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The business process is defined as the group of logically related activities and tasks that make use of the organisation’s resources in order to meet the needs of the customer while taking into consideration the objectives of the organisation (Singh, 2011). In the business process, the accounting information system is very important as it facilitates the collation of data and the processing of the collected data into information that is relevant to the individual users (Accounting Edu. Org, n.d.). Traditionally, the accounting information systems were manual but advancement in technology has resulted in most of this systems being computer-based.
Order Process of the Global Athletics Apparel Manufacturing Company
The ordering process of the Global Athletics Apparel Manufacturing (GAAM) Company consists of different stakeholders. These stakeholders include the customers/ the retail stores, the customer representative, the warehouse assistant, shipping department, accounts payable, and accounts receivable. Analysis of the business process indicates that the system in use is manual. Additionally, it has been observed that the placement of orders is irregular which makes it difficult for the organisation to manufacture and make available different types of clothing and athletic wares to the stores. This suggests that the process needs to be reengineered.
Business Process Reengineering
Business Process Reengineering refers to the significant redesign of the main business processes in a bid to achieve significant improvements in the level of production, reduce cycle times, and improve quality (Rigby, 2015). When performing business process reengineering, the company evaluates the existing business processes and models and makes revisions with the aim of enhancing value given to the customer. This is achieved by the redesign of functional organisations into cross-functional units and the use of technology to improve the sharing of data useful for decision making.
Benefits of Business Process Reengineering
Organisations often redesign their business processes in a bid to bring about significant improvement in the level of performance (Sandberg, 2001). The performance is improved by:
Proposed Business Process for Global Athletics Manufacturing Company
The various stakeholders of the GAAM ordering process desire that the system is efficient and accurate and minimises the costs associated with managing the return of products and handling the returns from the customers. Additionally, the stakeholders desire that the process should enhance the number of accounts receivable from 10.5 to 12.5 times a year. In order to meet the desires of the stakeholders, the ordering process should use accounting information systems specifically Point of Sales (POS). The POS facilitates the calculation of the amount owed, preparation of invoices, and indicates the various modes of payment available to the clients (Long, n.d.). The point of sale is also thought of as a point of service as it is not just a point of sale but can also be used as a point of return or customer order. The POS software is used in retail businesses to handle back-office functions such as control of inventory, purchasing, receipt of products, and transfer of products to different locations.
In the reengineered business process, the ordering process will begin with the retail store tracking the sales of products. This involves updating the accounting information system of the goods ordered; goods sold, and balance in store. The retail store places orders based on the stock levels. The customer representative will track information of stocks reaching the replenishment level. When the store places an order, the customer representative will generate two copies of orders and forward the same to the warehouse clerk and the accounts receivable department.
The warehouse clerk will confirm to the customer representative and shipping department the availability of inventory. The account payable department checks the system for outstanding balances owed by the customer. Where there are no balances, the accounts payable department gives approval to the warehouse clerk to release the goods. Upon confirmation, the goods are packaged and good release forms (two copies) are prepared. The warehouse clerk updates the accounting information system to reflect the outflow of goods. The packed products are then forwarded to the shipping department, who courier the products to the customers.
Using the dispatch forms and orders generated by the customer representatives, the accounts payable clerk prepares invoices. The invoices are disbursed to the clients at the end of each week. The payments are sent to the customer representative who forwards them to the account receivable department. The accounting department updates the customer accounts to reflect the payments received. The new ordering process will:
Problem Identification and Solution Generating Process
The process of managing a business is wrought with numerous problems. This requires that the managers have the requisite skills to deal with these problems. The process of problem identification and solution generating involves:
Justification of Recommendations
The recommended ordering process and approach to problem identification are relevant to GAAM as they identify an improvement plan, appoint responsibility for each process, simplify the process so as to enhance efficiency and effectiveness, and reduce the lack of information that creates bottlenecks.
Corrective Actions Based on Recommendation of Peer Review
The peer review indicated that the proposed business process model had the following short-comings:
In order to address this challenges;
Accounting Edu. Org., n.d. What are accounting information systems. [online] Available at < https://www.accountingedu.org/accounting-information-systems.html> [Accessed 6 August 2017].
Long, T., n.d. Paperless receipt solutions system. James Dyson Foundation. [online] Available at <https://jamesdysonaward.org/projects/paperless-receipt-solution-prs-system/> [Accessed on 6 August 2017].
Rigby, D., 2015, Management tools 2015. [pdf]. Bain & Company. Available at < https://libweb.anglia.ac.uk/referencing/harvard.htm> [Accessed 6 August 2017].
Sandberg, K., 2001, Reengineering tries a comeback-this time for growth, not just cost savings. Harvard Management Update, 6(11), pp. 3-6.
Singh, K., 2011. Business Process reengineering: An organisational make over. [online] Available at < https://www.slideshare.net/PrinceSingh1/business-process-reengineering-7654477?next_slideshow=2> [Accessed 6 August 2017].
Zwilling, M., 2011, Nine steps to effective business problem-solving. Business Insider, [online] Available at < https://libweb.anglia.ac.uk/referencing/harvard.htm> [Accessed 6 August 2017].
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