There are four different BPMN's that need to be created for this one question. Sales, Flower purchases, Miscellaneous/ Admin Purchases and Timekeeping & Payroll.

Here is the information on the company in interview summary:

Background: Forrest runs Y Not Flowers, Inc. (YNF), a wholesale flower distributor with stores in several major metropolitan areas of the U.S. He is considering expanding his business, but he thinks his current accounting and financial systems are restricting that expansion. He also worries that YNF is not adequately prepared to face expected business risks. He has come to you for assistance Instructions: Your supervisor met with Forrest and discussed his requirements in detail. At that meeting, they agreed on the following deliverables for your project. 1. Document process activity using BPMN. After gaining an understanding of YNF's business processes, you will document current processes using business process modeling notation (BPMN). These diagrams will serve multiple purposes. YNF expects to use them to train new employees. Plus, they will provide information about potential improvements to those processes by the efficient use of information technology. Additionally, they will also highlight areas where YNF is exposed to unnecessary risks in his business. (40% of project's grade) - Primary source of information: Y Not Flowers employee interviews saved in Webcams (Project 2 subfolder). Complete the 4 templates saved in WebCampus (Project 2 subfolder, "Req, 1 - BPMN Templates"). All 4 templates are included in this file, in three separate tabs. Each BPMN will be worth 10% of the project's grade, and partial credit will be awarded. The four business processes to document are: a) Sales - order receipt through the accounting of the customer's payment, b) Flower Purchases - driving to growers through the accounting of supplier payment, c) Miscellaneous/Administrative Purchases. -placing an order through the accounting of supplier payment, and d) Timekeeping and Payroll-recording time through employee payment and accounting - in completing the BPMN: (1) sub-processes are NOT to be used with one exception: The payroll clerk's (Kristine) process can be documented via a sub-process, and (2) non-YNF pools can be shown opaque. Summary of interview with Forrest Forrest Green followed in the footsteps of his father, Tony Green and spent most of his adulte working with flowers. He worked for a large commercial flower grower while he got his online degree in horticulture at Colorado State University. After graduation, he traveled extensively to see how flowers are grown around the world. He spent a year at the Dutch Flower Auction where European flower growers, members of the Dutch Flower Wholesale Association, assembled their flowers in a 2 million square meter warehouse for buyers from around the world. He then spent some time in Kenya, which is surprisingly the largest exporter of cut flowers in the world, Kenya enjoys a un climate that enables high quality blossoms to be grown year-round. After working with large flower distribution organizations, the recognized the inherent problems created by shipping flowers around the world from remote locations. First, it was getting more expensive due to rising transportation costs. Second, consumers were becoming more demanding. They wanted fresher flowers that lasted longer Forrest returned to the US intent on establishing his own flower distribution business with a goal of delivering high quality, long-lasting cut flowers to his customers. There is already a large network of greenhouse growers in the U.S. As of 2015, the top 100 greenhouse growers operated greenhouse facilities encompassing over 228,900,000 square feet. Forrest planned to use his knowledge of flowers and flower distribution processes to open distribution centers that could deliver fresh-cut flowers from growers to customers in one day. To honor his Father, he opened his first Y Not Flowers inc. store in 2009 Y Notis Tony spelled backward). Y Not Flowers thereafter YNF) serves wholesale customers, such as flower shops, in major metropolitan areas around the U.S. Each YNF location Forrest refers to them as stores) offers customers over 20 types of fresh cut flowers, such as roses, carnations, tulips, etc. Their motto is Fresh is Best. On the advice of counsel, Forrest incorporated Y Not Flowers just before he opened the first store. He invested $1,000,000 in the business contributed capital and is currently the sole shareholder. His board of directors include Abby, his sister-in-law, who also works at the Seattle store, and Herb, who works at the San Diego store. The board meets annually to discuss expansion plans. They are currently concerned about managing any expansion, creating incentives for the employees to deliver the freshest flowers, and finding new ways to leverage technology in the expansion. Abby recently pointed out that the employee handbook is seriously outdated and not all stores were consistent in their business processes Forrest recognized that his supply chain was critical to his success. Therefore, each YNF store works with local growers in each metropolitan area. They buy from smaller, more responsive, growers that produce the best flowers. Each YNF store is really just a small warehouse designed to expedite delivery from growers to customers. YNF operates a fleet of trucks used to pick up flowers from growers daily. At the YNF stere, the flowers are carefully bundled for delivery to customers each afternoon. Thus, YNF maintains no inventory and flower's move from growers to customers in less than one day Most recordkeeping takes place locally. Each store keep track of its purchases, inventories, sales, etc The only centralized functions were writing checks, receiving payments from customers, and processing payroll. The stores regularly email records to Mia and then forward hard.cox documents each month, so she can monitor operations and provide updates to Forrest. Since, Forrest plans to continue expanding YNF, he wants to improve his accounting systems. He believes that eventually he should use an online accounting system cloud computing and have each store submit transactions dalyvia the internet from various smart devices, such as smartphones and tables. First, he wants a thorough evaluation of the costs and benefits of this change. Summary of interview with E, AP Clerk, Philadelphia PA Store El prepares checks for payments to growers and other vendors. The stores email purchase documents to Elieach week and at the end of the month. He pays all vendors at the end of the month for purchases during the month there are multiple purchases from the same grower or other vendor during the month, El writes one check for all the purchases. After processing the payments through YNF's online banking application, El updates his AP spreadsheet and emails the cash disbursement records to Mia, the accounting dark. E is a little worried, though. He has no ability to verify that the checks are going to valid vendors. He just pay the vender sted on the purchase documents. He felt that YNF should have an approved vendor list. Additionally, he wanted Forrest to consider using a company credit card for most purchases. It would reduce the workload, errors, and delays involved with emailing documents between stores. However, it could also make it a little confusing if Forrest accidentally used the company credit card for personal reasons. Summary of interview with Paul, Supervisor, Portland OR Store Paul is the supervisor for the Portland store, and his duties are similar to supervisor duties at all the stores. Being supervisor is only a part-time responsibility. Most of the time, Paul is just another employee at the Portland store buying flowers, preparing flowers for delivery to customers, making deliveries, etc. Customers call to place orders for future flowers deliveries. Usually, they order about one week in advance. One order can (and typically does involve several types of flowers. The store employees know most of the customers by name and the types of flowers they prefer. They also know what types of flowers may not be available, so they try to steer the orders to other flowers. They record customer orders in our Excel-based order log Around 4:30 AM each morning, Paul reviews the log to determine what they need to purchase for the day Store employees then use YNF trucks to pick up flowers from the local growers. They carefully select the freshest flowers, load the truck, and return to the store. They usually give the grower a purchase document that identifies the purchase number (sequential), the grower number, the purchasing employee, the truck VIN to track mileagel, the type of flowers, the quantity purchased, and the purchase price. The price can fluctuate depending on the time of year and demand for that particular type of flower. On occasion, one purchase can involve multiple types of flowers, although typically one purchase is for one type of flowers. Occasionally, the employees forget to take the purchase documents with them. In that case, they mail the document to the flower vendor after they return to the store When the trucks) returns to the store, there is a flurry of activity, Paul collects the purchase documents to check them for any errors. Then he sans them and emails them to El for payment, while he does that, an employee unloads the truck, Inspect the flowers, Gull out the less desirable flowers and package them for delivery to customers in the afternoon. Paul then prepares the delivery documents. Those documents list the customers' original order number, the order date, the delivery (sale date, the truck VIN used to deliver the flowers to track mileapel, the types and quantities of flowers to be delivered and the sale price. YNF sets flower prices for all stores. These prices are updated periodically based on expected purchase prices. Sometimes, because of weather or other factors, the wholesale prices spike, and Forest does not get information in time to raise prices. Paul did not come out and say, but he seemed a little frustrated. When Forrest was not available. It was sometimes hard to check policy and get a quick decision. Nevertheless, Paul was happy working for YNF. After the flowers are packaged, employees load them into the trucks for delivery, normally early each afternoon. Customers receive the flowers and the corresponding delivery document, Customers pay for all their deliveries at the end of the month, sending payments to the address listed on the delivery document currently the address of the San Diego store. After delivery, Paul updates the order log with the delivery information. Then each week, he emails copies of the updated order log to Mia For routine administrative purchases, Paul places orders over the phone. Then, the vendor supplies the products or services and sends an invoice (or a monthly bill in the case of utility charges), Paul stamps the invoice as received, scans the document, and email to EL YNF is considering getting some business credit cards for the store supervisors. That might allow them more flexibility in purchasing minor items. Paul thinks that would be a great improvement. Summary of interview with Kristine, Payroll Clerk, New York NY Store Kristine maintains the payroll records. Each employee fills out his or her timecard each day. Supervisors check the timecards for accuracy and update the timecard spreadsheet. At the end of each month each store supervisor emails the timecard spreadsheet to Kristine at the Baltimore store, Kristine then prepares the payroll checks and sends them to the addresses designated for each employee She creates a spreadsheet to record the payroll. Once the payrolis processed through the YNF online banking application, Kristine emails the timecard and payroll spreadsheets to Mia. Each quarter, Kristine summarizes the amounts due to the IRS and state tax authorities and makes those payments. Those checks are classified as miscellaneous purchases. Kristine recently noticed that the payroll emails were not always coming from the store managers. Often, other employees would send the spreadsheets. She was a little concerned about the accuracy of the information. She thought that the timekeeping could be easily automated, which would improve accuracy and reduce any possibility of fraud. She had mentioned that to Forrest, but he has been too busy to look into it. Summary of interview with Kate, Accounts Receivable Clerk, San Diego CA Store Kate receives payments from customers at the end of each month. She assigns sequential cash receipt numbers to each incoming payment, recording the customer number, the receipt date, and the receipt amount in her spreadsheet. Each day, Kate deposits all checks received in the bank and then email the list of cash receipts along with a copy of the deposit sipto Mia Kate says that she is not a true accounts receivable derk, because she never knows how much the customer owes, she is knows how much she received and deposited. Kate thinks that YNF should start accepting credit cards for their sales. This would eliminate late payments, bad debts, and potential fraud. She admits that credit card fraud could be an issue and YNF would have to safeguard customers' credit card information. Although the credit card companies charge a fee, YNF could have almost instant access to the cash and the related sales Information Summary of interview with Mia, Accounting Clerk, Austin TX Store Mia had recently taken over the accounting duties for YNF and she was a little lost she did have a degree in accounting, but she received that degree several years ago. Anyway, it was her job to get all the documents from Forrest and prepare the financial statements each quarter. YNF had grown SO rapidly that they still used Excel to assemble the statements. Mia hoped that soon they would have a real accounting system, Background: Forrest runs Y Not Flowers, Inc. (YNF), a wholesale flower distributor with stores in several major metropolitan areas of the U.S. He is considering expanding his business, but he thinks his current accounting and financial systems are restricting that expansion. He also worries that YNF is not adequately prepared to face expected business risks. He has come to you for assistance Instructions: Your supervisor met with Forrest and discussed his requirements in detail. At that meeting, they agreed on the following deliverables for your project. 1. Document process activity using BPMN. After gaining an understanding of YNF's business processes, you will document current processes using business process modeling notation (BPMN). These diagrams will serve multiple purposes. YNF expects to use them to train new employees. Plus, they will provide information about potential improvements to those processes by the efficient use of information technology. Additionally, they will also highlight areas where YNF is exposed to unnecessary risks in his business. (40% of project's grade) - Primary source of information: Y Not Flowers employee interviews saved in Webcams (Project 2 subfolder). Complete the 4 templates saved in WebCampus (Project 2 subfolder, "Req, 1 - BPMN Templates"). All 4 templates are included in this file, in three separate tabs. Each BPMN will be worth 10% of the project's grade, and partial credit will be awarded. The four business processes to document are: a) Sales - order receipt through the accounting of the customer's payment, b) Flower Purchases - driving to growers through the accounting of supplier payment, c) Miscellaneous/Administrative Purchases. -placing an order through the accounting of supplier payment, and d) Timekeeping and Payroll-recording time through employee payment and accounting - in completing the BPMN: (1) sub-processes are NOT to be used with one exception: The payroll clerk's (Kristine) process can be documented via a sub-process, and (2) non-YNF pools can be shown opaque. Summary of interview with Forrest Forrest Green followed in the footsteps of his father, Tony Green and spent most of his adulte working with flowers. He worked for a large commercial flower grower while he got his online degree in horticulture at Colorado State University. After graduation, he traveled extensively to see how flowers are grown around the world. He spent a year at the Dutch Flower Auction where European flower growers, members of the Dutch Flower Wholesale Association, assembled their flowers in a 2 million square meter warehouse for buyers from around the world. He then spent some time in Kenya, which is surprisingly the largest exporter of cut flowers in the world, Kenya enjoys a un climate that enables high quality blossoms to be grown year-round. After working with large flower distribution organizations, the recognized the inherent problems created by shipping flowers around the world from remote locations. First, it was getting more expensive due to rising transportation costs. Second, consumers were becoming more demanding. They wanted fresher flowers that lasted longer Forrest returned to the US intent on establishing his own flower distribution business with a goal of delivering high quality, long-lasting cut flowers to his customers. There is already a large network of greenhouse growers in the U.S. As of 2015, the top 100 greenhouse growers operated greenhouse facilities encompassing over 228,900,000 square feet. Forrest planned to use his knowledge of flowers and flower distribution processes to open distribution centers that could deliver fresh-cut flowers from growers to customers in one day. To honor his Father, he opened his first Y Not Flowers inc. store in 2009 Y Notis Tony spelled backward). Y Not Flowers thereafter YNF) serves wholesale customers, such as flower shops, in major metropolitan areas around the U.S. Each YNF location Forrest refers to them as stores) offers customers over 20 types of fresh cut flowers, such as roses, carnations, tulips, etc. Their motto is Fresh is Best. On the advice of counsel, Forrest incorporated Y Not Flowers just before he opened the first store. He invested $1,000,000 in the business contributed capital and is currently the sole shareholder. His board of directors include Abby, his sister-in-law, who also works at the Seattle store, and Herb, who works at the San Diego store. The board meets annually to discuss expansion plans. They are currently concerned about managing any expansion, creating incentives for the employees to deliver the freshest flowers, and finding new ways to leverage technology in the expansion. Abby recently pointed out that the employee handbook is seriously outdated and not all stores were consistent in their business processes Forrest recognized that his supply chain was critical to his success. Therefore, each YNF store works with local growers in each metropolitan area. They buy from smaller, more responsive, growers that produce the best flowers. Each YNF store is really just a small warehouse designed to expedite delivery from growers to customers. YNF operates a fleet of trucks used to pick up flowers from growers daily. At the YNF stere, the flowers are carefully bundled for delivery to customers each afternoon. Thus, YNF maintains no inventory and flower's move from growers to customers in less than one day Most recordkeeping takes place locally. Each store keep track of its purchases, inventories, sales, etc The only centralized functions were writing checks, receiving payments from customers, and processing payroll. The stores regularly email records to Mia and then forward hard.cox documents each month, so she can monitor operations and provide updates to Forrest. Since, Forrest plans to continue expanding YNF, he wants to improve his accounting systems. He believes that eventually he should use an online accounting system cloud computing and have each store submit transactions dalyvia the internet from various smart devices, such as smartphones and tables. First, he wants a thorough evaluation of the costs and benefits of this change. Summary of interview with E, AP Clerk, Philadelphia PA Store El prepares checks for payments to growers and other vendors. The stores email purchase documents to Elieach week and at the end of the month. He pays all vendors at the end of the month for purchases during the month there are multiple purchases from the same grower or other vendor during the month, El writes one check for all the purchases. After processing the payments through YNF's online banking application, El updates his AP spreadsheet and emails the cash disbursement records to Mia, the accounting dark. E is a little worried, though. He has no ability to verify that the checks are going to valid vendors. He just pay the vender sted on the purchase documents. He felt that YNF should have an approved vendor list. Additionally, he wanted Forrest to consider using a company credit card for most purchases. It would reduce the workload, errors, and delays involved with emailing documents between stores. However, it could also make it a little confusing if Forrest accidentally used the company credit card for personal reasons. Summary of interview with Paul, Supervisor, Portland OR Store Paul is the supervisor for the Portland store, and his duties are similar to supervisor duties at all the stores. Being supervisor is only a part-time responsibility. Most of the time, Paul is just another employee at the Portland store buying flowers, preparing flowers for delivery to customers, making deliveries, etc. Customers call to place orders for future flowers deliveries. Usually, they order about one week in advance. One order can (and typically does involve several types of flowers. The store employees know most of the customers by name and the types of flowers they prefer. They also know what types of flowers may not be available, so they try to steer the orders to other flowers. They record customer orders in our Excel-based order log Around 4:30 AM each morning, Paul reviews the log to determine what they need to purchase for the day Store employees then use YNF trucks to pick up flowers from the local growers. They carefully select the freshest flowers, load the truck, and return to the store. They usually give the grower a purchase document that identifies the purchase number (sequential), the grower number, the purchasing employee, the truck VIN to track mileagel, the type of flowers, the quantity purchased, and the purchase price. The price can fluctuate depending on the time of year and demand for that particular type of flower. On occasion, one purchase can involve multiple types of flowers, although typically one purchase is for one type of flowers. Occasionally, the employees forget to take the purchase documents with them. In that case, they mail the document to the flower vendor after they return to the store When the trucks) returns to the store, there is a flurry of activity, Paul collects the purchase documents to check them for any errors. Then he sans them and emails them to El for payment, while he does that, an employee unloads the truck, Inspect the flowers, Gull out the less desirable flowers and package them for delivery to customers in the afternoon. Paul then prepares the delivery documents. Those documents list the customers' original order number, the order date, the delivery (sale date, the truck VIN used to deliver the flowers to track mileapel, the types and quantities of flowers to be delivered and the sale price. YNF sets flower prices for all stores. These prices are updated periodically based on expected purchase prices. Sometimes, because of weather or other factors, the wholesale prices spike, and Forest does not get information in time to raise prices. Paul did not come out and say, but he seemed a little frustrated. When Forrest was not available. It was sometimes hard to check policy and get a quick decision. Nevertheless, Paul was happy working for YNF. After the flowers are packaged, employees load them into the trucks for delivery, normally early each afternoon. Customers receive the flowers and the corresponding delivery document, Customers pay for all their deliveries at the end of the month, sending payments to the address listed on the delivery document currently the address of the San Diego store. After delivery, Paul updates the order log with the delivery information. Then each week, he emails copies of the updated order log to Mia For routine administrative purchases, Paul places orders over the phone. Then, the vendor supplies the products or services and sends an invoice (or a monthly bill in the case of utility charges), Paul stamps the invoice as received, scans the document, and email to EL YNF is considering getting some business credit cards for the store supervisors. That might allow them more flexibility in purchasing minor items. Paul thinks that would be a great improvement. Summary of interview with Kristine, Payroll Clerk, New York NY Store Kristine maintains the payroll records. Each employee fills out his or her timecard each day. Supervisors check the timecards for accuracy and update the timecard spreadsheet. At the end of each month each store supervisor emails the timecard spreadsheet to Kristine at the Baltimore store, Kristine then prepares the payroll checks and sends them to the addresses designated for each employee She creates a spreadsheet to record the payroll. Once the payrolis processed through the YNF online banking application, Kristine emails the timecard and payroll spreadsheets to Mia. Each quarter, Kristine summarizes the amounts due to the IRS and state tax authorities and makes those payments. Those checks are classified as miscellaneous purchases. Kristine recently noticed that the payroll emails were not always coming from the store managers. Often, other employees would send the spreadsheets. She was a little concerned about the accuracy of the information. She thought that the timekeeping could be easily automated, which would improve accuracy and reduce any possibility of fraud. She had mentioned that to Forrest, but he has been too busy to look into it. Summary of interview with Kate, Accounts Receivable Clerk, San Diego CA Store Kate receives payments from customers at the end of each month. She assigns sequential cash receipt numbers to each incoming payment, recording the customer number, the receipt date, and the receipt amount in her spreadsheet. Each day, Kate deposits all checks received in the bank and then email the list of cash receipts along with a copy of the deposit sipto Mia Kate says that she is not a true accounts receivable derk, because she never knows how much the customer owes, she is knows how much she received and deposited. Kate thinks that YNF should start accepting credit cards for their sales. This would eliminate late payments, bad debts, and potential fraud. She admits that credit card fraud could be an issue and YNF would have to safeguard customers' credit card information. Although the credit card companies charge a fee, YNF could have almost instant access to the cash and the related sales Information Summary of interview with Mia, Accounting Clerk, Austin TX Store Mia had recently taken over the accounting duties for YNF and she was a little lost she did have a degree in accounting, but she received that degree several years ago. Anyway, it was her job to get all the documents from Forrest and prepare the financial statements each quarter. YNF had grown SO rapidly that they still used Excel to assemble the statements. Mia hoped that soon they would have a real accounting system