SUMMARY AND CASE CONCLUSIONS
After 3 days in Bozeman, Jason and Maria returned to Northwest's main office and filed their audit report. One week later, they were summoned to the office of Roger Sawyer. Northwest's director of internal auditing, to explain their findings. Shortly hereafter, a high-level internal audit team was dispatched to Bozeman to take a closer look at the situation.
When the audit team returned, Jason and Maria inquired about their findings were told the situation was still under investigation. Six months later, a company newsletter included an announcement that the Springer family had sold their remaining 10% interest in the Bozeman business to Northwest and had resigned from their management positions. Two Northwest executives were transferred in to replace them. Still, here was no word on the audit findings.
Two years later, Jason and Maria were assigned to a job supervised by Frank Ratliff, a member of the high-level internal audit team. After hours, Frank told them the story. Based on Jason Maria's the investigation team had examined a large and reports, sample of purchasing transactions and ping and payroll records all employee for a 2-month period. The team had also taken a detailed physical inventory. The investigators discovered that the problems identified by including missing purchase requisitions orders, and receiving reports. as well as excessive prices purchase were widespread, found occurred almost exclusively in trans hey that these problems actions with three large vendors from whom Springer's had purchased several million dollars’ worth of inventories and supplies. The team discussed the unusually high item prices with the vendors but did not receive a satisfactory explanation. However, a check of the business-licensing bureau revealed that Bill Springer held a majority county ownership interest in each of these three companies. By authorizing excessive prices to companies he owned, Springer had earned significant share of several hundred thou a and dollars of excessive profits, all at the expense of Northwest Industries.
The investigation team also found evidence that several of Springer's employees were paid for more hours than documented by timekeeping records. Finally, the team determined Springer's inventory account was materially overstated. The physical inventory revealed that a significant portion of recorded inventory did not exist and that other portions were obsolete. The adjusting journal entry reflecting Springer's real inventory wiped out much of the outlet's profits over the past 3 years.
When confronted, the Springer’s vehemently denied any laws had been broken Northwest considered going to the authorities for a formal fraud investigation but were concerned its case was not strong enough to prove in court. Northwest also worried e publicity might damage the company's position in Bozeman. After months of negotiation, the Springer’s agreed to the settlement reported in the newsletter. Part of the settlement was that no public statement would be made about any alleged fraud or embezzlement involving the Springer According to Frank, this pol icy was not unusual. In many cases of fraud, settlements are reached quietly, with no legal action taken, so the company can avoid adverse publicity
SUMMARY AND CASE CONCLUSIONS
After 3 days in Bozeman, Jason and Maria returned to Northwest's main office and filed their audit report. One week later, they were summoned to the office of Roger Sawyer. Northwest's director of internal auditing, to explain their findings. Shortly hereafter, a high-level internal audit team was dispatched to Bozeman to take a closer look at the situation.
When the audit team returned, Jason and Maria inquired about their findings were told the situation was still under investigation. Six months later, a company newsletter included an announcement that the Springer family had sold their remaining 10% interest in the Bozeman business to Northwest and had resigned from their management positions. Two Northwest executives were transferred in to replace them. Still, here was no word on the audit findings.
Two years later, Jason and Maria were assigned to a job supervised by Frank Ratliff, a member of the high-level internal audit team. After hours, Frank told them the story. Based on Jason Maria's the investigation team had examined a large and reports, sample of purchasing transactions and ping and payroll records all employee for a 2-month period. The team had also taken a detailed physical inventory. The investigators discovered that the problems identified by including missing purchase requisitions orders, and receiving reports. as well as excessive prices purchase were widespread, found occurred almost exclusively in trans hey that these problems actions with three large vendors from whom Springer's had purchased several million dollars’ worth of inventories and supplies. The team discussed the unusually high item prices with the vendors but did not receive a satisfactory explanation. However, a check of the business-licensing bureau revealed that Bill Springer held a majority county ownership interest in each of these three companies. By authorizing excessive prices to companies he owned, Springer had earned significant share of several hundred thou a and dollars of excessive profits, all at the expense of Northwest Industries.
The investigation team also found evidence that several of Springer's employees were paid for more hours than documented by timekeeping records. Finally, the team determined Springer's inventory account was materially overstated. The physical inventory revealed that a significant portion of recorded inventory did not exist and that other portions were obsolete. The adjusting journal entry reflecting Springer's real inventory wiped out much of the outlet's profits over the past 3 years.
When confronted, the Springer’s vehemently denied any laws had been broken Northwest considered going to the authorities for a formal fraud investigation but were concerned its case was not strong enough to prove in court. Northwest also worried e publicity might damage the company's position in Bozeman. After months of negotiation, the Springer’s agreed to the settlement reported in the newsletter. Part of the settlement was that no public statement would be made about any alleged fraud or embezzlement involving the Springer According to Frank, this pol icy was not unusual. In many cases of fraud, settlements are reached quietly, with no legal action taken, so the company can avoid adverse publicity
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