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7/29/2019 Paper Tech Industries
1/20
Observations:
Bills paid to various party but company did not deduct tax at source (Nextus builders, Quantumbuilders, safe engineers, BRB Cables, Shah cement, Security service,house rent of Chairman sir,
suppliers)
Inconsistency in voucher approval systemBank payment voucher:
For petty cash expense no requisition were made Receiver signature not available whenever receiving petty cash Some cases voucher prepared without authorized signature Proper supporting were not available with bank payment voucher No authorized signature on cash requisition for local purchase
Journal voucher:
Vouchers are not approved by Managing Director
Home>Agencies>G - Bulletin Listing
Bulletin Category: Internal Controls
Bulletin Number: G-054
Date Issued: 5/29/86 Date Last Updated: 5/29/86
Bulletin Name: Internal Controls/Purchasing Functions
Purpose: This bulletin replaces Procurement and Disbursement Guidelines bulletin G-9. The
purpose of this bulletin is to help you understand the functions of internal controls in
purchasing; what internal control is; how it relates to purchasing; and how checks and
balances within an agency ensure the proper expenditure of public monies.
Management is responsible for assuring that proper internal controls are in place and
operating as intended. We trust this information will alert you to possible weaknesses in
your organization and demonstrate actions that can be taken to monitor compliance of
http://www.osc.state.ny.us/http://www.osc.state.ny.us/http://www.osc.state.ny.us/agencies/index.htmhttp://www.osc.state.ny.us/agencies/index.htmhttp://www.osc.state.ny.us/agencies/index.htmhttp://www.osc.state.ny.us/agencies/gbull/index.htmhttp://www.osc.state.ny.us/agencies/gbull/index.htmhttp://www.osc.state.ny.us/agencies/gbull/index.htmhttp://www.osc.state.ny.us/agencies/gbull/index.htmhttp://www.osc.state.ny.us/agencies/index.htmhttp://www.osc.state.ny.us/7/29/2019 Paper Tech Industries
2/20
your system of internal controls.
Internal Controls
and Their
Objectives:
Internal controls are the methods, procedures, and policies used by organizations:
a. To promote operational efficiency and encourage adherence to management policy.
b. To safeguard assets against loss from unauthorized use or disposition.
c. To provide reasonable assurance of the accuracy, and the reliability of the financial
records used to maintain control and accountability of these assets, and to aid in the
preparation of financial statements.
d. To detect and deter fraud.
e. To provide assurance to management of the dependability of data used for making
decisions.
Simply stated, internal control is a system of checks and balances.
Main Characteristics
of Internal Control:
The main characteristics of internal control include:
a. Separation of staff duties.
b. Written procedures of job descriptions, duties, and responsibilities.
c. Established levels of authorization.
d. Accurate record keeping.
e. Procedures for periodic management review and testing to ensure compliance
Reasonable
Assurance:
The purpose of an internal control system is to provide reasonable assurance that the
objective of the system will be accomplished. The concept of reasonable assurancerecognizes that the cost of internal control should not exceed the benefit derived. The
benefit is measured by the degree to which the risk of failing to achieve a state objective
is reduced. In the event weaknesses in the system are detected but the concept of
reasonable assurance indicates that no action should be taken, management should be
made aware of the situation and should approve the basis for not taking action. For
example, actions should not be taken in those situations where improving the controls
would not increase the probability of detecting errors, or would not disclose waste or
7/29/2019 Paper Tech Industries
3/20
abuse, or prevent an improper activity, or otherwise enhance compliance.
Breakdown in
Controls:
There are factors which tend to break down the effectiveness of any system of internal
control. For example, in carrying out most control procedures, errors can be caused by
misunderstanding of instruction, mistakes of judgment, carelessness, or other personal
factors. Control procedures which depend upon segregation of duties can be
circumvented by collusion. Similarly, management can intentionally circumvent internal
control with respect to the estimates and judgments required in the preparation of
financial statements. Also, the failure on the part of management to continue to evaluate
and adjust internal controls as a result of a change in operations can result in existing
controls being outdated and inoperable.
Guidelines on how
to Achieve Internal
Control in the Area
of Purchasing,
Receiving, Payment,
and Inventory
Control:
No one individual should have complete control over the entire purchasing function
(purchasing, receiving, payment and inventory). The following are overall guidelines for
internal control for these four functions.
a. Purchasing
1. Written operational procedures should indicate individuals authorized to initiate a
purchase request, the flow of documents, and the required levels of approval.
2. The authorized individuals should be satisfied that the order represents the type and
quantity of goods needed by the agency to carry out its mission.
--- If not, someone may be purchasing unauthorized goods, may be ordering goods not
required by the operation, or may be ordering more than they need.
3. All purchases should be made in accordance with applicable laws, rules, and
regulations.
--- If not, you may pay higher prices.
4. Purchases should be made from reliable vendors.
--- If not, you may be purchasing goods and paying a higher price for inferior goods or
purchasing from a vendor where there may be a conflict of interest.
5. Procedures should require that purchase orders contain the complete terms of the
transaction; the delivery point, and to whom vouchers on vendor's invoice should be sent
to for payment. One copy of the purchase order should be forwarded to your finance
7/29/2019 Paper Tech Industries
4/20
office accounts payable operation and another copy to receiving.
--- If not, you may pay for goods you did not order at prices higher than you had agreed
upon.
6. Procedures should provide for the separation of duties among personnel involved in
preparing purchasing specifications, receiving responses to proposals, and evaluating
proposals.
--- If not, specifications may be drawn too narrowly, precluding competition or proposals
may not be evaluated equitably.
7. Procedures should provide for appropriate management review and approval for items
to be purchased from a single source. The review process should investigate and
document the need for the item and the extent of investigation of other possible suppliers
or similar products.
--- If not, restrictive specifications may be drawn to favor a particular vendor.
8. Deviation and exceptions to established controls should be documented. The rationale
for a deviation or exception should be justified, reviewed, and approved at an appropriate
level of management.
--- Management must recognize that there are circumstances that may warrant a
deviation or an exception. If you do not recognize it or document it, you may be opening
the door for the exception to become the rule and a situation for collusive arrangements
with vendors.
b. Control Over Goods Received
1. If possible, you should have a central receiving location that is separate from your
purchasing, storing, and paying operations.
2. If possible, the goods should not be delivered to the person making the initial request
or the person who issues the purchase order.
3. The goods should be counted and inspected for damage, and any damaged items
should be noted on the vendor's bill of lading or shipping document.
4. A receiving report should be made out promptly and forwarded to accounts payable.
The report should show the amount of items received.
--- If you do not institute the above controls, you could very well end up paying for goods
7/29/2019 Paper Tech Industries
5/20
you never received, never ordered, or goods of questionable quality. With the same
person controlling the full operation, you may be setting the stage for collusive
arrangements.
c. Control Over Payment
1. Accounts payable should compare the vendor's invoice to their copy of the purchase
order and receiving report to verify the quantity received and the prices agreed upon to
be paid; check the mathematical accuracy of the invoices; and make any adjustments
resulting from damaged, rejected, or returned goods.
2. Accounts payable should prepare a voucher in accordance with applicable rules, charge
the expenditure to the appropriate account, object code, etc., record the transaction in a
voucher register and obtain the signatures of approval from the appropriate levels.
3. Accounts payable should submit the voucher and supporting invoices and documents
to the Office of the State Comptroller for review and payment. They must check the daily
warrant and payee listing issued by the Office of the State Comptroller against their
voucher register to ensure that the correct vendor was paid, the correct amount was
paid, and that the correct liquidation was made. Any discrepancies should be reported
immediately to the Office of the State Comptroller so corrections may be made and the
payment of interest minimized.
--- If the above procedures are not followed, you could end up paying an incorrect
amount because goods were not reported accurately. Also, payments to vendors may be
rejected or delayed if you fail to submit proper documentation, signatures, coding, etc.,with the payment.
d. Controls Over Inventory
1. A perpetual inventory record should be maintained using receiving reports and
requisitions.
2. Management should have a periodic physical verification of items on hand and a
comparison made to the perpetual inventory records.
3. Any discrepancies noted in the physical verification should be investigated and
documented in writing as to any resolution of the differences.
--- If the above procedures are not followed, items could be stolen or pilfered without
management's knowledge.
7/29/2019 Paper Tech Industries
6/20
Monitoring
Compliance of
Internal Controls:
It is not enough that control procedures have been installed. Management must make a
systematic review to determine that the controls are being correctly interpreted and
applied. The review of internal controls involve: determining the procedures which are in
effect; determining how the procedures are actually carried out; and appraising the
adequacy of the procedures in relation to the standard guidelines established above.
a. Review of Procedures
Management should inquire and observe the basis used in determining agency needs
and, where practicable, test the actual practices that are used.
1. A review of purchase orders should show who does the purchase of the various items;
whether the purchases were properly originated; whether the purchase order was
properly completed and authorized; and that the merchandise was received in a useable
state.
2. A review of purchasing for specific transactions should show whether bidding was
required; whether the appropriate number of quotes or bids were solicited; whether the
bid tabulations are in agreement with the bids submitted; the extent to which there is a
follow-up of non-responsive vendors; that there is adequate justification for award to
other than the low bidder; and that there is adequate justification and approval for single
source or non-competitive awards.
3. A review of the bidders' file and price lists should show whether the bidders' list (if
used) is an adequate and current source of prospective vendors, whether the price lists
are in conformance with the vendor's bid; and that the prices appear to be reasonable on
their face.
4. A review of the actual receiving records should show whether merchandise was
recorded as received in a log; and that the information recorded in the voucher received
block is accurate.
5. A review of the vouchers and supporting documentation should indicate whether the
voucher is filled out properly, expenditures charged to the appropriate account,
adequately supported by such documents as the original invoice, purchase order,
receiving reports, etc., and is mathematically accurate; whether the transactions were
approved by the appropriate levels; whether the current procedures are designed toensure expeditious handling of vouchers for prompt payment; and whether the voucher
register is maintained properly and a review made of daily warrants to ensure correct and
prompt payment by the Office of the State Comptroller.
b. Standards of Appraisal
In appraising the adequacy of the internal procedures, the standard guidelines
7/29/2019 Paper Tech Industries
7/20
established should represent preferred practices under normal conditions and should be
basic yardsticks for the reviewer. This does not mean that the transactions involved
cannot be handled in another way. It means that to the extent the actual practice does
not conform to the standard, there must be proper justification or other types of
protection or offsetting advantages.
Where the current practice does not conform to the standards, the seriousness of the
situation must be determined; why the deviation exists; are there reasons to justify it;
and what action should be taken to correct it?
Cases Illustrating
Purchasing
Irregularities:
Audits by themselves may not disclose evidence of improprieties, but they do point out
the transactions which could be indications of poor business practices and flags that
irregularities have taken place. The full impact of these flags are generally disclosed in
complaints, undercover operations, investigations, and hearings.
In those cases, a review of the auditor's findings in relation to the disclosure made can
show a pattern which should raise questions about the agency's procurement practices.
For example:
a. There were purchases of equipment which were first leased for a few months and then
bought without competition.
b. An agency was buying goods without competition and paying prices substantially in
excess of the manufacturer's list price or suggested retail price.
c. There were instances where items obtained without competition cost substantially
higher than the amount paid for these items when bought through competition.
d. There was evidence of buying material at different time intervals from several
suppliers with different names, but all had the same mailing address, telephone number,
and office employees.
e. Buying from suppliers who were not the low bidder, but agreed to meet the low
bidder's price.
f. The purchase of the materials and the report of delivery were signed by someone other
than the one who should or usually signs for the material.
g. Material was purchased in quantities much greater than the amount purchased by a
similar size user.
7/29/2019 Paper Tech Industries
8/20
Cases: The cases outlined below briefly demonstrate instances where there was a breakdown
within a system of internal controls:
a. A federal investigation of purchasing practices of a western state disclosed that a
number of county commissioners whose duties were to construct and maintain county
roads used their offices to extort bribes and kickbacks from suppliers. The kickbacks
ranged from 10 to 50 percent of the order when the materials were delivered. These 50
percent deals were referred to as "split ordering". In those instances, the paperwork was
falsified to show materials received, when in fact, nothing was delivered.
b. Housing authority superintendents were charged with regularly demanding kickbacks
and bribes of at least 10 to 15 percent of the invoice value of goods before placing orders
with vendors. They were approving invoices to the authority by vendors for supplies that
were never delivered for which they received a 50 percent kickback. They also used as
many as eight different company names to circumvent the authority's bidding
requirements of $500 for emergency purchases or contracts with individual vendors in
order to obtain bribes.
c. Regular and emergency purchases totaling over $60,000 were being made from a
spouse of an employee who was in the accounts payable section of an agency. A review
of a number of transactions showed limited or no bidding and the prices charged were
excessive. Management was not aware of the situation until we questioned a number of
purchase orders where the prices were higher than the prices the items could be
purchased at retail.
d. A department did not require file receipts for merchandise received. As a result, the
department paid a $20,000 bill twice and also paid $2,500 for material it did not receive.
e. There was no procedure for coordinating computer acquisitions between the central
office and various vendors. Both were developing systems often resulting in a duplication
of effort. Although the central office maintained information systems to support the
vendor's need for client data, six centers spent over $630,000 to independently automate
client data for program evaluation at the same time there were processing similar data
on the central office system.
f. A department did not have standards for either linen usage or clothing replacement nor
was there adequate inventory records at the institution to properly account for these
items. Auditors could not identify the extent of waste or determine whether the items
were used properly.
g. A department circumvented their bidding requirements by splitting large purchases
7/29/2019 Paper Tech Industries
9/20
into several transactions. They bought 60 solar shades at various times at a cost of $130
per shade. When they competitively bid 40 shades at one time, the cost was only $99
from the same vendor.
Home>Agencies>G - Bulletin Listing
Bulletin Category: Internal Controls
Bulletin Number: G-054
Date Issued: 5/29/86 Date Last Updated: 5/29/86
Bulletin Name: Internal Controls/Purchasing Functions
Purpose: This bulletin replaces Procurement and Disbursement Guidelines bulletin G-9. The
purpose of this bulletin is to help you understand the functions of internal controls in
purchasing; what internal control is; how it relates to purchasing; and how checks and
balances within an agency ensure the proper expenditure of public monies.
Management is responsible for assuring that proper internal controls are in place and
operating as intended. We trust this information will alert you to possible weaknesses in
your organization and demonstrate actions that can be taken to monitor compliance of
your system of internal controls.
Internal Controls
and Their
Objectives:
Internal controls are the methods, procedures, and policies used by organizations:
a. To promote operational efficiency and encourage adherence to management policy.
b. To safeguard assets against loss from unauthorized use or disposition.
c. To provide reasonable assurance of the accuracy, and the reliability of the financial
records used to maintain control and accountability of these assets, and to aid in the
preparation of financial statements.
d. To detect and deter fraud.
http://www.osc.state.ny.us/http://www.osc.state.ny.us/http://www.osc.state.ny.us/agencies/index.htmhttp://www.osc.state.ny.us/agencies/index.htmhttp://www.osc.state.ny.us/agencies/index.htmhttp://www.osc.state.ny.us/agencies/gbull/index.htmhttp://www.osc.state.ny.us/agencies/gbull/index.htmhttp://www.osc.state.ny.us/agencies/gbull/index.htmhttp://www.osc.state.ny.us/agencies/gbull/index.htmhttp://www.osc.state.ny.us/agencies/index.htmhttp://www.osc.state.ny.us/7/29/2019 Paper Tech Industries
10/20
e. To provide assurance to management of the dependability of data used for making
decisions.
Simply stated, internal control is a system of checks and balances.
Main Characteristics
of Internal Control:
The main characteristics of internal control include:
a. Separation of staff duties.
b. Written procedures of job descriptions, duties, and responsibilities.
c. Established levels of authorization.
d. Accurate record keeping.
e. Procedures for periodic management review and testing to ensure compliance
Reasonable
Assurance:
The purpose of an internal control system is to provide reasonable assurance that the
objective of the system will be accomplished. The concept of reasonable assurance
recognizes that the cost of internal control should not exceed the benefit derived. The
benefit is measured by the degree to which the risk of failing to achieve a state objective
is reduced. In the event weaknesses in the system are detected but the concept of
reasonable assurance indicates that no action should be taken, management should be
made aware of the situation and should approve the basis for not taking action. For
example, actions should not be taken in those situations where improving the controls
would not increase the probability of detecting errors, or would not disclose waste or
abuse, or prevent an improper activity, or otherwise enhance compliance.
Breakdown in
Controls:
There are factors which tend to break down the effectiveness of any system of internal
control. For example, in carrying out most control procedures, errors can be caused by
misunderstanding of instruction, mistakes of judgment, carelessness, or other personal
factors. Control procedures which depend upon segregation of duties can be
circumvented by collusion. Similarly, management can intentionally circumvent internal
control with respect to the estimates and judgments required in the preparation of
financial statements. Also, the failure on the part of management to continue to evaluate
and adjust internal controls as a result of a change in operations can result in existing
controls being outdated and inoperable.
7/29/2019 Paper Tech Industries
11/20
Guidelines on how
to Achieve Internal
Control in the Area
of Purchasing,
Receiving, Payment,
and Inventory
Control:
No one individual should have complete control over the entire purchasing function
(purchasing, receiving, payment and inventory). The following are overall guidelines for
internal control for these four functions.
a. Purchasing
1. Written operational procedures should indicate individuals authorized to initiate a
purchase request, the flow of documents, and the required levels of approval.
2. The authorized individuals should be satisfied that the order represents the type and
quantity of goods needed by the agency to carry out its mission.
--- If not, someone may be purchasing unauthorized goods, may be ordering goods not
required by the operation, or may be ordering more than they need.
3. All purchases should be made in accordance with applicable laws, rules, and
regulations.
--- If not, you may pay higher prices.
4. Purchases should be made from reliable vendors.
--- If not, you may be purchasing goods and paying a higher price for inferior goods or
purchasing from a vendor where there may be a conflict of interest.
5. Procedures should require that purchase orders contain the complete terms of the
transaction; the delivery point, and to whom vouchers on vendor's invoice should be sent
to for payment. One copy of the purchase order should be forwarded to your finance
office accounts payable operation and another copy to receiving.
--- If not, you may pay for goods you did not order at prices higher than you had agreed
upon.
6. Procedures should provide for the separation of duties among personnel involved in
preparing purchasing specifications, receiving responses to proposals, and evaluating
proposals.
--- If not, specifications may be drawn too narrowly, precluding competition or proposals
may not be evaluated equitably.
7. Procedures should provide for appropriate management review and approval for items
to be purchased from a single source. The review process should investigate and
document the need for the item and the extent of investigation of other possible suppliers
7/29/2019 Paper Tech Industries
12/20
or similar products.
--- If not, restrictive specifications may be drawn to favor a particular vendor.
8. Deviation and exceptions to established controls should be documented. The rationale
for a deviation or exception should be justified, reviewed, and approved at an appropriate
level of management.
--- Management must recognize that there are circumstances that may warrant a
deviation or an exception. If you do not recognize it or document it, you may be opening
the door for the exception to become the rule and a situation for collusive arrangements
with vendors.
b. Control Over Goods Received
1. If possible, you should have a central receiving location that is separate from your
purchasing, storing, and paying operations.
2. If possible, the goods should not be delivered to the person making the initial request
or the person who issues the purchase order.
3. The goods should be counted and inspected for damage, and any damaged items
should be noted on the vendor's bill of lading or shipping document.
4. A receiving report should be made out promptly and forwarded to accounts payable.
The report should show the amount of items received.
--- If you do not institute the above controls, you could very well end up paying for goods
you never received, never ordered, or goods of questionable quality. With the same
person controlling the full operation, you may be setting the stage for collusive
arrangements.
c. Control Over Payment
1. Accounts payable should compare the vendor's invoice to their copy of the purchase
order and receiving report to verify the quantity received and the prices agreed upon to
be paid; check the mathematical accuracy of the invoices; and make any adjustments
resulting from damaged, rejected, or returned goods.
2. Accounts payable should prepare a voucher in accordance with applicable rules, charge
the expenditure to the appropriate account, object code, etc., record the transaction in a
voucher register and obtain the signatures of approval from the appropriate levels.
7/29/2019 Paper Tech Industries
13/20
3. Accounts payable should submit the voucher and supporting invoices and documents
to the Office of the State Comptroller for review and payment. They must check the daily
warrant and payee listing issued by the Office of the State Comptroller against their
voucher register to ensure that the correct vendor was paid, the correct amount was
paid, and that the correct liquidation was made. Any discrepancies should be reported
immediately to the Office of the State Comptroller so corrections may be made and the
payment of interest minimized.
--- If the above procedures are not followed, you could end up paying an incorrect
amount because goods were not reported accurately. Also, payments to vendors may be
rejected or delayed if you fail to submit proper documentation, signatures, coding, etc.,
with the payment.
d. Controls Over Inventory
1. A perpetual inventory record should be maintained using receiving reports and
requisitions.
2. Management should have a periodic physical verification of items on hand and a
comparison made to the perpetual inventory records.
3. Any discrepancies noted in the physical verification should be investigated and
documented in writing as to any resolution of the differences.
--- If the above procedures are not followed, items could be stolen or pilfered without
management's knowledge.
Monitoring
Compliance of
Internal Controls:
It is not enough that control procedures have been installed. Management must make a
systematic review to determine that the controls are being correctly interpreted and
applied. The review of internal controls involve: determining the procedures which are in
effect; determining how the procedures are actually carried out; and appraising the
adequacy of the procedures in relation to the standard guidelines established above.
a. Review of Procedures
Management should inquire and observe the basis used in determining agency needsand, where practicable, test the actual practices that are used.
1. A review of purchase orders should show who does the purchase of the various items;
whether the purchases were properly originated; whether the purchase order was
properly completed and authorized; and that the merchandise was received in a useable
state.
7/29/2019 Paper Tech Industries
14/20
2. A review of purchasing for specific transactions should show whether bidding was
required; whether the appropriate number of quotes or bids were solicited; whether the
bid tabulations are in agreement with the bids submitted; the extent to which there is a
follow-up of non-responsive vendors; that there is adequate justification for award to
other than the low bidder; and that there is adequate justification and approval for single
source or non-competitive awards.
3. A review of the bidders' file and price lists should show whether the bidders' list (if
used) is an adequate and current source of prospective vendors, whether the price lists
are in conformance with the vendor's bid; and that the prices appear to be reasonable on
their face.
4. A review of the actual receiving records should show whether merchandise was
recorded as received in a log; and that the information recorded in the voucher received
block is accurate.
5. A review of the vouchers and supporting documentation should indicate whether the
voucher is filled out properly, expenditures charged to the appropriate account,
adequately supported by such documents as the original invoice, purchase order,
receiving reports, etc., and is mathematically accurate; whether the transactions were
approved by the appropriate levels; whether the current procedures are designed to
ensure expeditious handling of vouchers for prompt payment; and whether the voucher
register is maintained properly and a review made of daily warrants to ensure correct and
prompt payment by the Office of the State Comptroller.
b. Standards of Appraisal
In appraising the adequacy of the internal procedures, the standard guidelines
established should represent preferred practices under normal conditions and should be
basic yardsticks for the reviewer. This does not mean that the transactions involved
cannot be handled in another way. It means that to the extent the actual practice does
not conform to the standard, there must be proper justification or other types of
protection or offsetting advantages.
Where the current practice does not conform to the standards, the seriousness of thesituation must be determined; why the deviation exists; are there reasons to justify it;
and what action should be taken to correct it?
Cases Illustrating
Purchasing
Audits by themselves may not disclose evidence of improprieties, but they do point out
the transactions which could be indications of poor business practices and flags that
7/29/2019 Paper Tech Industries
15/20
Irregularities: irregularities have taken place. The full impact of these flags are generally disclosed in
complaints, undercover operations, investigations, and hearings.
In those cases, a review of the auditor's findings in relation to the disclosure made can
show a pattern which should raise questions about the agency's procurement practices.
For example:
a. There were purchases of equipment which were first leased for a few months and then
bought without competition.
b. An agency was buying goods without competition and paying prices substantially in
excess of the manufacturer's list price or suggested retail price.
c. There were instances where items obtained without competition cost substantially
higher than the amount paid for these items when bought through competition.
d. There was evidence of buying material at different time intervals from several
suppliers with different names, but all had the same mailing address, telephone number,
and office employees.
e. Buying from suppliers who were not the low bidder, but agreed to meet the low
bidder's price.
f. The purchase of the materials and the report of delivery were signed by someone other
than the one who should or usually signs for the material.
g. Material was purchased in quantities much greater than the amount purchased by a
similar size user.
Cases: The cases outlined below briefly demonstrate instances where there was a breakdown
within a system of internal controls:
a. A federal investigation of purchasing practices of a western state disclosed that a
number of county commissioners whose duties were to construct and maintain county
roads used their offices to extort bribes and kickbacks from suppliers. The kickbacksranged from 10 to 50 percent of the order when the materials were delivered. These 50
percent deals were referred to as "split ordering". In those instances, the paperwork was
falsified to show materials received, when in fact, nothing was delivered.
b. Housing authority superintendents were charged with regularly demanding kickbacks
and bribes of at least 10 to 15 percent of the invoice value of goods before placing orders
7/29/2019 Paper Tech Industries
16/20
with vendors. They were approving invoices to the authority by vendors for supplies that
were never delivered for which they received a 50 percent kickback. They also used as
many as eight different company names to circumvent the authority's bidding
requirements of $500 for emergency purchases or contracts with individual vendors in
order to obtain bribes.
c. Regular and emergency purchases totaling over $60,000 were being made from a
spouse of an employee who was in the accounts payable section of an agency. A review
of a number of transactions showed limited or no bidding and the prices charged were
excessive. Management was not aware of the situation until we questioned a number of
purchase orders where the prices were higher than the prices the items could be
purchased at retail.
d. A department did not require file receipts for merchandise received. As a result, the
department paid a $20,000 bill twice and also paid $2,500 for material it did not receive.
e. There was no procedure for coordinating computer acquisitions between the central
office and various vendors. Both were developing systems often resulting in a duplication
of effort. Although the central office maintained information systems to support the
vendor's need for client data, six centers spent over $630,000 to independently automate
client data for program evaluation at the same time there were processing similar data
on the central office system.
f. A department did not have standards for either linen usage or clothing replacement nor
was there adequate inventory records at the institution to properly account for these
items. Auditors could not identify the extent of waste or determine whether the items
were used properly.
g. A department circumvented their bidding requirements by splitting large purchases
into several transactions. They bought 60 solar shades at various times at a cost of $130
per shade. When they competitively bid 40 shades at one time, the cost was only $99
from the same vendor.
7/29/2019 Paper Tech Industries
17/20
Blurtit
Answer Questions orAsk a Question
Home Help Sign in Sign up
What Step Should You Suggest For Proper Internal Control Over
Purchase?
Ads by Google
Dodd-Frank SpecialistsExperienced at implementation Operationalize Compliancemrbconsultingllc.com
The system of internal audit means the check will impose on the day to day transaction,
whereby the work of one person is proved independently by another person, the object being
the prevention or early detection of errors an fraud. Thus internal check includes matter such as
the allocation of authorized, the transaction etc. the system of internal check will depend upon
the size of the business and the staff available.
Whenever goods are required in a particular department, its head should send the purchases
requisition which should show the quantity, price at which they may be purchased, the time by
which the good must be supplied to purchases department. All orders should de given on
printed and numbered forms and should record in purchases order book which should have
carboncopies. All purchase should be made out in triplicate one copy to be sent to the supplier
of goods, another copy to be sent to the stores receiving clerk and third copy to be remain with
the buying department.
Onreceiptof goods, the store receiving clerk will write the particulars on the goods received
notes in duplicate, after actual inspection, count, weighting of good. One copy of each goods
received note would be send to the buying department which would be compare the quantities
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18/20
and qualities are mention therein with their relative invoice. Then check theinvoiceand any
defect in good should be reported. Payment of invoice should be passed by a responsible
officer. Anonymous
Great Answer Report
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