Goodner Brothers Case Template
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AEM 4532 / NACCT 5532 – Fraud Examination
Case Assignment: Goodner Brothers, Inc.
Student Name: Xiaoxu
Shi
Net ID: xs387
Please provide an answer to each of the case questions below. The answers in total should be at least 400 words (across all answers).
1.
List what you believe should have been the three to five key internal control objectives of Goodner’s Huntington sales office.
To improve control in the Huntington sales office, first, they need a better way to manage
inventory. This means keeping accurate records of what they have and doing regular checks to
make sure everything matches up. Also, they should split up tasks like sales and keeping track of
inventory so no one person has too much power over the records.
Secondly, they need to control who can access their accounting and inventory systems. Only
authorized people should be allowed in, and they should protect these systems with passwords.
Plus, they should keep an eye on the records to catch any problems early, and make sure
everyone knows the importance of following the rules and being honest through regular training.
2.
List the key internal control weaknesses that were evident in the Huntington unit’s operations.
The Huntington unit has some big problems with keeping its finances in check, as shown in the Goodner Brothers case. One major issue is that employees can access both the accounting system
and inventory storage without any clear rules. This makes it easy for someone to mess with records and hide fraudulent activities. Also, they rely too much on manual inventory counts, which leads to mistakes and makes it easier for theft to happen without getting caught.
Plus, employees have too much freedom to enter transactions without anyone watching. This lack of oversight makes it even easier for fraud to slip through the cracks. To fix these issues, they need to make sure different people handle different tasks, improve how they track inventory,
tighten controls over who can access the accounting system, and keep a closer eye on records to catch any problems early. It's also crucial to educate employees about the importance of honesty and following rules to create a safe and trustworthy work environment.
3.
Develop one or more control policies or procedures to alleviate the control weaknesses you identified in responding to Question 2.
To improve control at the Huntington unit, they can implement clear policies and procedures. For instance, a segregation of duties policy can assign specific tasks to different employees, preventing one person from having too much control. They can also establish inventory control procedures, such as regular checks and using technology like barcodes to track inventory accurately. Tightening access controls to the accounting system and enforcing a review process for transactions can reduce the risk of unauthorized activity. Additionally, implementing monitoring protocols and providing comprehensive training on internal controls and ethical behavior can create a culture of accountability and integrity within the organization.
4.
Besides Woody Robinson, what other parties were at least partially responsible for the inventory losses Goodner suffered? Be sure to provide explanation (defense of your answer).
Felix Garcia, the sales manager, failed to oversee operations effectively. Neglecting
inventory management and financial controls, Garcia's lack of attention allowed theft
opportunities to go unnoticed. His dismissive attitude towards auditors and failure to
address inventory discrepancies demonstrate negligence. Internal auditors and
management also bear responsibility. Infrequent audits, occurring every 15 to 20 months,
overlooked discrepancies. Management's focus on year-end balances instead of
operational processes contributed to this oversight. The Huntington unit's overall lack of
internal controls and oversight created fertile ground for fraud. Weak inventory control
procedures, inadequate supervision, and insufficient training on fraud prevention all
played roles in the undetected losses.
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