Accounting 101 Basics – Perpetual Inventory Control System

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Perpetual Inventory Control System  - ronnieb
Perpetual Inventory Control System - ronnieb
Learn the meaning of a perpetual inventory control system, how it interacts with the accounting general ledger book value and the inventory process.

This article looks at the meaning of the perpetual inventory. It’s also important to understand the relationship of the physical inventory in real time compared to the general ledger book value. This article also looks at the inventory process and how a perpetual inventory is maintained in general terms.

What is a Perpetual Inventory Control System?

In accounting terms the word perpetual means continuous. Normally a perpetual inventory is updated in real time. As a product is sold, the inventory is updated instantaneously. Likewise when the product is receipted, the stock record is updated at the moment of receipt. In contrast, an inventory that is only updated with a physical count would not be considered a perpetual inventory control system.

Point of Sale and Perpetual Inventory System

The development of computerized inventory systems has made of the task of maintaining a perpetual inventory a much easier task. As a product is sold, a computerized point of sale system instantly updates the inventory. Most point of sale systems decreases the inventory automatically when an invoice is created. If a product is returned, the credit invoice will automatically increase the physical inventory when the credit is written.

Perpetual Inventory System and Accounting Interface

A true point of sale system will not only update a perpetual inventory, it will also create accounting journal entries. The journal entries will then post to the general ledger. The complete interface between the perpetual inventory and accounting occurs automatically when the invoice is created. Besides updating the inventory general ledger, the invoice will also update other general ledgers like:

  • sales
  • accounts receivables
  • cost of goods sold
  • cash
  • freight
  • sales tax

Depending on the business model, other general ledger accounts may also be updated besides the typical accounts listed above.

Physical Inventory Value vs. Book Value

When inventories are updated periodically, there is often a gap between the general ledger and physical inventory value. Since the general ledger is updated instantaneously with a perpetual inventory system, there tends to be a more accurate balance between the physical inventory and the book value than other types of systems. There are however other factors that can make it more difficult to have an accurate balance between the general ledger book value and the physical inventory.

Delays in posting receipts or delays in posting supplier invoices are some examples that can create an out of balance condition. If for example goods were posted into the perpetual inventory system and the suppliers invoice is posted to the general ledger a few days later, the general ledger would be understated. Returns to suppliers and work in process are other examples of an out of balance condition.

James Clausen, Melody Clausen

James Clausen - Clausen received a Bachelors Degree in Business Administration in Automotive Management and Marketing at Northwood University, graduating ...

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May 28, 2010 11:45 AM
Guest :
::: In the interest of helping U.S. businesses and manufacturers compete and address inventory control issues, these technology planning tips may help when considering software and technology decisions :::

12 Steps to a Better ERP Launch©
Carlos Lozano, MCS, MBA, Consultant

Improved processes and a competitive edge are the destination, but how do you get there? Whether your business is entering a first ever enterprise resource planning (ERP) experience or considering a move to an ERP that more effectively meets current requirements, clear expectations and planning can improve your experience and near term success. The following steps will help you reach your goal.

1)Quantify ROI expectations. Know why you are implementing a new ERP and what the results will be. These should be specific to the processes you are seeking to improve such as inventory, and the time frame in which the ROI is to take place.
2)100% organization “buy in” is essential, including managers and non-managers. Buy in looks this way:
A.Be willing to commit the time, information, processes and resources to making this transition successful.
B.Keep the vision of improved competitiveness and profits at the forefront at all times.
C.Accept that current processes will change and prepare to adapt to the new processes.
3)Understand who owns the final responsibility for success.
A.The company is the final owner of the outcome.
B.Consulting partners facilitate success, provide tools and expertise.
4)The CEO, COO or CFO assign individuals or a group as project managers and empower them to insure compliance, buy in and smooth process execution. Empowerment is a tool for addressing organizational resistance.
A.Project managers should include key player from all departments and processes.
B.Project manager should welcome individual input while conveying that they will have final decision making responsibility.
5)Assume that the project will take time away from established resources for the project implementation period.
A. Time impacts productivity.
B.Time may require additional human resources allocation or redistribution on a temporary basis.
C.Plan ahead to compensate for these changes.
6)Stick to the initial scope of the project, unless a critical element has been overlooked, and save the “wish list” for later.
7)Acknowledge expertise gaps and bring in objective outside resources when necessary for first round implementation success.
8)Assume that change is not easy but it is the way to growth. Let go of what isn’t working for your organization. The goal is greater efficiency and competitiveness. If the old way worked, your organization wouldn’t have launched on the path for a new ERP.
9) Train to reinforce, test, transfer knowledge and insure the best delivery for your project. Training completes the cycle and takes the hypothetical to real world success.
10) Make a clean break. Do not run parallel systems once you launch. This reinforces old behaviors and habits. Test the system before launch and make sure everything works before you Go Live.
11) Allocate on-site support for the first 30 days or more after you go live. Do not assume that your human resources already know how to do their job in the new construct. It’s easier to identify and fix glitches earlier than later.
12) ERP will not be painless but the process can be made easier by following these guidelines.

Carlos Lozano, an entrepreneur and international manufacturing and ERP software expert, has launched two successful technology companies during the last 20 years. He is currently the CEO of ITS-Dynamics, Inc., with operations in Austin, Texas, Mexico and Chile, and the company is a leading technology partner both the U.S. and in Latin America. Lozano is an MBA graduate of the IPADE School of Business, considered one of the world’s top MBA programs. He may be contacted at info@its-dynamics.com or you may visit the company web site: http://www.its-dynamics.com

Oct 21, 2010 3:17 PM
Guest :
very informative
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