The Controller's Function: The Work of the Managerial Accountant(Wiley Corporate F&A)

The go-to resource managerial accountants can turn to for sustaining their company's competitive advantage From flex budgeting to detailing the more sophisticated skills like throughput analysis for capital investments and the fast close for public companies, The Controller's Function, Fourth Edition offers numerous real-world examples, expertly balancing both the technical and managerial sides of the job. Provides an overview of the functions and responsibilities of the controller/management accountant in a corporation Explores how controllers can better perform their jobs Offers a solid foundation for those who are new to this area Comprehensive and practical, this book fully defines the role, functions and responsibilities of the managerial accountant in a corporation.

Table of Contents:
Preface xi Chapter 1: The Controller’s Job 1 Main Job Functions 1 Job Description 2 Job Qualifications 5 Organizational Structure of the Accounting Department 6 Ethics 11 Chapter 2: Internal Control 13 Basic Elements 13 Controls to Use in Your Business 20 Elements of Internal Accounting Control 48 Levels of Controls 49 Fraud 50 Auditing for Fraud 54 Notes 55 Chapter 3: Planning and the Strategic Plan 56 Strategic Plan Overview 56 System of Plans 59 Planning Cycle 60 Planning Roles 62 Planning Timing and the Planning Period 63 Business Mission 65 Developing Long-Range Objectives 67 Developing Long-Range Strategies 69 Chapter 4: Long-Range Financial Plan 73 Layout and Purpose 73 Trends of Revenues and Profits 75 Capital Investments 76 Cash Flows and Financing Requirements 77 Risk Analysis 78 Breakdown by Business Unit/Product Line/Geography 81 Financial Position 81 Chapter 5: Annual Plan 87 System of Plans 87 Additional Budget Modeling Topics 100 Annual Planning Cycle 102 Role of the Controller 103 Sales Planning: The Base of All Business Plans 103 Steps in Developing the Near-Term Sales Plan 104 Methods for Determining the Sales Forecast 105 Changes in the Sales Mixture 109 Changes in the Sales Price 111 Changes in the Cost 112 Chapter 6: Sales 114 Role of the Controller 114 Sales Analysis 116 Sales Standards 120 Sales Reports 122 Product Pricing 125 Chapter 7: Distribution Expenses 132 Role of the Sales Manager 133 Analyzing Distribution Costs 133 Analyzing by Application 135 Setting the Distribution Budget 141 Chapter 8: Direct Materials and Labor 148 Objectives 148 Role of the Controller 149 Types of Cost Systems 152 Measuring Direct Material Costs 153 Controlling Direct Material Costs 154 Controlling Direct Material Quantities 155 Measuring Direct Labor Costs 158 Controlling Direct Labor Costs 159 Target Costing 165 Chapter 9: Overhead 167 Need for Overhead Controls 168 Responsibilities of the Controller 169 Account Classifications 170 Fixed and Variable Costs 172 Cost Allocation 178 Controlling Overhead 186 Production Reports 190 Chapter 10: General and Administrative Expenses 193 Functions Involved 193 Accounting for and Allocating Administrative Expenses 194 Responsibility Accounting 196 “Unique” Expenses 197 Controlling Costs 199 Chapter 11: Cash and Investments 202 Objectives of Cash Management 202 Role of the Controller 203 Cash Collections 204 Cash Disbursements 207 Investment of Short-Term Funds 208 Accounting for Records of Investment 210 Cash and Investment Controls 214 Chapter 12: Receivables 221 Functions of the Credit Department 221 Shortening the Receivables Cycle 225 Reserve for Doubtful Accounts 227 Receivables Fraud and Control 227 Chapter 13: Inventory 229 Inventory Management Systems 229 Inventory Tracking 235 Physical Inventory Procedure 241 Inventory Valuation 244 Inventory Fraud and Controls 247 Chapter 14: Property, Plant, and Equipment 251 Role of the Controller 252 Capital Budgeting 253 Postproject Appraisals 267 Other Aspects of Fixed Assets 268 Chapter 15: Liabilities 271 Objectives 271 Controls 272 Credit Agreement Provisions 274 Debt Capacity 275 Bond Ratings 276 Leverage 278 Chapter 16: Equity 281 Role of the Controller 281 Cost of Capital 282 Dividend Policy 290 Long-Term Equity Planning 291 Repurchasing Common Shares 298 Capital Stock Records 299 Chapter 17: Operational Accounting 301 Create Departmental Job Descriptions 301 Create a Departmental Training Program 303 Clear Out Excess Documentation 306 Streamline the Accounting Workflow 307 Document All Major Processes 309 Schedule the Department 310 Correct the Underlying Causes of Errors 312 Use of Best Practices 314 Outsourcing Selected Accounting Functions 316 Chapter 18: The Fast Close 322 Different Types of Fast Close 323 How to Achieve a Fast Close 324 Enhanced Closing Process 339 Summary 339 Chapter 19: SEC Filings 341 Form 8-K 341 Annual 10-K and Quarterly 10-Q Reports 348 Timing of Annual and Quarterly Report Filings 350 Form S- 1 351 Form S- 3 352 Form S- 8 353 Forms Requiring Payment to the SEC 354 Fedwire Payments 355 Chapter 20: Performance Measurements and Trends 356 Performance Measurements 357 Trends 373 Interrelationship of Ratios 375 Just-in-Time Ratios 375 Chapter 21: Financial Analysis 378 Analyzing Financial Statements 378 Analyzing Working Capital 385 Analyzing Financing Options 391 Services Profitability Analysis 394 The Throughput Analysis Model 397 Production Outsourcing Decision 399 New Product Decision 401 Chapter 22: Cost Reduction 404 Types of Reports Used for Cost Reduction Analysis 404 Spend Analysis Overview 408 Spend Database 409 Supplier Consolidation Analysis 410 Parts Consolidation Analysis 412 Maintenance, Repair, and Operations Item Analysis 412 Spend Compliance 413 Spend Analysis Reports 414 Workforce Reduction Analysis 417 Workforce Reduction Issues 421 Workforce Reduction Alternatives 422 5S Analysis 423 Check Sheets 424 Error Quantification 424 Fixed Cost Analysis 426 Ishikawa Diagrams 427 Value Stream Mapping 427 Waste Analysis 430 Chapter 23: Taxes 432 Tax Strategy 433 Tax Organization 434 Role of the Tax Manager 436 Tax Records 437 Tax versus Book Accounting 440 Sales and Use Taxes 441 Proper Classification of Accounts 442 Chapter 24: Selecting a Financial Information System 444 Reasons to Purchase Software 445 Defining Systems Requirements 445 Existing System Documentation 448 Joint Sessions 449 Preparing the Request for Proposal 452 Distribution of the Request for Proposal 457 Review of the Vendor’s Completed Proposal 458 Reference Calls 462 Demonstration 463 Site Visits 463 Cost of the System 464 Final Selection 465 Contract Negotiations 465 Postimplementation Review 466 Appendix New Controller Checklist 469 About the Author 477 Index 479

About the Author :
Steven M. Bragg, CPA (Centennial, CO), has been the chief financial officer or controller of four companies, as well as a consulting manager at Ernst & Young and auditor at Deloitte. He is the author of over 30 books primarily targeted toward corporate financial leaders (controllers, treasurers, and CFOs) and their needs. Bragg received a master's degree in finance from Bentley College, an MBA from Babson College, and a bachelor's degree in economics from the University of Maine.