I am taking Accounting Information System right now and I am really stuck with the homework that is due on Tuesday. the request is making a report to sales manager, vp of sales and the president of the company. I don't know how to do and where to start. Can you help me? she said we can make up the story and using the data on excel to do the report. There are 3 reports I need to submit. Please help me! I am so stressed with this homework.

Sales Budget Units x Selling Price Total Sales Quarter 1 Quarter 2 Quarter 3 Quarter 4 Total 65,000 70,000 75,000 90,000 300,000 $400 $400 $400 $400 $400 $26,000,000 $28,000,000 $30,000,000 $36,000,000 $120,000,000 Production Budget Unit Sales + Desired Ending Inventory Total Needs - Beginning Inventory Units to Be Produced (UTBP) Quarter 1 Quarter 2 Quarter 3 Quarter 4 65,000 70,000 75,000 90,000 13,000 15,000 20,000 10,000 78,000 85,000 95,000 100,000 0 13,000 15,000 20,000 78,000 72,000 80,000 80,000 Total 300,000 10,000 310,000 0 310,000 Quarter 1 Quarter 2 Quarter 3 Quarter 4 78,000 72,000 80,000 80,000 3 3 3 3 234,000 216,000 240,000 240,000 64,800 72,000 72,000 65,700 298,800 288,000 312,000 305,700 65,700 64,800 72,000 72,000 233,100 223,200 240,000 233,700 $80 $80 $80 $80 $18,648,000 $17,856,000 $19,200,000 $18,696,000 Total 310,000 3 930,000 65,700 995,700 65,700 930,000 $80 $74,400,000 Quarter 1 Quarter 2 Quarter 3 Quarter 4 78,000 72,000 80,000 80,000 5 5 5 5 390,000 360,000 400,000 400,000 $10 $10 $10 $10 $3,900,000 $3,600,000 $4,000,000 $4,000,000 Total 310,000 5 1,550,000 $10 $15,500,000 Quarter 1 Quarter 2 Quarter 3 Quarter 4 390,000 360,000 400,000 400,000 $6 $6 $6 $6 $2,340,000 $2,160,000 $2,400,000 $2,400,000 1,000,000 1,000,000 1,000,000 1,000,000 $3,340,000 $3,160,000 $3,400,000 $3,400,000 Total 1,550,000 $6 $9,300,000 4,000,000 $13,300,000 Direct Materials Purchases Budget Units to Be Produced (UTBP) x DM per Unit Production Needs + Desired Ending Inventory (30%) Total Needs - Beginning Inventory DM To Be Purchased x Cost per Unit DM Cost Direct Labor Budget Units to Be Produced (UTBP) x DL Hours per Unit Total DLH Needs x Average Wage Rate DL Cost Overhead Budget DL Hours x VOH Rate per DLH VOH + FOH OH Cost Ending FG Inventory Budget DM Cost per FG Unit + DL Cost per FG Unit + VOH Cost per FG Unit + FOH Cost per FG Unit Total Cost per FG Unit x Desired End. Inv. End FG Inventory Cost Quarter 1 Quarter 2 Quarter 3 Quarter 4 $240 $240 $240 $240 50 50 50 50 30 30 30 30 12.90 12.90 12.90 12.90 $332.90 $332.90 $332.90 $332.90 13,000 15,000 20,000 10,000 $4,327,742 $4,993,548 $6,658,065 $3,329,032 COGS Budget DM Used + DL + OH Total Current Mfg Costs + Beginning FG Inventory Goods Available for Sale - End FG Inventory COGS Quarter 1 $18,648,000 3,900,000 3,340,000 $25,888,000 0 $25,888,000 $4,327,742 $21,560,258 Quarter 2 $17,856,000 3,600,000 3,160,000 $24,616,000 $4,327,742 $28,943,742 $4,993,548 $23,950,194 Quarter 3 $19,200,000 4,000,000 3,400,000 $26,600,000 $4,993,548 $31,593,548 $6,658,065 $24,935,484 Quarter 4 Total $18,696,000 $74,400,000 4,000,000 15,500,000 3,400,000 13,300,000 $26,096,000 $103,200,000 $6,658,065 0 $32,754,065 $103,200,000 $3,329,032 $3,329,032 $29,425,032 $99,870,968 Selling & Administrative Expenses Budget Quarter 1 Quarter 2 Quarter 3 Quarter 4 Unit Sales 65,000 70,000 75,000 90,000 X Variable S&A Rate $10 $10 $10 $10 Variable S&A $650,000 $700,000 $750,000 $900,000 + Fixed S&A 250,000 250,000 250,000 250,000 Total S&A $900,000 $950,000 $1,000,000 $1,150,000 Total 300,000 $10 $3,000,000 1,000,000 $4,000,000 Budgeted Income Statement Sales - COGS Gross Margin - S&A Expenses Operating Income Quarter 1 Quarter 2 Quarter 3 Quarter 4 Total $26,000,000 $28,000,000 $30,000,000 $36,000,000 $120,000,000 $21,560,258 $23,950,194 $24,935,484 $29,425,032 $99,870,968 $4,439,742 $4,049,806 $5,064,516 $6,574,968 $20,129,032 $900,000 $950,000 $1,000,000 $1,150,000 $4,000,000 $3,539,742 $3,099,806 $4,064,516 $5,424,968 $16,129,032 Cash Budget + +/- Beginning Cash Collections Available Cash Disbursements: DM Purchases DL OH S&A Dividends Equipment Purch. Cash Needs Excess (Deficiency) Financing Ending Cash Quarter 1 Quarter 2 Quarter 3 Quarter 4 $250,000 $1,038,000 $2,876,000 $5,748,000 25,400,000 27,700,000 29,700,000 35,100,000 $25,650,000 $28,738,000 $32,576,000 $40,848,000 $16,572,000 $18,252,000 $18,528,000 $18,948,000 3,900,000 3,600,000 4,000,000 4,000,000 2,990,000 2,810,000 3,050,000 3,050,000 850,000 900,000 950,000 1,100,000 300,000 300,000 300,000 300,000 ------------2,000,000 $24,612,000 $25,862,000 $26,828,000 $29,398,000 $1,038,000 $2,876,000 $5,748,000 $11,450,000 ----------------$1,038,000 $2,876,000 $5,748,000 $11,450,000 Budgeted Balance Sheet Quarter 1 Quarter 2 Quarter 3 Quarter 4 Assets Cash DM Inventory FG Inventory Accounts Receivable Plant & Equip (net) Total Assets $1,038,000 $2,876,000 $5,748,000 $11,450,000 5,184,000 5,760,000 5,760,000 5,256,000 4,327,742 4,993,548 6,658,065 3,329,032 3,900,000 4,200,000 4,500,000 5,400,000 33,100,000 32,700,000 32,300,000 33,900,000 $47,549,742 $50,529,548 $54,966,065 $59,335,032 Liabilities & SHE Accounts Payable Capital Stock Retained Earnings Total Liabilities & SHE $9,324,000 $8,928,000 $9,600,000 $9,348,000 27,000,000 27,000,000 27,000,000 27,000,000 11,225,742 14,601,548 18,366,065 22,987,032 $47,549,742 $50,529,548 $54,966,065 $59,335,032 Cash Collection Schedule Quarter 1 Quarter 4, 2006 (55,000 * $400) * 15% Quarter 1, 2007 ($26,000,000 * 85%) ($26,000,000 * 15%) Quarter 2, 2007 ($28,000,000 * 85%) ($28,000,000 * 15%) Quarter 3, 2007 ($30,000,000 * 85%) ($30,000,000 * 15%) Quarter 4, 2007 ($36,000,000 * 85%) Total Collections Quarter 2 Quarter 3 Quarter 4 $3,300,000 $22,100,000 $3,900,000 $23,800,000 $4,200,000 $25,500,000 $4,500,000 $25,400,000 $27,700,000 $29,700,000 $30,600,000 $35,100,000 Accounts Receivable Schedule Quarter Quarter Quarter Quarter 1: 2: 3: 4: ($26,000,000*15%) ($28,000,000*15%) ($30,000,000*15%) ($36,000,000*15%) End Quarter 1 End Quarter 2 End Quarter 3 End Quarter 4 $3,900,000 $4,200,000 $4,500,000 $5,400,000 Cash Disbursements for Direct Materials Purchases Schedule Quarter 1 Quarter 2 Beg. Accounts Payable $7,248,000 Quarter 1 ($18,648,000 * 50%) $9,324,000 ($18,648,000 * 50%) $9,324,000 Quarter 2 ($17,856,000 * 50%) $8,928,000 ($17,856,000 * 50%) Quarter 3 ($19,200,000 * 50%) ($19,200,000 * 50%) Quarter 4 ($18,696,000 * 50%) Total Payments $16,572,000 $18,252,000 Quarter 3 Quarter 4 $8,928,000 $9,600,000 $9,600,000 $18,528,000 $9,348,000 $18,948,000 Accounts Payable Schedule Quarter Quarter Quarter Quarter 1: 2: 3: 4: ($18,648,000*50%) ($17,856,000*50%) ($19,200,000*50%) ($18,696,000*50%) Quarter 1 $9,324,000 Cash Disbursements for Overhead Quarter 1 Total OH $3,340,000 Depreciation 350,000 Total Payments for OH $2,990,000 Quarter 2 Quarter 3 Quarter 4 $8,928,000 $9,600,000 $9,348,000 Quarter 2 $3,160,000 350,000 $2,810,000 Quarter 3 $3,400,000 350,000 $3,050,000 Quarter 4 $3,400,000 350,000 $3,050,000 Cash Disbursements for Selling & Administrative Expenses Quarter 1 Quarter 2 Total Selling & Admin. Expenses $900,000 $950,000 Depreciation $50,000 $50,000 Total Payments for S&A $850,000 $900,000 Quarter 3 $1,000,000 $50,000 $950,000 Quarter 4 $1,150,000 $50,000 $1,100,000 Name Accounting Information Systems COSO Information and Communication Homework Assignment 12 Deliverable Typed paper, no required length or number of words, for answers to questions 2 and 3 Three separate reports; one each for the Vice President of Sales, Sales Department Manager, and company President You must properly cite your sources in the paper and include a bibliography. Assignment 1. Read Information and Communication, pages 105-121, in the COSO Internal Control --Integrated Framework. 2. Identify and explain the elements that determine quality of information. 3. In your opinion, can and must all elements of quality information be simultaneously achieved for information to be useful? Are compromises ever necessary or acceptable? Explain why or why not. 4. You are the corporate controller, and you must prepare a report to each of the people identified below. a. Sales Department manager b. Vice President of Sales c. President of the Company Review the \"Budget Example\" Excel workbook. Create a report to summarize, analyze, or explain the budget numbers. I want you to actually prepare the reports; don't just describe what the report would look like. Each report should include data and analysis. The reports do not need to be long and tedious. Begin by identifying what information is relevant and useful for each person, in their respective official positions. You do not need to (and should not) use all the information in the Excel budgets. You should prepare the reports by integrating Excel and Word. You may invent any details or make any assumptions you choose. There is no right or wrong regarding the story you choose to tell with the data. The numbers are not the important part of this assignment. I will give between one and three 'above and beyond' points if your report is extraordinarily well-prepared. Report considerations Identify purpose; o in response to a question o relaying research o trying to persuade someone to take action Identify audience; age, education level, position level, gender, nationality Format o Heading; title of report for whom report is intended author's name date written o Executive summary; shorter is better o Details about the problem/issue/question being addressed or answered o Relevant data/supporting facts o Analysis/conclusions/recommendations Relevant data; o think about responsibility accountingonly include what matters to your audience, o usually correlates with what they are responsible for Appropriate level of detail; o lower level audiences need more detail than higher level audiences o Operations manager needs detailed production reports by week, materials inventory counts, etc. o President of the company needs summary level information for sales, operations, HR, purchasing, etc. (broader in scope, less detailed) Appropriate use of charts and graphs o great way to convey a lot of information without a lot of words o use more graphics in reports written for high positions where you must convey information about many issues/departments/functions Appropriate wording o CFO understands EBITDA, but president may not o The higher the position you are writing for, the fewer acronyms and jargon you should use o Big words don't always make you seem smarter Technical o Spelling o Grammar o Vocabulary o Punctuation o Overall appearance Resources below may help you determine how to prepare the reports. None of the articles or sites involve a lot of reading, so consider at least skimming all the resources. You may also find your own sources. Note: Some of the links below would not open in Internet Explorer, but all opened when I switched to Chrome. Using Graphs and Visuals to Present Financial Information Displaying Data with Graphs Teaching Graphics for Communication How to Write a Business Report, Business Memo and Business Email Effective Business Report Writing Report Writing - How to Format a Business Report How to Write an Effective Report | eHow.com How to Write a Business Report | eHow.com How to Write a Formal Business Report | eHow.com How to Write an Informal Business Report | eHow.com How to Write a Short Report to the General Manager | eHow.com How to Write Business & Technical Reports | eHow.com Purdue OWL: Effective Workplace Writing Purdue OWL: Audience Analysis Purdue OWL: Prioritizing Your Concerns for Effective Business Writing Purdue OWL: HATS: A Design Procedure for Routine Business Documents Purdue OWL: Business Letters: Accentuating the Positives Purdue OWL: Memos The Purdue OWL: Professional, Technical Writing The Purdue OWL: Tone in Business Writing Types of Graphs and Charts Business Charts Writing a Business Report Why Charts and Graphs Help