WEEKLY TRACKER MODULE

Business Explanation
The weekly tracker is used to collect, consolidate and report on Flextronics key business measurements on a weekly basis.

Specific Business Requirements
Every week, each site submits the results of transactions for the week ended the previous Friday. The deadline for submission is Monday 12 PM PST – except month end close week & forecast week when it by Wednesday, 10 AM PST. Data in the Weekly Tracker must agree to the Actuals data at month end. Site Controllers are responsible for the completed input at site level. Regional Coordinators will monitor input and ensure that sites in each region complete their input by the deadlines. They are also responsible for distributing a Regional Report to all applicable Finance staff. The Corporate Coordinator will review the results and prepare the final Senior Management Report for publishing on Tuesday at 10:00 AM PST.

Timeline
Step 1 2 3 4 5 Description System rollover; new week is available for input. Input site data & send when complete. Period locked and system calculated. Ensure all input forms are complete. Incomplete sites will be contacted to obtain missing data & will receive a point on the Corporate Score Card. Prepare Weekly Tracker Report for Senior Management. Responsible Corporate Coordinator Site Controller Corporate Coordinator Corporate Coordinator Corporate Coordinator Deadline Thursday 5:00 PM PST Monday 12:00 PM PST 10:00 AM PST in Actuals & Fcst Weeks. Monday 12:00 PM PST 10:00 AM PST in Actuals & Fcst Weeks. Monday 11:00 AM PST 11:00 AM PST when Actuals are due. Tuesday 10:00 AM PST. 5:00 PST in Actuals & Fcst Weeks.

For more reference please refer to WT Time Lines (Americas, Asia and Europe) document. http://intranet.flextronics.com/finance/OutlookSoft/Weekly%20Tracker%20User%20Manuals/WT%20Timelines %20(America,%20Asia%20and%20Europe).xls The following options are available on the Main Menu: A. Links across the top of the menu to access different Modules B. Select Change Site to change the default site that will be passed into each input form or report (Note: the site can also be changed after you enter the input form or report) C. Self Help: Will send you to Help Documentation D. Request Help: Request to System Support E. Close Session: This will end your current session and close all the applications F. Report Portal: This will take you back to the Global Finance Portal G. Report Wizards: This will launch the report wizards selection screen H. Client Settings: Used by IT to refresh templates help users Summarizing, the deadline for inputs is on Mondays 12 PM PST except for Actuals and Forecast week, the cut off regardless the input deadline, is always on Friday. (Please check the Corporate Calendar for more details). http://intranet.flextronics.com/Finance/default.aspx

Input Instructions *** All inputs should be done at Child level unless stated otherwise *** All number information is to be input by the following criteria: • Local Currency • Whole Currency • Sub-fincomp (not Parent Level) All comments information is to be input by the following criteria: • Parent Level Under the title of each Input Schedule will be the site name that is being updated & the current quarter. Under Action Pane site will send information by clicking on “Send data” and then clicking on “Send active worksheet” 2 .Click on the “Weekly Tracker Module” to access the Weekly Tracker Input Schedules.

• Please do not submit a GFS ticket on automated accounts at month end. At month end. This usually takes place until day +6. 3 . The MEP vs BPPL for automated accounts will be cleaned up by corporate before WT figures are distributed. automated accounts (from the Actuals Module) will be loaded into the WT Application after the Actuals have been finalized by the Corporate Teams. FDSS & Manual sites should use the same Input Schedules. the Month MUST agree to the Actuals data For the Month End Submission. All accounts are automatic but AR Aging. The accounts are displayed down the rows and periods are displayed across the columns. Weekly Input 01 Actuals Input This form presents a page view of the inputs to be captured by site. The current week input cells has an Adjustment Link that will take you to the end of the sheet to adjust week figures.Weekly Input Schedules There are 7 input schedules to be completed weekly.

To review the sent data. click “Close” to exit the workbook ( DO NOT SAVE CHANGES). 4. Click on “Send Data” to send data to the database. To adjust FDSS Load type the amount you want to add or subtracts of FDSS Load Column. 3. When finished. Click on send data and then click on Send active worksheet. Current Week will have the Adjust Data link. Update all necessary accounts according to the Weekly Tracker Account Definitions (page 8). 2.1. click “Refresh”. 4 .

After the initial Business Partner selection. there’s no need to do anything about those: Accounts Payable: Inventory in Transit: 3rd Party Accounts Payable . The Business Partners are displayed down the rows and the accounts are displayed across the columns. the same Business Partners will be listed for input each week (no need to select all Business Partners again). Subsequently. all Business Partners will need to be added. The first time a site updates the input schedule. go to Initial Entry and double click double click the cell as indicated: 5 . only new Business Partners will need to be added in the future weeks. To add a Business Partner not listed in the Main Page.The following accounts that are automatically populated in regular weeks.Overdraft Checks Outstanding Inventory: Challenge Inventory in Transit: Third Party Inventory: Finished Goods (VIR) Inventory: In Transit Interco Capitalized PPV Capitalized Labor & Overhead 02 AR Aging Input Schedule This form presents a page view of the AR Aging accounts and Commentary to be captured by Business Partner for the current week.

To review the sent data. ii. Explain what is holding the payment iv. Accounts that are updated in the Actuals Module will be loaded to this input schedule. click “Close” to exit the workbook ( DO NOT SAVE CHANGES). Once the data for the Business Partner is sent. 1.The Business Partner selection box will appear. When finished. Check the box of the needed Business Partner and click “OK” (up to 10 Business Partners can be added at once). 2. To confirm. the “Validation” line for all accounts must be zero. Update all necessary accounts according to the Weekly Tracker Account Definitions (page 8). 6 . The AR Aging accounts that were completed in the Weekly Inputs for the last week of the month will automatically be loaded to this input schedule. it will move to the top section of the form. 4. 1. Update the remaining accounts by Business Partner. click “Refresh button”. Click on “Send Data” to send data to the database. 03 AR Comments Input Schedule Comments must be input at Parent Level. Update all necessary accounts according to the Weekly Tracker Account Definitions (page 8). Provide details for each bracket (1 to 5. Explain the escalation status 04 AR Risk Input Schedule This form presents a page view of the AR Risk accounts to be captured by Business Partner for the current month. 3. 6 to 10. Mandatory for past due amounts above $100K and 6+ days PD% greater than 10%. The Business Partners are displayed down the rows and the accounts are displayed across the columns. The “All Customers” total must agree to the “Actuals Total”. 11 to 30. Complete the AR Commentary fields according to Best Practices document: a) Comments for customers with past due amounts: i. etc) iii.

Click on “Send Data” to send data to the database. 3. click “Close” to exit the workbook (DO NOT SAVE CHANGES). 5. it has to be done at Child level. Verify Validation line = 0. once you signed one child Parent will be automatically change to Yes. 2. the “Validation” line for all accounts must be zero. The Business Partners are displayed down the rows and the accounts are displayed across the columns. To review the sent data. 06 Exposure Comments Input Schedule Comments must be input at Parent Level. To confirm. 05 Inventory Risk Input Schedule This form presents a page view of the Inventory Risk accounts to be captured by Business Partner for the current month. click “Refresh”. click “Close” to exit the workbook ( DO NOT SAVE CHANGES). To review the sent data.2. 5. When finished. Sites in exception list must do the sign off on Month end week 7 . Update all necessary accounts according to Weekly Tracker Account Definitions (page 8). Columns in gray are lock for inputs. The “All Customers” total must agree to the “Actuals Total”. click “Refresh”. 07 WT Status Input Schedule WT Status input is to confirm Site Controller review information. When finished. 1. Click on “Send Data” to send data to the database. Verify Validation line = 0. Accounts that are updated in the Actuals Module will be loaded to this input schedule. 3. 4. 4.

Weekly Tracker Account Definitions For more detail please refer to Balance Sheet Definition File.pdf Actuals Input Net External Sales Total Sales to a Third Party. it will be weekly updated automatically and adjusted at month end. Input total activity for the current week only. supplies & services.com/finance/Global%20Standards/Balance%20Sheet%20Definitions. Inv: VIR Adjustments has to be manually adjusted in month end week. Accrued Inventory Financing This account should be used to accrue a liability associated with the repurchase of inventory. posted in the following link: http://intranet. such as Inventory sales (“Part Sales”) or rent.VIR Adjustments AR: VIR Adjustments is populated out of last months figure. should not be included. No action sites required.6 Section II Input balance for the end of the week only 8 . Non-Revenue shipments or invoices. Accounts Payable: Trade Balances owed to suppliers/vendors/other external parties for goods. Input balance for the end of the week only. See Inventory Recognition policy 2.flextronics.

Input total activity collected for the current week only. but not invoiced due to system errors & payments received by the bank. External Factored AR (Excludes ABS) All factored balances where the risk still remains with the company. AR Non-Revenue Invoices in control account related to non-revenue invoices. assets included in acquisitions. Proceeds External sale of an asset.Deferred Revenue Cash received or an invoice is generated but the earnings process is not yet complete and revenue is not yet recognized. legal fees. ABS (Asset Backed Securitization) Investments Accounts Receivables sold into the ABS program as calculated in connection with the ABS monthly settlement. Other AR. Input balance for the end of the week only.Proceeds 9 . Business Partners. Input balance for the end of the week only. Input balance for the end of the week only. AR Accruals Reversing accruals required for correcting payments/invoices that could not be corrected prior to month end. Other Receivable Other receivable not associated with trade sales and is not included in the aged AR listing supporting 1100 Trade Accounts Receivable. or invoices related to any non-revenue GL account. or some other GL account. Net Capital Expenditure Calculation: Fixed Asset Additions . Input total activity for the current week only. Examples include: billings for excess and obsolete inventory. Fixed Asset Additions A Fixed Asset purchase excluding the following: all inter-company transfers. Only include when cash is received. or third party companies. Exclude inter-company transfers of an existing lease. AR Adjustments Any AR adjustments not defined in the other sections. Example would be an AR for the sale of Fixed Assets. and notification was not provided to Flextronics in time to post the payments before the month end cut-off. For example permanently re-classing Trade AR to Intercompany AR. Input balance for the end of the week. Invoices for interest charges. Input balance for the end of the week only. Also items shipped. materials sold back to suppliers. Business Partner Deposits. Input balance for the end of the week only. and disposals. Input balance for the end of the week. Deferred income is reflected as a liability until the earnings process is complete and revenue is recognized. New Lease Additions Leased additions should include both financial and operating leases. Input total activity for the current week only.

Inventory: Raw Material Cost assigned to physical goods & materials on hand. The capitalized portion represents the PPV associated with the inventory on hand to value the inventory at the lower of cost or market (GAAP). labor & overhead costs. Gross Purchase Price Variance % Calculation: Total Purchases / Gross Purchase Price Variance Deferred Cost – 3rd Party Inventory Reclass inventory to this account when title and risk of loss has transferred to a third party. Inventory: Challenge on Site Inventory on premises that cannot be received. Inventory on Hand Calculation: RAW + WIP + FG + 3rd Party + Challenge Capitalized Purchase Price Variance (Capitalized PPV) The difference between the standard cost of the component and the actual price paid. Normally this is applicable to bill & hold or other transactions where revenue is not recognized. section 3 “Inventory or OCA” for more information. Inventory: Finished Goods Costs of completed. including raw materials. Input balance for the end of the week only. the direct labor cost applied to & a ratable share of overhead costs. This account is populated by the last month ending balance. This account is populated by the last month ending balance. Inventory: In Transit 3rd Party Amount accrued on the balance sheet based on the invoices received for the goods. This account is populated by the last month ending balance. Input balance for the end of the week only.Gross Purchase Price Variance GPPV should be stated as Net of favorable and unfavorable variances from PO to Standard cost. but not ready for sales. but title and risk of loss have passed to the 3rd party. Include Invoice Price Variances when they are capitalized. No manual input. No manual input Capitalized Labor & Overhead (Capitalized LOH) Decrease (or increase) in cost of sales for adjusting the inventory increase (or decrease) for the labor & overhead costs added to work in progress inventory. No manual input 10 . Input total activity for the current week only. Total Purchases Inventory receipts should be stated as gross receipts at standard cost. but revenue recognition and disposition of inventory is not appropriate. This account is populated by the last month ending balance. Inventory Recognition section II. but not yet received at the plant. but unsold units on hand. excluding returns. but not yet placed into production.06. No manual input Inventory: Work in Progress Cost of raw materials on which production has started. See requirements of policy 2. Input balance for the end of the week only. Input total activity for the current week only. Input balance for the end of the week only.

Terms such as the “10 th day after the 2nd month following product receipt” should be entered as a number between 85 and 105. Trade AR Calculation: (AR Control + AR Adjustments + AR Accruals) – AR Non-Revenue. 45. AR 11 – 30 days Past Due AR Balances 11 – 30 days past the Payment Terms. in days. depending on shipping method. AR 6 – 10 days Past Due AR Balances 6 – 10 days past the Payment Terms. AR Control is the sum of the following AR Past due accounts: AR Current. and other factors that affect the AR balance. 11 . AR 61+ days Past Due AR Balances 61 or more days past the Payment Terms. AR Past Due % AR 6+ PD % Calculation: AR 6+ PD $ / AR Control AR 11+ PD% Calculation: AR 11+ PD $ / AR Control AR Credit Term A number that best represents the length of time. AR 6 – 10. AR 11 – 30. Net 30 terms would be entered as 30. including: non-revenue invoices.Gross Inventory Calculation: Inventory on Hand + Capitalized PPV + Capitalized LOH AR Aging Input AR Current Accounts Receivable balance due within Payment Terms 30. debit & credit memos (notes). timing of shipments credit terms. AR 61+. 75 days (See Net Payment Terms). & unapplied cash. AR 1 – 10 days Past Due AR Balances 1 – 10 days past the Payment Terms (AR 1 – 5 + AR 6 – 10). for the Business Partner credit terms. It should not include intercompany invoices or unapplied cash received from other Flextronics sites for intercompany invoices. AR 6+ days Past Due AR Balances 6 or more days past the Payment Terms. AR 1 – 5. AR Control Includes all unpaid invoices. Net 60 days is entered as 60. 60. Total AR QTR End Forecast The expected ending balance for the AR Trade account at quarter-end. AR 11+ days Past Due AR Balances 11 or more days past the Payment Terms. AR 31 – 60. AR 31 – 60 days Past Due AR Balances 31 – 60 days past the Payment Terms. The forecast should consider the revenue forecast. AR Past Due AR 1 – 5 days Past Due AR Balances 1 – 5 days past the Payment Terms. Input balance for the end of the week only.

PAID. Refer to the Corporate Collection Policy.PURCHASE ORDER NUMBER IS INCORRECT Expected resolution date: Expected date of Resolution in date format (MM-DD) AR Risk Input Inventory & AR Credit Credit Group will input this information for Business Partners Net Payment Terms Enter Business Partner credit terms in numbers. Over Credit Limit Approver Sites must explain who approved going over the Credit limit. The expected Target for most sites is between 0% and 2%. Example: 30. AR PD Target % Calculation: AR 11+PD Forecast / Total AR QTR End Forecast. PROOF OF DELIVERY IS REQUIRED PRI . NOT APPLIED. 75 days.PRICE ON PO VARIES FROM INVOICE QAL . Over/Under Credit Limit Calculation: Credit Limit – Total Exposure AR Commentary – Input should be at Parent Level Reason Code: APO .RMA DEDUCTION OR SHORT PAYMENT WPO . The target amount for most sites is zero dollars past due.BUSINESS PARTNER CLAIMS LONGER CREDIT TERMS DBT . 12 . 45.CASH FLOW PROBLEMS FRT .PAYMENT PROMISED.AR 11+ PD Forecast The Trade AR balance that that is expected to be 11 or more days past due at quarter-end. Use best numerical estimate for terms such as "30 days from end of month" AR Reserve Provision for projected un-collectible accounts from sales made in an accounting period or from the total outstanding receivables.RESERVED. NOT PAYING UNTIL PRODUCTS ARE FIXED QAN . POSSIBLE WRITE OFF RMA . PROBLEMS ARE RESOLVED AND PAYMENT IS PROMISED POD . Over Credit Limit Reason Sites must explain why the Credit limit was exceeded.AR TO APPLY PAYMENT TO OPEN INVOICES PAP .INVOICE MISSING. BUSINESS PARTNER CLAIMS PAID.DISPUTING FREIGHT CHARGES INV .QUANTITY SHIPPED IS OVER THE PO QUANTITY RES .BUSINESS PARTNER IS WAITING FOR FLEX TO PAY THEM CRT .BUSINESS PARTNER TOOK UNAPPROVED DEDUCTION FIN .PRODUCT QUALITY. 60. INVOICE COPY IS NEEDED PAL . BUT PAYMENT NOT RECEIVED PNA .MISSING SHIPMENT.

AR 11 – 30 days Past Due AR Balances 11 – 30 days past the Payment Terms. AR impairment needs to be above and beyond normal operational collection issues associated with outstanding AR. Business Partners. AR 6+ days Past Due AR Balances 6 or more days past the Payment Terms. AR 31 – 60 days Past Due AR Balances 31 – 60 days past the Payment Terms. AR Accurals Reversing accruals required for correcting payments/invoices that could not be corrected prior to month end. legal fees. resulting in collectibles issues. 60. AR Non-Revenue Invoices in the control account that are related to non-revenue invoices. 75 days (See Net Payment Terms). and notification was not provided to Flextronics in time to post the payments before the month end cut-off. AR 11+ days Past Due AR Balances 11 or more days past the Payment Terms. AR 61+ days Past Due AR Balances 61 or more days past the Payment Terms. or some other GL account. AR Adjustments Any AR adjustments not defined in the other sections. but not invoiced due to system errors & payments received by the bank. AR Current Accounts Receivable balance due within Payment Terms 30. AR 6+ PD % Calculation: AR 6+ PD $ / AR Control AR 11+ PD% Calculation: AR 11+ PD $ / AR Control 13 . AR 6 – 10 days Past Due AR Balances 6 – 10 days past the Payment Terms. Examples include: billings for excess and obsolete inventory. AR 1 – 10 days Past Due AR Balances 1 – 10 days past the Payment Terms (AR 1 – 5 + AR 6 – 10). or third party companies. Invoices for interest charges. materials sold back to suppliers. 45. Also items shipped.OTC Accrual AR Must be a direct result of Management's decision to disengage with a specific Business Partner or product line. AR 1 – 5 days Past Due AR Balances 1 – 5 days past the Payment Terms. AR Past Due All AR Balances past the Payment Terms. For example permanently re-classing Trade AR to Intercompany AR. or invoices related to any non-revenue GL account. Other AR. Business Partner Deposits.

contractual binding forecast. Inventory impairment should be quantified as of date disengagement is executed and inventory is no longer returnable and used in the generation of revenues. or other contractual obligation clearly defining inventory ultimately as Business Partner liability. but not yet received at the site. the direct labor cost applied to & a ratable share of overhead costs. Inventory Risk Input Inventory: Raw Material Cost assigned to physical goods & materials on hand. Excess Inventory on Hand On hand inventory in excess of Business Partner demand backed by a PO. Forecast AR Estimated AR reserve at month-end (include expected increases or reductions to the reserve during the month. This should include the market value of consigned materials purchased by or given to Flextronics at no charge. Excess Inventory on Order On order inventory in excess of Business Partner demand which is backed by a PO. Inventory: Challenge on Site Inventory at the site that cannot be received. 14 . labor & overhead costs. Inventory: Work in Progress Cost of raw materials on which production has started. Inventory: Finished Goods Costs of unsold completed units on hand. Business Partner AP AP balances due to Business Partners who are also suppliers of materials used in the Business Partner BOM.AR PD % Calculation: AR Past Due $ / AR Control AR at Risk Invoices that are not likely to be paid because of disputes (the Business Partner has financial problems and cannot pay or refuses to pay). These may or may not be specifically reserved in the AR Reserve account. including raw materials. Inventory on Hand Calculation: RAW + WIP + FG + 3rd Party + Challenge Inventory Reserve Provision for expected excess and obsolescence from operating activities OTC Accrual Inventory One Time Charge Accrual for Inventory . This number should equal or be greater than "Actual AR at Risk". but not ready for sales. or other contractual obligation clearly defining Business Partner as ultimately liable for the inventory. Inventory: In Transit 3rd Party Amount accrued on the balance sheet based on the invoices received for the goods. contractual binding forecast.a Direct Result of management’s decision to disengage with a specific Business Partner or product line pursuant to the exit plan. Must consider any net realizable or scrap value. but not yet placed into production.

where revenues matched have not been recognized under the percentage of completion method. Total SIP Risk Amount of Service in Process that is not likely to be paid by the Business Partner. 15 . The weighted average of: 1. Inventory on Order Calculation: Excess Inventory on Order + Obsolete Inventory on Order Total Inventory Risk Calculation: Excess Inventory at Risk + Obsolete Inventory at Risk Net Inventory Reserve (Exposure) Calculation: (OTC Accrual + Inventory Reserve) . for example .Non Cancelable/Returnable material without Business Partner coverage. for example .E.a Direct Result of management’s decision to disengage with a specific Business Partner or product line pursuant to the exit plan.Excess Inventory at Risk Excess Inventory with a high probability of write-off (no Business Partner demand).E.(Inventory Risk) Forecast Inventory Reserve Estimated Inventory reserve at month end (include expected increases or reductions to the reserve during the month). the percent of raw materials that can not be returned to the supplier or sold on the open market for the purchase price or greater. Inventory Reserve Provision for expected excess and obsolescence from operating activities OTC Accural Inventory One Time Charge Accrual for Inventory . and minimum expectation of increased demand to use inventory. zero active demand for the product) Obsolete Inventory at Risk Obsolete Inventory with a high probability of write-off (no Business Partner demand). and minimum expectation of increased demand to use inventory..Non Cancelable/Returnable material without Business Partner coverage. Inventory impairment should be quantified as of date disengagement is executed and inventory is no longer returnable and used in the generation of revenues. Obsolete Inventory on Hand Inventory on hand without any Business Partner demand (I. Must consider any net realizable or scrap value. This number should equal or be greater than "Actual Inventory at Risk" NCNR % (Non-cancelable Non-returnable) NCNR = non cancelable and non returnable.. Risk & Exposure SIP Input Services in Progress Costs capitalized for on-going projects. the percent of materials on order that can not be cancelled without penalty and 2. zero active demand for the product) Obsolete Inventory on Order Inventory on order without any Business Partner demand (I.

NET SIP Exposure OR (Reserve) Calculation: (Inventory Reserve + OTC Accural for Inventory) – (Total SIP Risk covered by reserves) Forecasted SIP Forecasted Services in Progress at month end. 16 . le or scrap value.

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