Roll Over Manual

7/28/2019 Roll Over Manual

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WEEKLY TRACKER MODULE

Business Explanation

The weekly tracker is used to collect, consolidate and report on Flextronics key businessmeasurements 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 itby Wednesday, 10 AM PST. Data in the Weekly Trackermust agree to the Actuals data at month end. SiteControllers are responsible for the completed input at site level. Regional Coordinators will monitor input andensure that sites in each region complete their input by the deadlines. They are also responsible fordistributing a Regional Report to all applicable Finance staff. The Corporate Coordinator will review theresults and prepare the final Senior Management Report for publishing on Tuesday at 10:00 AM PST.

Timeline

Step Description Responsible Deadline

1 System rollover; new week is available for input.Corporate

CoordinatorThursday 5:00 PM PST

2 Input site data & send when complete. Site Controller Monday 12:00 PM PST10:00 AM PST inActuals & Fcst Weeks.

3 Period locked and system calculated.Corporate

Coordinator

Monday 12:00 PM PST10:00 AM PST inActuals & Fcst Weeks.

4Ensure all input forms are complete. Incompletesites will be contacted to obtain missing data & willreceive a point on the Corporate Score Card.

CorporateCoordinator

Monday 11:00 AM PST11:00 AM PST whenActuals are due.

5Prepare Weekly Tracker Report for SeniorManagement.

CorporateCoordinator

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 ModulesB. 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 DocumentationD. Request Help: Request to System SupportE. Close Session: This will end your current session and close all the applicationsF. Report Portal: This will take you back to the Global Finance PortalG. Report Wizards: This will launch the report wizards selection screenH. 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, thecut off regardless the input deadline, is always on Friday. (Please check the Corporate Calendar for moredetails).

http://intranet.flextronics.com/Finance/default.aspx
http://home.flextronics.com/finance/files/Site%20Reporting%20Performance%20Scorecard%20-%20January%20FY04.xlshttp://intranet.flextronics.com/finance/OutlookSoft/Weekly%20Tracker%20User%20Manuals/WT%20Timelines%20(America,%20Asia%20and%20Europe).xlshttp://intranet.flextronics.com/finance/OutlookSoft/Weekly%20Tracker%20User%20Manuals/WT%20Timelines%20(America,%20Asia%20and%20Europe).xlshttp://intranet.flextronics.com/Finance/default.aspxhttp://home.flextronics.com/finance/files/Site%20Reporting%20Performance%20Scorecard%20-%20January%20FY04.xlshttp://intranet.flextronics.com/finance/OutlookSoft/Weekly%20Tracker%20User%20Manuals/WT%20Timelines%20(America,%20Asia%20and%20Europe).xlshttp://intranet.flextronics.com/finance/OutlookSoft/Weekly%20Tracker%20User%20Manuals/WT%20Timelines%20(America,%20Asia%20and%20Europe).xlshttp://intranet.flextronics.com/Finance/default.aspx


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Click on the Weekly Tracker Module to access the Weekly Tracker Input Schedules.

Input Instructions

*** All inputs should be done at Child level unless stated otherwise ***

All numberinformation 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

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Weekly Input Schedules

There are 7 input schedules to be completed weekly, FDSS & Manual sites should use the sameInput Schedules.

Weekly Input01 Actuals Input

This form presents a page view of the inputs to be captured by site. The accounts are displayed down the

rows and periods are displayed across the columns. The current week input cells has an Adjustment Linkthat will take you to the end of the sheet to adjust week figures. At month end, the Month MUST agree to the

Actuals data

For the Month End Submission, automated accounts (from the Actuals Module) will be loaded into theWT Application after the Actuals have been finalized by the Corporate Teams. This usually takes place untilday +6.

Please do not submit a GFS ticket on automated accounts at month end. The MEP vs

BPPL for automated accounts will be cleaned up by corporate before WT figures are

distributed. All accounts are automatic but AR Aging.

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1. Update all necessary accounts according to the Weekly Tracker Account Definitions (page 8).2. Click on Send Data to send data to the database.3. To review the sent data, click Refresh.4. When finished, click Close to exit the workbook (DO NOT SAVE CHANGES).

To adjust FDSS Load type the amount you want to add or subtracts of FDSS Load Column. Click on senddata and then click on Send active worksheet.

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Current Week will

have the Adjust

Data link.


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The following accounts that are automatically populated in regular weeks, theres no need to do anythingabout those:

Accounts Payable: Inventory in Transit: 3rdParty

Accounts Payable - Overdraft ChecksOutstanding

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 byBusiness Partner for the current week. The Business Partners are displayed down the rows and the accountsare displayed across the columns.

The first time a site updates the input schedule; all Business Partners will need to be added.Subsequently, the same Business Partners will be listed for input each week (no need to select all BusinessPartners again). After the initial Business Partner selection, only new Business Partners will need to beadded in the future weeks.

To add a Business Partner not listed in the Main Page, go to Initial Entry and double click double click the cell

as indicated:

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The Business Partner selection box will appear. Check the box of the needed Business Partner and clickOK (up to 10 Business Partners can be added at once). Once the data for the Business Partner is sent, itwill move to the top section of the form.

1. Update all necessary accounts according to the Weekly Tracker Account Definitions (page 8).2. Click on Send Data to send data to the database.3. To review the sent data, click Refresh button.4. When finished, click Close to exit the workbook (DO NOT SAVE CHANGES).

03 AR Comments Input Schedule

Comments must be input at Parent Level.Complete the AR Commentary fields according to Best Practices document:

a) Comments for customers with past due amounts:i. Mandatory for past due amounts above $100K and 6+ days PD% greater than 10%.ii. Provide details for each bracket (1 to 5, 6 to 10, 11 to 30, etc)iii. Explain what is holding the paymentiv. 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 thecurrent month. The Business Partners are displayed down the rows and the accounts are displayed acrossthe columns. The AR Aging accounts that were completed in the Weekly Inputs for the last week of themonth will automatically be loaded to this input schedule. Update the remaining accounts by BusinessPartner.

Accounts that are updated in the Actuals Module will be loaded to this input schedule. The AllCustomers total must agree to the Actuals Total. To confirm, the Validation line for all accounts must bezero.

1. Update all necessary accounts according to the Weekly Tracker Account Definitions (page 8).

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2. Click on Send Data to send data to the database.3. To review the sent data, click Refresh.4. When finished, click Close to exit the workbook (DO NOT SAVE CHANGES).5. Verify Validation line = 0.

05 Inventory Risk Input Schedule

This form presents a page view of the Inventory Risk accounts to be captured by Business Partner forthe current month. The Business Partners are displayed down the rows and the accounts are displayedacross the columns.

Accounts that are updated in the Actuals Module will be loaded to this input schedule. The All Customerstotal must agree to the Actuals Total. To confirm, the Validation line for all accounts must be zero.

1. Update all necessary accounts according to Weekly Tracker Account Definitions (page 8).2. Click on Send Data to send data to the database.3. To review the sent data, click Refresh.4. When finished, click Close to exit the workbook (DO NOT SAVE CHANGES).5. Verify Validation line = 0.

Columns in gray are lock for inputs.

06 Exposure Comments Input Schedule

Comments must be input at Parent Level.

07 WT Status Input Schedule

WT Status input is to confirm Site Controller review information, it has to be done at Child level, onceyou signed one child Parent will be automatically change to Yes.

Sites in exception list must do the sign off on Month end week

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VIR Adjustments

AR: VIR Adjustments is populated out of last months figure, it will be weekly updated automatically andadjusted at month end. No action sites required.

Inv: VIR Adjustments has to be manually adjusted in month end week.

Weekly Tracker Account Definitions

For more detail please refer to Balance SheetDefinition File, posted in the following link:

http://intranet.flextronics.com/finance/Global%20Standards/Balance%20Sheet%20Definitions.pdf

Actuals Input

Net External Sales

Total Sales to a Third Party. Non-Revenue shipments or invoices, such as Inventory sales (Part Sales) orrent, should not be included.Input total activity for the current week only.

Accounts Payable: Trade

Balances owed to suppliers/vendors/other external parties for goods, supplies & services.Input balance for the end of the week only.

Accrued Inventory Financing

This account should be used to accrue a liability associated with the repurchase of inventory. See InventoryRecognition policy 2.6 Section IIInput balance for the end of the week only

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http://intranet.flextronics.com/finance/Global%20Standards/Balance%20Sheet%20Definitions.pdfhttp://intranet.flextronics.com/finance/Global%20Standards/Balance%20Sheet%20Definitions.pdf


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Deferred Revenue

Cash received or an invoice is generated but the earnings process is not yet complete and revenue is not yetrecognized. Deferred income is reflected as a liability until the earnings process is complete and revenue isrecognized.Input balance for the end of the week only.

ABS (Asset Backed Securitization) Investments

Accounts Receivables sold into the ABS program as calculated in connection with the ABS monthlysettlement.

Input balance for the end of the week.

External Factored AR (Excludes ABS)

All factored balances where the risk still remains with the company.Input balance for the end of the week.

AR Adjustments

Any AR adjustments not defined in the other sections. For example permanently re-classing Trade AR toIntercompany AR, Other AR, Business Partner Deposits, or some other GL account.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.Also items shipped, but not invoiced due to system errors & payments received by the bank, and notificationwas not provided to Flextronics in time to post the payments before the month end cut-off.Input balance for the end of the week only.

AR Non-Revenue

Invoices in control account related to non-revenue invoices. Examples include: billings for excess andobsolete inventory, materials sold back to suppliers, Business Partners, or third party companies. Invoices forinterest charges, legal fees, or invoices related to any non-revenue GL account.Input balance for the end of the week only.

Other Receivable

Other receivable not associated with trade sales and is not included in the aged AR listing supporting 1100Trade Accounts Receivable. Example would be an AR for the sale of Fixed Assets.Input balance for the end of the week only.

Fixed Asset Additions

A Fixed Asset purchase excluding the following: all inter-company transfers, assets included in acquisitions,and disposals.Input total activity for the current week only.

New Lease Additions

Leased additions should include both financial and operating leases. Exclude inter-company transfers of anexisting lease.Input total activity for the current week only.

Proceeds

External sale of an asset. Only include when cash is received.Input total activity collected for the current week only.

Net Capital Expenditure

Calculation: Fixed Asset Additions - Proceeds

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Gross Purchase Price Variance

GPPV should be stated as Net of favorable and unfavorable variances from PO to Standard cost. IncludeInvoice Price Variances when they are capitalized.Input total activity for the current week only.

Total Purchases

Inventory receipts should be stated as gross receipts at standard cost, excluding returns.Input total activity for the current week only.

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, but revenuerecognition and disposition of inventory is not appropriate. See requirements of policy 2.06, InventoryRecognition section II, section 3 Inventory or OCA for more information. Normally this is applicable to bill &hold or other transactions where revenue is not recognized, but title and risk of loss have passed to the 3rdparty.Input balance for the end of the week only.

Inventory: Raw Material

Cost assigned to physical goods & materials on hand, but not yet placed into production.Input balance for the end of the week only.

Inventory: Challenge on Site

Inventory on premises that cannot be received.This account is populated by the last month ending balance. No manual input.

Inventory: In Transit 3rd Party

Amount accrued on the balance sheet based on the invoices received for the goods, but not yet received atthe plant.This account is populated by the last month ending balance. No manual input

Inventory: Work in ProgressCost of raw materials on which production has started, but not ready for sales; the direct labor cost applied to& a ratable share of overhead costs.Input balance for the end of the week only.

Inventory: Finished Goods

Costs of completed, but unsold units on hand, including raw materials, labor & overhead costs.Input balance for the end of the week only.

Inventory on Hand

Calculation: RAW + WIP + FG + 3 rd Party + Challenge

Capitalized Purchase Price Variance (Capitalized PPV)The difference between the standard cost of the component and the actual price paid. The capitalized portionrepresents the PPV associated with the inventory on hand to value the inventory at the lower of cost ormarket (GAAP).This account is populated by the last month ending balance. 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.This account is populated by the last month ending balance. No manual input

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Gross Inventory

Calculation: Inventory on Hand + Capitalized PPV + Capitalized LOH

AR Aging Input

AR Current

Accounts Receivable balance due within Payment Terms 30, 45, 60, 75 days (See Net Payment Terms).

AR Past Due

AR 1 5 days Past DueAR Balances 1 5 days past the Payment Terms.


AR 1 10 days Past DueAR Balances 1 10 days past the Payment Terms (AR 1 5 + AR 6 10).



AR 6+ days Past Due

AR Balances 6 or more days past the Payment Terms.AR 11+ days Past DueAR Balances 11 or more days past the Payment Terms.

AR 61+ days Past DueAR Balances 61 or more days past the Payment Terms.

AR Control

Includes all unpaid invoices, including: non-revenue invoices, debit & credit memos (notes), & unapplied cash.It should not include intercompany invoices or unapplied cash received from other Flextronics sites forintercompany invoices.

AR Control is the sum of the following AR Past due accounts: AR Current, AR 1 5, AR 6 10, AR 11 30,AR 31 60, AR 61+.Input balance for the end of the week only.

Trade AR

Calculation: (AR Control + AR Adjustments + AR Accruals) AR Non-Revenue.

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, in days, for the Business Partner credit terms. Net 30 termswould be entered as 30. Net 60 days is entered as 60. Terms such as the 10th day after the 2nd monthfollowing product receipt should be entered as a number between 85 and 105, depending on shippingmethod.

Total AR QTR End Forecast

The expected ending balance for the AR Trade account at quarter-end. The forecast should consider therevenue forecast, timing of shipments credit terms, and other factors that affect the AR balance.

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AR 11+ PD Forecast

The Trade AR balance that that is expected to be 11 or more days past due at quarter-end. The targetamount for most sites is zero dollars past due.

AR PD Target %

Calculation: AR 11+PD Forecast / Total AR QTR End Forecast. The expected Target for most sites isbetween 0% and 2%.

Over Credit Limit Approver

Sites must explain who approved going over the Credit limit.

Over Credit Limit Reason

Sites must explain why the Credit limit was exceeded.

Over/Under Credit Limit

Calculation: Credit Limit Total Exposure

AR Commentary Input should be at Parent Level

Reason Code:APO - BUSINESS PARTNER IS WAITING FOR FLEX TO PAY THEMCRT - BUSINESS PARTNER CLAIMS LONGER CREDIT TERMSDBT - BUSINESS PARTNER TOOK UNAPPROVED DEDUCTIONFIN - CASH FLOW PROBLEMSFRT - DISPUTING FREIGHT CHARGESINV - INVOICE MISSING. INVOICE COPY IS NEEDEDPAL - AR TO APPLY PAYMENT TO OPEN INVOICESPAP - PAYMENT PROMISED. BUSINESS PARTNER CLAIMS PAID, BUT PAYMENT NOT RECEIVEDPNA - PAID, NOT APPLIED. PROBLEMS ARE RESOLVED AND PAYMENT IS PROMISEDPOD - MISSING SHIPMENT, PROOF OF DELIVERY IS REQUIREDPRI - PRICE ON PO VARIES FROM INVOICEQAL - PRODUCT QUALITY. NOT PAYING UNTIL PRODUCTS ARE FIXEDQAN - QUANTITY SHIPPED IS OVER THE PO QUANTITYRES - RESERVED. POSSIBLE WRITE OFFRMA - RMA DEDUCTION OR SHORT PAYMENT

WPO - 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. Example: 30, 45, 60, 75 days. Use best numerical estimatefor 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 totaloutstanding receivables. Refer to the Corporate Collection Policy.

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OTC Accrual AR

Must be a direct result of Management's decision to disengage with a specific Business Partner or productline, resulting in collectibles issues. AR impairment needs to be above and beyond normal operationalcollection issues associated with outstanding AR.

AR Adjustments

Any AR adjustments not defined in the other sections. For example permanently re-classing Trade AR toIntercompany AR, Other AR, Business Partner Deposits, or some other GL account.

AR AccuralsReversing accruals required for correcting payments/invoices that could not be corrected prior to month end.

Also items shipped, but not invoiced due to system errors & payments received by the bank, and notificationwas not provided to Flextronics in time to post the payments before the month end cut-off.

AR Non-Revenue

Invoices in the control account that are related to non-revenue invoices. Examples include: billings for excessand obsolete inventory, materials sold back to suppliers, Business Partners, or third party companies.Invoices for interest charges, legal fees, or invoices related to any non-revenue GL account.

AR Current

Accounts Receivable balance due within Payment Terms 30, 45, 60, 75 days (See Net Payment Terms).

AR 1 5 days Past Due

AR Balances 1 5 days past the Payment Terms.




AR Balances 1 10 days past the Payment Terms (AR 1 5 + AR 6 10).





AR 6+ days Past Due

AR Balances 6 or more days past the Payment Terms.

AR 11+ days Past Due


AR 61+ days Past Due


AR Past Due

All AR Balances past the Payment Terms.

AR 6+ PD %

Calculation: AR 6+ PD $ / AR Control

AR 11+ PD%

Calculation: AR 11+ PD $ / AR Control

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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 andcannot pay or refuses to pay). These may or may not be specifically reserved in the AR Reserve account.

Forecast AR

Estimated AR reserve at month-end (include expected increases or reductions to the reserve during themonth. This number should equal or be greater than "Actual AR at Risk".

Business Partner AP

AP balances due to Business Partners who are also suppliers of materials used in the Business PartnerBOM. This should include the market value of consigned materials purchased by or given to Flextronics at nocharge.

Inventory Risk Input

Inventory: Raw Material

Cost assigned to physical goods & materials on hand, but not yet placed into production.

Inventory: Challenge on Site

Inventory at the site that cannot be received.

Inventory: In Transit 3rd Party

Amount accrued on the balance sheet based on the invoices received for the goods, but not yet received atthe site.

Inventory: Work in Progress

Cost of raw materials on which production has started, but not ready for sales; the direct labor cost applied to& a ratable share of overhead costs.

Inventory: Finished Goods

Costs of unsold completed units on hand, including raw materials, labor & overhead costs.

Inventory on Hand

Calculation: RAW + WIP + FG + 3 rd Party + Challenge

Inventory Reserve

Provision for expected excess and obsolescence from operating activities

OTC Accrual Inventory

One Time Charge Accrual for Inventory - a Direct Result of managements decision to disengage with aspecific Business Partner or product line pursuant to the exit plan. Inventory impairment should be quantifiedas of date disengagement is executed and inventory is no longer returnable and used in the generation ofrevenues. Must consider any net realizable or scrap value.

Excess Inventory on Hand

On hand inventory in excess of Business Partner demand backed by a PO, contractual binding forecast, orother contractual obligation clearly defining Business Partner as ultimately liable for the inventory.

Excess Inventory on Order

On order inventory in excess of Business Partner demand which is backed by a PO, contractual bindingforecast, or other contractual obligation clearly defining inventory ultimately as Business Partner liability.

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Excess Inventory at Risk

Excess Inventory with a high probability of write-off (no Business Partner demand); for example - NonCancelable/Returnable material without Business Partner coverage, and minimum expectation of increaseddemand to use inventory.

Obsolete Inventory on Hand

Inventory on hand without any Business Partner demand (I.E., zero active demand for the product)

Obsolete Inventory on OrderInventory on order without any Business Partner demand (I.E., zero active demand for the product)

Obsolete Inventory at Risk

Obsolete Inventory with a high probability of write-off (no Business Partner demand); for example - NonCancelable/Returnable material without Business Partner coverage, and minimum expectation of increaseddemand to use inventory.

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) - (Inventory Risk)

Forecast Inventory Reserve

Estimated Inventory reserve at month end (include expected increases or reductions to the reserve during themonth). This number should equal or be greater than "Actual Inventory at Risk"

NCNR % (Non-cancelable Non-returnable)

NCNR = non cancelable and non returnable. The weighted average of: 1. the percent of materials on orderthat can not be cancelled without penalty and 2. the percent of raw materials that can not be returned to thesupplier or sold on the open market for the purchase price or greater.

Risk & Exposure SIP Input

Services in Progress

Costs capitalized for on-going projects, where revenues matched have not been recognized under thepercentage of completion method.

Inventory Reserve

Provision for expected excess and obsolescence from operating activities

OTC Accural Inventory

One Time Charge Accrual for Inventory - a Direct Result of managements decision to disengage with aspecific Business Partner or product line pursuant to the exit plan. Inventory impairment should be quantifiedas of date disengagement is executed and inventory is no longer returnable and used in the generation ofrevenues. Must consider any net realizable or scrap value.

Total SIP Risk

Amount of Service in Process that is not likely to be paid by the Business Partner.

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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.

le or scrap value.

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