I started working at CSI on September 25, 2013 and I finished on November 22, 2013. When I first stated Jill Mortensen and I sat down with Saira Ortiz and discussed my learning objectives. Jill Mortensen was my supervisor, but I worked with Saira Ortiz more, because she deals with more of the Accounts Payable and Accounts Receivable. Jill deals more with the payroll, taxes and 401k’s. Sometimes, Jill worked with some of the Accounts Payable and Accounts Receivable. Saira and I also entered in checks that we received for vendors. Additionally, we did collection calls and collection letters, which was something new, I have never learned about collection calls or collection letters in school. The equipment that I mostly worked with was computers with Sage 50 and filing cabinets printers, and scanners.
The initial learning objectives were: Understanding the process between Accounts Payable and Accounts Receivable and entering payments, understanding the difference between Accounts Payable and Accounts Receivable, matching up purchase orders with sales orders and invoices, payroll processing (payroll, taxes and 401k’s), and receiving payments. The majority of the time my learning objectives stayed consistent, but there were times it changed.
As I went through, I saw that some of my learning objectives did change; I learned how to do collection letters and learned how to enter in checks into Sage 50. The learning objectives did become repetitive, which is just fine. At least there was some change in the learning objectives. The learning objectives were challenging, but not too challenging.
The objectives were somewhat challenging, at times it was hard to match up purchase orders with sales orders and invoices, because sometimes there...
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...hase Order from the Shortcuts list. I would enter the vendor I want to order from, and I must make sure the Ship To: address is the one I want to ship the items to, if it is not correct either by choosing the Drop Ship box below the Date:, then I must type in the customer name in the Customer ID: box. I can type in CSI or SITE if the order is for stock, then I would click on the down button to the right of the Ship to 1 and choose the address I want or type it in. Then in the box where the Customer Sales Number goes, I must type STOCK. Next, I would choose how I want the product shipped. Then I must enter the quantity I am asked to enter, next, I must enter the Item number (if there is one). Finally, once the purchase order is completed, I must print out and fax to the vendor. Then I must attach the fax confirmation to the purchase order and file appropriately.
b. ENABLING LEARNING OBJECTIVES: Without the aid of notes and in accordance with the reference MCI 21.35:
Sabri, E.H., Gupta, A.P. and Beitler, M.A. (2007) Purchase Order Management Best Practices: Process, Technology, and Change Management, Fort Lauderdale: J. Ross Publishing, Inc.
...nager) to think of idea to get many orders. They found Europe market is the way to fill the capacity. However, new orders created new bottlenecks. Consequently, two things were done. First, the inventory is increased. Second, the delivery period is increased twice than before.
Another lesson of the game materialized gradually at first, but steadily became more and more evident with each round of play. This lesson was the demonstration of the overwhelming ineffectiveness and utter futility of approaching logistics from the position of total ignorance. With no forecast or sales history to serve as a guide or predictive tool, the participating supply elements simply had nothing to base their projected order quantities upon other than pure conjecture. Operating in a vacuum relative to the other players of the supply chain was nothing less than counterproductive. Closely related was the development of a subdued, but underlying, sense of hostility within the supply chain as orders were placed that didn’t correspond with anticipated amounts. When this type of communication breakdown exists in the real world, an irritation between supply elements invariably manifests itself. Additionally, the resulting waste of time, material, storing of inventory and other resources expenses further fuel the fires of frustration and discord between supply elements.
The biggest challenges on adopting the new electronic invoice system are: hardware and software incompatibility, complexity, Internet access, and specially the inability to understand the advantages of these innovations.
Chris had just been promoted as an Executive Assistant for Pat the CEO, Chief Executive Officer, of Faith Community Hospital. Pat had given Chris her very first assignment on her first day of work as an executive assistant and that was to gather information so that Pat can present the issues to the board of directors. Faith Hospital is faced with issues that needed attention and the board of directors must be notified of the issues so that a solution can be remedy to help the hospital stay in business.
Carefully monitor transaction and interpersonal relationships with suppliers, buyers, sales representatives and any others who interface in transactions.
• The second transaction contains and deals with the product numbers and the quantities ordered by the supplier as the customer requests
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Systems thinking has its foundation in the field of system dynamics, founded in 1956 by MIT professor Jay Forrester. Professor Forrester recognized the need for a better way of testing new ideas about social systems, in the same way we can test ideas in engineering. Systems thinking allows people to make their understanding of social systems explicit and improve them in the same way that people can use engineering principles to make explicit and improve their understanding of mechanical systems.
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