Our audit procedures to test the existence of the
inventories mainly consist of testing the relevant
internal control procedures, specifically by testing the
inventory cycle counts that are periodically performed
by management and the automated recording of sales
transactions (three-way-match). Throughout the year,
we have attended a selection of inventory cycle counts
in stores and in the distribution centers, to validate
counts performed by the company. We compared our
count results with the results of the counts by Beter Bed
representatives.
Furthermore, we have applied data-analysis software
on the source data in SAP to reperform the three-waymatch
between order-delivery-invoice/payment. The
results of the reperformance have been compared to the
results of the automatically processed revenue
transactions in inventories. We did not identify any
material differences between our procedures and
management’s registration.
To validate the valuation of inventories, we performed
test of details on actual margins and valuation of
obsolete inventories. We assessed whether there were
inventories which were sold with a (consistent) negative
margin by evaluating recent sales invoices from
January and February 2016 to validate management’s
assessment and decision whether inventories should or
should not be provided for. Furthermore we analysed
the inventory turnaround and compared that to
management’s estimates on obsolete inventories.
For the allocation of supplier bonuses to the valuation
of inventories at cost we recalculated the supplier
bonuses per supplier based on supporting contracts.
The settled supplier bonuses were tested by reconciling
them to the bank statements. Unsettled bonuses have
been validated by assessing the quality of historical
estimates. Furthermore we have validated
mathematical accuracy of the allocation to inventories
as per year end based on the inventory turnaround.
Based on the procedures described we consider
management’s estimates, which are the basis of the
inventory valuation, as acceptable