C LICK FOR T HE N EXT S LIDE C LICK FOR T HE N EXT S LIDE Midsize Grower Marketing Cooperatives Annual Grower Settlement Process – Manual Grower Quality.

Slides:



Advertisements
Similar presentations
WMS – Warehouse Management Systems
Advertisements

©The McGraw-Hill Companies, Inc. 2006McGraw-Hill/Irwin Chapter Five Accounting for Merchandising Businesses.
T HE P ROJECT Implement end-to-end ICT system to streamline work and info flow from all the stages construction projects, including: on- site and in-office.
© Copyright D Hillman Investments in Stocks and Bonds.
Pricing Strategy Considerations for a New Business A Macro Overview of Setting & Influencing Prices Class 26 Marketing Pricing Strategies Tuesday November.
Principles of Information Systems, Seventh Edition2 An organization’s TPS must support the routine, day-to- day activities that occur in the normal course.
Contemporary Engineering Economics, 4 th edition, © 2007 Estimating Profit from Production Lecture No. 31 Chapter 8 Contemporary Engineering Economics.
3 Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability.
Quantity Available in the Season Transaction Shipped Quantity Data Transaction Product Data Transaction Product Data Transaction Product Data Transaction.
DR. DAWNE MARTIN MKTG 241 MARCH 15, 2011 Pricing, Start-Up Costs and Cash Flows.
Internal Analysis: Distinctive Competencies, Competitive Advantage, and Profitability Chapter 3.
Pinnacle Seven Technologies - Gateway to Solutions Pinnacle Seven Technologies - Gateway to Solutions.
Setting the Right Price. Lesson Goals: Learn how to: –Calculate total costs –Calculate a profit margin –Use break-even analysis Identify the difference.
Starter Kit. Starter kit Production : Cut operations receiving ECN (Eng. Change Notice) Auto copy to prod orders details Shop floor reporting Generic.
Fundamentals of Corporate Finance, 2/e ROBERT PARRINO, PH.D. DAVID S. KIDWELL, PH.D. THOMAS W. BATES, PH.D.
Traditional Cost Management Traditional Cost Management C H A P T E R 6.
Marketing Operations Financials Instructions Delete this slide and the next one from your final presentation. Delete instructions & blue type from the.
AC239 Unit 8 Chapter 24 Performance Evaluation for Decentralized Operations.
Lesson 10 Understanding and Using Financial Statements Task Team of FUNDAMENTAL ACCOUNTING School of Business, Sun Yat-sen University.
CDC’s 7 th Annual Public Meeting Welcome and Opening Remarks Randy Williamson, Chairman 1.
9 Responsibility Accounting Douglas Cloud Pepperdine University
Chapter 5 Merchandising Operations
MARKETING COSTS IN ALTERNATIVE MARKETING CHANNELS Shermain Hardesty & Penny Leff University of California Small Farm Program.
Creating a Successful Financial Plan
Call : Advance Excel With Advance Formulas MIS Reporting With Dashboard Excel VBA Macros.
Information Driven Selling Oracle Trade Management (Channel Management) Tisha Bocian Senior Solution Consultant.
Pro Forma Income Statement Projected or “future” financial statements. The idea is to write down a sequence of financial statements that represent expectations.
5.2 Costs and Revenues Chapter 31. Management Decisions and Cost Business decisions cannot be made without cost information. Why?  Profit or loss cannot.
Farm Management 2007 MC Non-Math. 1.The turnover ratio is calculated by dividing ________ by average total assets. A. total sales B. beginning inventory.
© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license.
Copyright © 2011 Thomson South-Western, a part of the Thomson Corporation. Thomson, the Star logo, and South-Western are trademarks used herein under license.
CORNERSTONES of Managerial Accounting, 5e © 2014 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part,
UNDERSTANDING EBITDA & FREE CASH FLOW CORPORATE HUMAN RESOURCE
Chapter 18 Intermediate Accounting II Otto Chang Professor of Accounting.
Income Statement Chapter 6.
FINANCE MODULE. The various subsystems Financial Accounting Investment management Controlling Treasury Enterprise controlling.
Financial Merchandise Management
Alrik Danielson, President and CEO
Building Financial Projections
Principles of Accounting
Profitability Analysis
Cengage – Century 21 Accounting -- Edited for Advanced Accounting
5 Accounting for Merchandising Operations Learning Objectives
Financial statements for a corporation
Floor & Decor Outlets of America – Prophix story
Northern Oil & Gas – Prophix story
Bowen, Miclette & Britt Insurance Agency – Prophix story
Gas & Transportation Company – Prophix story
StarTek – Prophix story
Internal/External Sales Activity related to:
Sumter Electric Cooperative – Prophix story
Catholic Charities of Broome County – Prophix story
Logistics Overview.
Ontario Agency for Health Protection & Promotion: Prophix story
Cornerstones of Managerial Accounting, 6e
Victoria Theatre Association – Prophix story
Allstream – Prophix story
GSG Fasteners – Prophix story
Order-to-Cash (Project-Based Services) Scenario Overview
Planned Parenthood of Los Angeles – Prophix story
Taconic Farms – Prophix story
Crawford Electric Supply – Prophix story
Great Clips – Prophix story
Order-to-Cash (Project-Based Services) Scenario Overview
Swisher International – Prophix story
Operations Management
Value Pass Through Methods
NSAC Advanced Co-op Accounting Course
Presentation transcript:

C LICK FOR T HE N EXT S LIDE C LICK FOR T HE N EXT S LIDE Midsize Grower Marketing Cooperatives Annual Grower Settlement Process – Manual Grower Quality Factor EXCEL Grower Quality Factor EXCEL Grower Specific Adjustments Calculations Grower Specific Adjustments Calculations Grower Price Premium EXCEL Grower Price Premium EXCEL Grower Price Discount EXCEL Grower Price Discount EXCEL

Grower Quality Factor EXCEL Grower Quality Factor EXCEL Grower Specific Adjustments Calculations Grower Specific Adjustments Calculations Grower Price Premium EXCEL Grower Price Premium EXCEL Grower Price Discount EXCEL Grower Price Discount EXCEL Midsize Grower Marketing Cooperative Annual Grower Settlement Process – Manual Midsize Grower Marketing Cooperative Annual Grower Settlement Process – Manual C LICK FOR T HE N EXT S LIDE C LICK FOR T HE N EXT S LIDE A Manual Approach Timely settlement of accounts is critical for the growers and their marketing cooperative to function. Many variables – including variety, grade, size, changing prices, packing costs, quantities shipped, shipping costs, and quality of grower produce – impact processing costs, and realization of proceeds from the sales. This inventory is perishable and must be sold by end of each season. Grower settlements reflect discount or premium depending upon when the products from their produce are sold in the season. Smaller farmers may also receive financial support from their cooperative. Cooperative’s grower settlement model includes above factors. Such midsize cooperative may operate as a non-profit to manage the product storage and processing; brand development, sales and logistics; and grower and customer account management. Using its grower settlement model, it equitably distributes the proceeds from product sales among those growers whose products were included in shipments against the sales. Common expenses are proportionately allocated to the growers, while grower specific expenses are passed onto the grower. The cooperative retains about two percent of the proceeds to cover its operating expenses. Limited investment in IT in midsize cooperatives, and the burden that manual settlement process puts on employees limit the settlement to end of the season or to once a year. This may severely hampers growth due to needs on working capital. We selected turbo-charged Excel to implement an on-demand settlement system and provide additional capabilities of Grower Cooperative Analytics. A Manual Approach Timely settlement of accounts is critical for the growers and their marketing cooperative to function. Many variables – including variety, grade, size, changing prices, packing costs, quantities shipped, shipping costs, and quality of grower produce – impact processing costs, and realization of proceeds from the sales. This inventory is perishable and must be sold by end of each season. Grower settlements reflect discount or premium depending upon when the products from their produce are sold in the season. Smaller farmers may also receive financial support from their cooperative. Cooperative’s grower settlement model includes above factors. Such midsize cooperative may operate as a non-profit to manage the product storage and processing; brand development, sales and logistics; and grower and customer account management. Using its grower settlement model, it equitably distributes the proceeds from product sales among those growers whose products were included in shipments against the sales. Common expenses are proportionately allocated to the growers, while grower specific expenses are passed onto the grower. The cooperative retains about two percent of the proceeds to cover its operating expenses. Limited investment in IT in midsize cooperatives, and the burden that manual settlement process puts on employees limit the settlement to end of the season or to once a year. This may severely hampers growth due to needs on working capital. We selected turbo-charged Excel to implement an on-demand settlement system and provide additional capabilities of Grower Cooperative Analytics.

Grower Data Packinghouse Data Product Data On Demand Grower Settlement Statement Grower Analytics Packinghouse Analytics Market & Product Analytics T HE P ROJECT S treamline and automate grower settlement process, permit on-demand settlement, and define actionable intelligence that the cooperative and grower members can use for: better realization of revenue from shipped quantities in the season; in crop planning; and for the quality and cost management. The project would: Analyze settlement processes Design, implement, and deploy a Turbo-Charged (code VBA Macros) to create automated settlement system Train the employees of the cooperatives who will use it Consolidate data and automate calculations Generate the grower settlement statements Develop and deploy models for the grower analytics Must be Implemented in Turbo-Charged Excel, and utilize VBA to program needed macros T HE P ROJECT S treamline and automate grower settlement process, permit on-demand settlement, and define actionable intelligence that the cooperative and grower members can use for: better realization of revenue from shipped quantities in the season; in crop planning; and for the quality and cost management. The project would: Analyze settlement processes Design, implement, and deploy a Turbo-Charged (code VBA Macros) to create automated settlement system Train the employees of the cooperatives who will use it Consolidate data and automate calculations Generate the grower settlement statements Develop and deploy models for the grower analytics Must be Implemented in Turbo-Charged Excel, and utilize VBA to program needed macros C LICK FOR T HE N EXT S LIDE C LICK FOR T HE N EXT S LIDE Automate of Grower Settlement Process and Integrate Farm Cooperative Analytics

Grower Advance Payments Grower Expense Allocation Grower Direct Expenses Common Pooled Expenses Grower Quality Factor Grower Specific Adjustments Grower Price Premium Grower Price Discount Consolidation of Grower Product Price Data Price Product Data Shipped Product Quantity Data Grower Product Quantity Data Product Price Premium Discount Calculations On Demand Grower Settlement Statement Grower Analytics Packinghouse Analytics Market & Product Analytics Automation of Grower Settlement Process and Integration of Farm Cooperative Analytics C LICK FOR T HE N EXT S LIDE C LICK FOR T HE N EXT S LIDE

The Auto-run Dashboard C LICK FOR T HE N EXT S LIDE C LICK FOR T HE N EXT S LIDE

Optional Dashboard C LICK FOR T HE N EXT S LIDE C LICK FOR T HE N EXT S LIDE

Product Code Dashboard C LICK FOR T HE N EXT S LIDE C LICK FOR T HE N EXT S LIDE

C LICK FOR T HE N EXT S LIDE C LICK FOR T HE N EXT S LIDE Non-standard Grower Adjustments Dashboard

Administration Dashboards C LICK FOR T HE N EXT S LIDE C LICK FOR T HE N EXT S LIDE