.
393
Software is needed for tax compliances as almost all the tax

compliance today is through electronic mode only. If separate
software is used for accounting and tax compliance, we need
to put data in tax compliance software either manually or
electronically. There are some pros and cons of both the
approaches as discussed in the Table 2.10.1. 19 7
394
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Table 2.10.1: Pros and Cons of having single software for
Accounting and Tax Compliance
Accounting & Tax Only Tax Compliance

S.N Particulars
Compliance Software Software
1 Ease of Less - as this is integrated More - as this is used only
software system of accounting and for one single purpose, i.e.
operation tax compliance, everything tax compliance, it is less
connected with other and complicated and bound to
making changes at one be easy.
place may affect other
aspects also.
395

S.N Particulars
2 Features and More - as this is an exclusive
Less - as this system is not
facilities and specifically designed
an exclusive system for tax
system for tax compliance,
compliance, it may have 19 8
naturally more features and

limited features for tax
facilities shall exist in this
compliance.
system.
396
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S.N Particulars
3 Time and More - as this is a separate
efforts Less - as this is an integrated software, data from
required system, time required to accounting software need to
transfer data to compliance put in this for preparation of
software is zero. returns. This may take extra
time and efforts.
397

S.N Particulars
4 Accuracy More - as this is an Less - as there are two
integrated system and separate systems,
hence accounting data and reconciliation with
19 9
tax compliance data shall accounting data is needed,

always be same. No need to and possibility of mismatch
transfer data to compliance of data is always there.
software and reconcile the
data.
398
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S.N Particulars
5 Cost More - if tax compliance Less - as this is specific
feature is not available in purpose software, there
accounting system, getting shall be less complications
it customized may require and the cost also shall be
some amount of cost which less.
may be higher than buying
separate software.
399
ILLUSTRATION 1
XYZ a leading publication house of Delhi was facing many issues like delay in completing
the order of its customers, manual processing of data, increased lead time, inefficient
business processes etc. Hence, the top management of XYZ decided to get SAP - an ERP
system implemented in the publication house.
Using the proper method of vendor selection, Digisolution Pvt. Ltd. was selected to
implement SAP software in XYZ publication house. To implement the software, the IT
team of Digisolution Pvt. Ltd. visited XYZ's office number of times and met its various 20 0
officials to gather and understand their requirements. With due diligence, the SAP
software was customized and well implemented in the publishing house.
After the SAP implementation, the overall system became integrated and well
connected with other departments. This raised a concern in the mind of few employees
of XYZ worrying about their jobs' security leading to quitting of jobs. The top
management of XYZ showed its concern on this issue and wanted to retain few of its
employees.
400
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ILLUSTRATION 1
Answer the following questions:
1. Imagine that you are core team member of Digisolution
Pvt. Ltd. While customizing the Sales and Distribution
Module of SAP software, you need to know the correct
sequence of all the activities involved in the module.
401
ILLUSTRATION 1
Identify the correct option that reflects the correct sequence of the
activities.
(i) Material Delivery
(ii) Billing
(iii) Pre-Sales Activities
(iv) Sales Order 20 1
(v) Payments
(vi) Inventory Sourcing
Choose the correct sequence from the following
a) (i)- (iii) - (ii) - (iv) - (v)- (vi)
b) (i)- (iv)- (vi) - (iii) - (i) - (v)
c) (iii)- (iv) - (vi)- (i) -(ii) - (v)
d) (iv)- (i) - (iii), (v), (ii), (vi)
402
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ILLUSTRATION 1
2. In purview of above situation, which of the following control
can be helpful to management of XYZ publishing house to
retain its employees and stopping them to leave the company?
a) Training can be imparted to employees by skilled
consultant.
b) Allocation of employees to task matching their skill set,
fixing of compensation package.
c) Management should stop the implementation of ERP.
d) Backup arrangement is required.
403
ILLUSTRATION 1
3. The SAP software was successfully implemented by XYZ
publication house after overcoming many challenges. The risk
associated with "Patches and upgrades not installed and the
tools being underutilized" belongs to…………….risk.
a) Technological
20 2
b) Implementation
c) People
d) Process
404
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SOLUTION : 1
Q. No. SOLUTION
1. (c) (iii)- (iv) - (vi)- (i) -(ii) - (v)
(b) Allocation of employees to task matching their
2.
skill set, fixing of compensation package
3. (a) Technological
405
ILLUSTRATION 2
Unique Services, a well-established firm of Chartered Accountants
with nine branches at different locations in Delhi, deals in accounting,
auditing and taxation assignments like - return filing, corporate
taxation and planning, company formation and registration of foreign
companies etc. The firm has its own ERP software. The firm decided to
come up with Real Estate Regulatory Authority (RERA) registration 20 3
which requires upgradation in its software. Hence, the principal

partner of the firm asked its associate partner to prepare a list of
various clients dealing in construction and development of flats,
commercial properties etc.
406
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ILLUSTRATION 2
The firm's management took care to select the vendor to upgrade
their ERP software which will act as an online assistant to its clients
providing them the complete details about registration and filling of
various forms and resolving their frequently asked questions. The firm
also wanted a safe and secure working environment for their
employees to filing various forms under RERA Act on behalf of clients
using digital signature. The management also instructed its
employees to mandatorily use Digital Signature of clients for fair
practices and any dishonesty found in this regard may lead to penal
provisions under various act including IT Act, 2000.
407
ILLUSTRATION 2
Answer the following questions:
1. In purview of case scenario, Unique Services requires to make
changes in its software for its users for RERA related matters.
Identify the part of the overall software which actually interacts
with the users using the software? 20 4
a) Back end
b) Front end
c) Middle layer
d) Reports
408
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ILLUSTRATION 2
2. The firm decided to have an online assistant for its clients to
provide complete details regarding taxation, registration and
filling of various forms and solve their queries. This is an example
of application.
a) Installed application
b) Web Application
c) Cloud Based Application
d) Direct Application
409
ILLUSTRATION 2
3. While filling the tax for its client ABC, the firm Unique Services
enters the detail of its TDS and GST in the requisite forms. Identify
from the following which type of master data it belongs to?
a) Accounting Master Data
b) Inventory Master Data 20 5
c) Statutory Master Data

d) Payroll master Data
410
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ILLUSTRATION 2
Q. No. SOLUTION
1. (b) Front end
2. (c) Cloud Based Application
3. (c) Statutory Master data
411
SUMMARY
A. Integrated & Non-Integrated System
Central database is the main characteristics of an ERP system. In
case of nonintegrated systems, separate database is maintained
by each department separately. Central database is accessed by all
the departments for their data needs and communication with 20 6
other departments. Processes are defined and followed in ERP

system. ERP system contains different modules for different
purposes. These modules are connected to other modules as per
requirements. Mismatch of master data and communication gaps
between departments / business units are two major problems of
non-integrated systems.
412
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SUMMARY
Data is stored in two parts, master data and transaction data.
Master data is that data which is not expected to change
frequently. Voucher in manual accounting is a documentary
evidence of transaction. In case of software, it also a place, input
form where transaction data is input into the system. Grouping of
ledgers is extremely important as reports are prepared based on
grouping only. Software consists of two parts, front end and back
end. Front end is used to interact with user and back end is used to
store the data.
413
SUMMARY
B. Business process modules and their integration with financial

and accounting systems
Business process modules are developed according to need of
specific industries. Various modules like Financial Accounting,
Controlling, Sales and Distribution, Materials Management, 20 7
Human Resources etc., are there in an ERP System. These

modules are integrated with other modules depending on the
nature of transaction. Financial and Accounting Systems are
small and medium levels may or may not have inventory
accounting.
414
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SUMMARY
C. Reporting System and MIS, Data Analytics and Business

Intelligence
Business reporting or enterprise reporting is the public
reporting of operating and financial data by a business
enterprise. With the dramatic expansion of information
technology, and the desire for increased competitiveness in
corporations, there has been an increase in the use of
computing power to produce unified reports which join
different views of the enterprise in one place. High-quality
reports also promote better internal decision-making.
415
SUMMARY
D. Business Reporting & Fundamentals of XBRL

XBRL (eXtensible Business Reporting Language) is a freely
available and global standard for exchanging business
information. XBRL is used by Government, Companies,
Regulators, Data Providers, Accountants, Analysts and 20 8
Investors also.
416
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SUMMARY
E. Applicable regulatory and compliance requirements

Compliance means conforming to a rule, such as a
specification, policy, standard or law. Regulatory compliance is
an organization’s adherence to laws, regulations, guidelines
and specifications relevant to its business. Violations of
regulatory compliance regulations often result in legal
punishment, including interest, penalty and prosecution in
some cases. There may be two types of compliances, General
and Specific.
417
TEST YOUR KNOWLEDGE

Theoretical Questions
1) As an Auditor, prepare a checklist of the questions that you would ask
while performing an ERP Audit.
(Refer Section 2.4)
2) Determine the reasons for the importance of Business Reporting. 20 9
Identify the global standard for exchanging business information and

discuss it in detail.
(Refer Section 2.9.1 and 2.9.2)
3) An enterprise ABC Ltd. intends to acquire software for Accounting as
well as Tax compliance. Prepare a list of pros and cons of having single
software for Accounting and Tax compliance.
(Refer Table 2.10.1)
418
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TEST YOUR KNOWLEDGE
4) An article joined an Audit firm where he was briefed on

various steps involved during Accounting Process Flow.
Explain these steps involved in the process.
(Refer Section 2.6.2)
5) The Material Management (MM) Module in ERP systems
manages materials required, processed and produced in
enterprises. Discuss the steps involved in overall purchase
process.
(Refer Section 2.6.3[B(f)])
6) Explain the term "Business Intelligence" with example.
(Refer Section 2.8.3)
419
TEST YOUR KNOWLEDGE

7) As a manager of a telecom service provider, you are concerned with
MIS Report about your department's customer service calls.
Determine the various criterions that the information in the report
should meet so that the report becomes useful for you.
(Refer Section 2.7.2[III])
21 0
8) Explain the term "Data Analytics" and recognize its application

areas in today's world.
(Refer Section 2.8)
9) Explain the different ways in which the Regulators can use
extensible Business Reporting Language (XBRL) for various
purposes. (Refer Section 2.9.2)
420
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TEST YOUR KNOWLEDGE
10) Discuss the key features of Controlling Module in an

Enterprise Resource Planning (ERP).
(Refer Section 2.6.3[B(b)])
11) Nowadays, many organizations are switching over to 'Cloud
Applications' as the organizations do not want to indulge
themselves in maintenance of their own IT infrastructure to
run their businesses. You, being an IT consultant, list out
some of the advantages and disadvantages of using these
Cloud applications. (Refer Table 2.2.5)
421
TEST YOUR KNOWLEDGE

12) Central database is the main feature of an Enterprise Resource
Planning (ERP) System. As the complete data is stored at one place,
ensuring safety of data and minimizing risk of loss of data is a big
challenge. As an IT expert, discuss various risks involved during ERP
implementation.
(Refer Table 2.3.1[D]) 21 1
13) Discuss in brief the following terms:

(a) Regulatory Compliance (Refer Section 2.10.1)
(b) Three tier Architecture of Application Software
(Refer Section 2.2.4 [iii])
(c) Role-based Access Control (Refer Section 2.3.3)
422
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TEST YOUR KNOWLEDGE
14) Customer Relationship Management (CRM) is a system

which aims at improving relationship with customers. Briefly
explain key benefits of CRM Module of ERP.
(Refer Section 2.6.3[B(k)])
15) A business organization is shifting from traditional
accounting system to computerized accounting system. The
organization needs to store the data that is relatively
permanent and not expected to change frequently in
accounting system. As a financial expert, suggest the types
of data used in computerized accounting system.
Refer Section 2.2.3)
423
21 2
424

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Section-wise Weightage for Subjects

AUTOMATED FINANCIAL INFORMATION E-COMMERCE, CORE

INTRODUCTION STRATEGY BUSINESS ORGANISATION

DYNAMICS OF CORPORATE FUNCTIONAL STRATEGY

EIS - MARKS DISTRIBUTION

EIS - MARKS DISTRIBUTION

4. E-COMMERCE, M- 7.5 TO 12.5 i. Components and Architecture of E-Commerce and M-Commerce

2. DYNAMICS OF 5 TO 10 i. Competitive Landscape

iv. Core Competence

3 STRATEGY 5 TO 10 i. Strategic Planning

5. BUSINESS LEVEL 5 TO 10 i. Competitive strategies at Business Level

6. FUNCTIONAL LEVEL 5 TO 10 i. Marketing Strategy

7. ORGANISATION 5 TO 10 i. Organisation Structure

8. STRATEGY 5 TO 10 i. Strategy Implementation

1. WE WILL START THE REGULAR CLASSES FROM 14/12/2022.

accounting, auditing, business management,

Fig. 2.1.1: Different perspectives from different Professionals

ERP AND NON-INTEGRATED SYSTEMS

2.2.1 What is a System?

2.2.1 What is a System?

 "A set of principles or procedures as per which something is

2.2.1 What is a System?

2.2.1 What is a System?

Systems may consist of sub-systems also which are a part of a

2.2.1 What is a System?

2.2.1 What is a System?

2.2.2 What is a Process?

2.2.3 Concepts in Computerized Accounting Systems

• As we are discussing about Financial &

Master Non - Master

Fig. 2.2.1: Types of Data

Fig. 2.2.2: Types of Master Data in Financial and Accounting

business of dealing in white goods,

Tax Deducted at Source (TDS),

shall be different every time

expected to change. Our

Transaction  Processing  Reprot 24

Fig. 2.2.3: Objective of Accounting System

Let us consider a simple transaction of capital introduction

Receipt No.1 Date: 01st Apr., 2017

Master Data Non-Master Data

this case). 1,00,000 in this case).

II. VOUCHER TYPES

II. VOUCHER TYPES

II. VOUCHER TYPES

transactions; hence we use different voucher

II. VOUCHER TYPES

II. VOUCHER TYPES

II. VOUCHER TYPES

6 Purchase For recording all types of trading purchase by any

II. VOUCHER TYPES