Invoices Orders Quotes

Why you do such a thing?” Ito demanded. “Because I think Blue Ribbon could be great success,” Sumeragi said, “maybe $20 million account. I shake hands many times with Mr. Steve Prefontaine. I shake hands with Mr. Bill Bowerman. I go many times to Trail Blazer game with Mr. Phil Knight. I even pack orders at warehouse. Nike is my business child. Always it is nice to see one’s business child grow.” “So then,” Ito said, “you hide invoices because . . . you . . . like these men?” Deeply ashamed, Sumeragi bowed his head. “Hai,” he said. “Hai.

The tricky thing is that “until” often wears a cloak of responsibility. It pretends that it’s not about being lazy but rather about making sure everything is in order before you start. It would be foolish to come up with a great invoice system until I really know what my business is about. Once I have a core mission, the rest of the pieces will fall into place, but until then, it would be wasted effort.

Thakur’s findings were not news to Ranbaxy’s top executives. Just ten months earlier, in October 2003, outside auditors started investigating Ranbaxy facilities worldwide. In this case, the audits had been ordered up by Ranbaxy itself. This was a common industry practice: drug companies often hired consultants to audit their facilities as a dry run to see how visible their problems were. If the consultants could find it, they reasoned, then most likely regulators could too. The fact-finding mission by Lachman Consultant Services left Ranbaxy officials under no illusion as to the extent of the company’s failings. At Ranbaxy’s Princeton, New Jersey, facility, auditors found that the company’s Patient Safety Department barely functioned and training was essentially “non-existent.” The staff had no written protocols for investigating patient complaints, which piled up in boxes, uncategorized and unreported. They had no clerical help for basic tasks like mailing out the patients’ samples for testing. “I don’t think there’s the same medicine in this medicine,” was a common refrain from patients. Even when there were investigations, they were so perfunctory and half-hearted that expiration dates were listed as “unknown,” even when they could easily have been found from a product’s lot number. An audit of Ranbaxy’s main U.S. manufacturing plant, Ohm Laboratories in New Jersey, found that the company, though required to report adverse events to the FDA, rarely did so. There was no system to capture patient complaints after hours, and no global medical officer to ensure that any potential negative consequences for patients were being monitored. The consultants from Lachman urged Ranbaxy to address these problems globally. Ranbaxy’s initial reaction to the findings was to question the number of hours, and the resulting invoice, that Lachman had sent for its work.

friends had started hanging around. Franny could feel her stomach hardening and twisting into knots when they arrived, pushing and shoving one another and tripping over their huge basketball shoes. It was a wonder they didn’t knock over a display rack or topple one of the neatly stacked pyramids of paint cans. They seemed to be everywhere at once, and she couldn’t possibly keep an eye on all of them. Actually, she was a little afraid of them. While they dressed like kids, she knew they were actually young men. They were bigger than she was and full of rough male energy. From what she observed it seemed Ben was their leader and they were reporting to him. She was sure they were up to no good. Their whispered conversation was full of winks and nudges, and they constantly checked over their shoulders to see if they were being overheard. She tried to keep her distance, but if she had to approach them to help a customer, she noticed they would move away or fall silent. Whenever Mr. Slack appeared, they disappeared. Returning to the invoices, Franny went through them one more time. She couldn’t understand it. According to the paperwork, the store had received enough batteries to last through the summer, based on her best estimate using last year’s figures. They’d gotten twenty boxes each of AA and D batteries, the most popular sellers, and ten boxes each of the other sizes. Last week she’d noticed the display rack was nearly empty, and she’d asked Ben to fill it. “Can’t,” he’d said, avoiding her eyes. “They’re all gone.” “There should be plenty in the storeroom,” she’d insisted, looking curiously at his two buddies, who were lounging by the paint display. They seemed to find the conversation extremely amusing. “Go check again.” “There’s no point. I’m telling you, they’re all gone. Look, I’m taking a break now,” he’d said, signaling his friends to follow him outside. Sure enough, she couldn’t find any batteries in the storeroom, either. She was sure they hadn’t been sold; she would have noticed the unusual number of sales and ordered more. Where had they gone? It was very disturbing, especially since she’d been having such a hard time lately making up the bank deposit. That was always the first task of the day. She would take the previous day’s take out of the safe and add up the checks and cash, square them with the total sales figure, and fill out the deposit slip. Then Mr. Slack would put the whole business in a blue vinyl zippered pouch and take it to the red-brick bank across the street. For the past few weeks, however, she hadn’t been able to get the figures to match, even though

■ Poor labor efficiency due to lack of job costing ■ Sales team focus on revenue rather than margin (discounting quotes, making concessions, and so on) ■ A lack of emphasis on service sales (rather than product sales), which were generally more profitable ■ Excessive punch list items requiring follow-up work without the ability to invoice ■ Errors in order entry: finish, fabric, pricing, and so on ■ Installation damage and concealed damage on receipt of product ■ Excessive nonbillable overtime ■ High average collection days ■ Small-tool loss and damage

list of documents that may be required. It can look intimidating, especially if you’ve not been actively involved in your family finances, but don’t panic. If you can’t find all of them or don’t have access, there is a later step in the divorce process called “discovery,” when you can legally compel the other side to provide copies of anything else you need: •Individual income tax returns (federal, state, local) for past three years •Business income tax returns (federal, state, local) for past three years •Proof of your current income (paystubs, statements, or paid invoices) •Proof of spouse’s income (paystubs, statements, or paid invoices) •Checking, savings, and certificate statements (personal and business) for past three years •Credit card and loan statements (personal and business) for past three years •Investment, pension plan, and retirement account statements for past three years •Mortgage statement and loan documents for all properties you have an interest in •Real estate appraisals •Property tax documents •Employment contracts •Benefit statements •Social Security statements •Life, homeowner’s, and auto insurance policies •Wills and trust agreements •Health insurance cards •Vehicle titles and/or registration •Monthly budget worksheet •List of personal property (furnishings, jewelry, electronics, artwork) •List of property acquired by gift or inheritance or owned prior to marriage •Prenuptial agreements •Marriage license •Prior court orders directing payment of child support or spousal support Your attorney or financial advisor may ask for additional documents specific to your case. Some of these may not be applicable to you.