DANANG UNIVERSITY OF ECONOMICS
INTERNAL CONTROL EXERCISES
MULTIPLE CHOICES QUESTIONS:
1. Organizational governance structure emphasizes the core issues:
A. Professional competence and ethics of members of the organization.
B. Authority and role of members of the organization.
C. Organizational structure.
D. Performance and accountability of members of the organization.
2. Risk tolerance is an acceptable variation in operating performance related to achieving the
organization's objectives. Which of the following statements is not true about setting risk tolerance:
A. Determining risk tolerance is part of the organization's objective setting process.
B. Risk tolerance is best measured by using unit of measurement as the unit of measurement for the
objectives of the organization.
C. Setting risk tolerance is a prerequisite for determining how to cope with risks and related control
activities.
D. Controlling operations within risk tolerance level always ensures the organization achieves its
established objectives.
3. Identifying and analyzing risk is a continuous iterative process undertaken to strengthen the
organization's ability to achieve its objectives. Which of the following criteria do not evaluate the
significance of risk:
A. Resources used to deal with risk.
B. The speed of influence of risk when arising.
C. Persistence or duration of time of impact after risk arises. D. The likelihood of risk and the impact
level of risk.
4. Information is a factor of an organization's internal control system. Which of the following reflects
information as a part of an internal control system:
A. Sources of information of an organization come from inside and outside of that organization and they
are very rich and diverse; therefore, the organization needs to control sources of information tightly and
reasonably to ensure information is reliable and suitable for use.
B. The managements collect or generate and use qualitative and appropriate information from outside and
inside the organization to support the operation of other components of internal control system.

C. The management collect or generate and use qualitative and appropriate information from outside and
inside the organization to plan, implement the plan and check the implementation toward the achievement
of the organization’s objectives.
D. The information system of an organization is set up to collect, process and provide information and
through which the information system of the organization performs functions of checking and controlling
activities of the organization.
5. An internal control system provides a reasonable assurance that objectives of an organization can be
achieved. Which of the following is not true about setting the objectives of the organization:
A. The objective of making a quick report may be part of objectives which assure the effectiveness of the
organization.
B. The objective of making a quick report may be part of objectives which assure the reliability of
organization's reports.
C. The objective of improving product quality may be part of objectives which assure the reliability of


organization's reports.
D. The objective asset protection is basically part of objectives which assure the effectiveness of
operations of the organization.
6. The cost variance analysis and fire alarms are respectively which type of control:
A. Preventive control and preventive control.
B. Detective control and preventive control.
C. Detective control and detective control.
D. Preventive control and corrective control.
7. An organization establishes organizational structure, reporting lines and appropriate authorities and
responsibilities towards the realization of the organization's objectives. In relation to internal control,
A. Establishing organizational structure creates clear accountability and effective information flow
throughout the organization.
B. Establishing organizational structure helps management to review and evaluate organizational structure
in ensuring the suitability and effectiveness of internal control system.
C. Establish organizational structure helps the top management and management levels in organizing the

implementation of decisions towards achieving organization’s objectives.
D. None of above.
8. Organization must demonstrate its commitment to integrity and ethical values. Which of the following
does not belong to this commitment:
A. Organization needs to establish appropriate authority and responsibility.
B. Organization needs to assess compliance with the ethical values and integrity of all members of the
organization.
C. Organization must establish a message from senior management or a common tone in reaching
organization’s objectives.
D. Organizations must establish codes of ethics that guide behaviors and activities toward achieving
organizational objectives.
9. Maintaining information quality is essential to obtaining an effective internal control system. Which of
the following does not affect the quality of information:
A. Accessing to sensitive information is restricted to only the authorized persons.
B. Information is easily accessible by persons (authorized) who need to use.
C. Data collected must be up to date and collected at a necessary frequency.
D. None of above
10. Organizations need to set objectives clearly so that they can identify and evaluate risks that may affect
their objectives. Which of the following is not true when specifying an organization's objectives:
A. Specifying operation objectives clearly helps organization to allocate resources appropriately.
B. Financial reporting objectives consistent with requirements of accounting principles are applied in
accordance with organization’s characteristics, ensuring the preparation of reliable financial statements.
C. Compliance objectives are generally ranked behind operation objectives and reporting objectives on
level of priority, requiring organizations to comprehend which laws and regulations are applied to their
operations.
D. Specifying objectives requires organization to consider the importance of objectives and the priorities
in implementing objectives.
11. Organizations select, develop, and implement ongoing and separate evaluations for internal control
system. When performing evaluating activities for internal control system, the organization should
consider the following issues, except:

A. Review the information requirement of management levels in implementing management functions.


B. Appoint assessors who have relevant competence and fully understand what is being evaluated.
C. Consider level of change in business activity.
D. Establish a baseline understanding of design and status of internal control system.
12. The success of applying codes of ethics in an organization is determined by:
A. Codes of ethics need to be communicated to all managers and staffs at all levels in the organization.
B. The leadership role of management levels in the organization.
C. Self-consciousness of members in the organization
D. Codes of ethics need to be promulgated in writing.
13. Organizational governance structure consists of the following components, except:
A. Regulations and Laws B. Independent Audit C. Codes of Conduct D. None of relevant options
14. Control activities are the actions established through policies and procedures that help ensure that
management’s directives to mitigate risks to the achievement of objectives are carried out. Which of the
following does not belong to control activities:
A. Control activities are primarily set up to support the achievement of operational objectives of the
organization.
B. Control activities support all other components of internal control system but especially coordinating
closely with the Risk assessment component of internal control system.
C. Control activities include the implementation of segregation of duties principle.
D. Control activities are performed at all levels of organization, at all stages of organization's business
operations and in the IT environment.
15. Separate evaluations of internal control differ in frequency and scope. Which of the following is not
true about separate evaluation of internal control:
A. The result of ongoing evaluation of internal control affects separate evaluation of internal control
system.
B. Separate evaluation of internal control are integrated into day-to-day operations of the organization.
C. Scope of separate evaluation of internal control is determined by the type of objectives (operating,
reporting or compliance) assessed.

D. Separate evaluation of internal control depends on significance level of risk and method of risk
responses.
16. Function of Board of Directors usually focuses on the following areas, except:
A. Strategic planning and organizational structures.
B. Delegation of management authority and responsibility.
C. Establish the vision, mission and values of the organization.
D. Establish appropriate organizational structure, reporting lines, authorities and responsibilities towards
the implementation of organization’s objectives.
17. Monitoring activity evaluates whether the components of an organization's internal control system
exist and operate as desired. Which of the following does not belong to monitoring activities:
A. Review of operating reports (such as production reports, sales reports) to detect and correct unusual
issues that arise in the execution of transactions.
B. Ongoing evaluation is carried out in business activities of the organization and in all departments of the
organization.
C. Analysis of causes of problems arising in the operation of an organization, from which, weaknesses of
internal control system are identified to improve.
D. None of above.
18. An organization's internal control only provides a reasonable assurance of achieving organization's


objectives. Which of following is not correct:
A. The ability to achieve organizational objectives is determined entirely by the effectiveness of internal
control system.
B. The ability to achieve organizational objectives is affected by inherent limitations of internal control
system.
C. Reasonable assurance does not mean internal control will help organization always achieve its
objectives.
D. People, costs and uncertainty factors coming from inside and outside the organization limit the
effectiveness of organization's internal control.
19. Specific direct responsibilities of members of BOD may include, except:

A. Determine the strategic objectives of the organization.
B. Establish an internal control system for the organization.
C. Appoint the senior managers of the organization.
D. Monitor implementation process of organizations’ objectives and policies.
20. Internal control is not an event or circumstance, but a repetitively flexible process, and
A. Internal control is activities integrated in the organization's activities and in the manner of managing
the organization.
B. Internal control processes are daily managed by basic management activities: planning, implementing
and checking.
C. Internal control needs to be set up separately from organization's activities to ensure the effectiveness
of internal control.
D. Internal control processes have no significant impact on cost of organization.
21. On the basis of corporate governance, non-executive board members are considered to play a key role
in executing responsibility towards organization. The greatest significance these members bring to the
operation of the BOD is:
A. Knowledge and special expertise.
B. Extensive experience.
C. Fairness and impartiality.
D. Objective criticism.
22. Which of the following types of control does not belong to control activity?
A. Set up and use standing data to support handling transactions (e.g. price lists)
B. Approvals and authorizations
C. Physical controls.
D. None of relevant options.
23. Which of the following is not true:
A. Control environment is part of control culture including factors such as ethical values and integrity,
supervision, accountability, and performance assessment.
B. Control environment is a fundamental component of internal control, supporting risk assessment,
implementation of control activities, operation of information and communication systems, and
implementation of monitoring activities.

C. Control environment consists of standards, processes and structures that guide members at all levels in
the organization to execute their responsibilities in internal control and implement decisions towards the
achievement of organization’s objectives.
D. None of above.
24. There are different bodies that can perform separate evaluation of internal control. Which of the
followings is not a body that performs separate evaluation of internal control?
A. Internal control evaluation is performed by internal audit.


B. Internal control evaluation is performed by the manager of each department, evaluating the design and
operation of the internal control of that department.
C. Internal control evaluation is cross-performed among departments of the organization.
D. None of above are relevant.
25. Communicating with parties outside organization affects the manner by which external parties interact
with the organization. For example, management discusses policies and procedures that the organization
applies to supplier acceptance and the requirements that suppliers must comply, helping ensure that the
supplier meets the requirements of the organization and prevent possible violations. This indicates that
communicating with external parties directly influences:
A. Monitoring activity of the organization.
B. Control activity of the organization.
C. Risk assessment activity of the organization.
D. Control environment of the organization.
26. As a factor in the control environment, organizations must executing oversight responsibility. Which
of the following does not belong to this issue:
A. The Board of Directors and senior management of an organization need to develop succession plans
for personnel to appoint important responsibilities in the internal control system.
B. The Board of Directors needs to demonstrate independence from management and have necessary
skills and qualifications to perform the oversight function.
C. The management is directly responsible for the development and operation of internal control system
of the organization under the supervision of the Board of Directors.

D. The Board of Directors needs to monitor the development and operation of the internal control system
of the organization.
27. Recruiting qualified employees and segregation of duties are respectively which type of control
A. Detective control and detective control.
B. Preventive control and detective control.
C. Preventive control and Preventive control.
D. Detective control and corrective control.
28. An organization must always assess risks adequately to cope with the risks. Which of the following is
beyond the scope of risk identification and risk assessment:
A. Based on the risk identification and risk assessment, management should identify risk responses to
deal with risk in one of the following approaches: risk avoidance, risk acceptance, risk mitigation, and
internal control.
B. Management must consider the impact of possible changes in the external environment and in the
organization's operating model which may cause risks to change and internal control to be less effective.
C. Management must determine the acceptable level of risk cautiously, striving to maintain the risk within
an acceptable level.
D. A prerequisite for risk assessment is the establishment of objectives which are measurable and
interlinked across organizational levels.
29. The organization needs to communicate necessary information to support the operation of components
of internal control system. As part of internal control, the information that communication function
communicates within the organization includes the following information, except:
A. Importance, suitability, and benefits of an effective internal control.
B. Operation reports such as production reports, sales reports.
C. Roles and responsibilities of management board and members in implementing internal control.
D. Important issues related to internal control including weakness cases, non-compliance with internal
control requirements.


30. Internal control is set up and operated by management board and management at all levels in the
organization under the supervision of the Board of Directors. Which of the following is not true:

A. People set organization’s objectives and establish internal control mechanisms to ensure objectives are
achieved.
B. The Board of Directors and senior management of the organization set up tone of the top relating to the
importance of internal control and codes of ethics applied throughout the organization.
C. Internal control is implemented by people of the organization through what is done and saying.
D. Each individual shows differences during their training process, professional competence and the
difference in needs and priorities. Therefore, the internal control system of the organization is difficult to
obtain consistency in operation.

CASES:
CASE 1:
GC is a Fashion &clothing retailer. The company's operation is mainly run in many
branches in different provinces. The main market of the company focuses on the
15-35 age group with low or medium price products.
Company has an internal audit department but its current role is to only perform
stocktake at stores at the end of each quarter, but it is often impossible to perform
stocktake at all stores at the same time.
Order process
There is one branch and stores in each province. Each branch has one branch
manager, one accounting department and store managers. The purchasing demand
of each branch expressed in items, quantity of each item, supplier, and price, are
reported via email to the central supply department of the company in HCM city.
An employee of the central supply department combines all orders in each region,
such as the North, North Central, Central and Central Highlands, South West,
Southeast and then sends Order Summary Table of regions to the company’s
supply manager for review and approval. On that basis, all branches carry out
orders and purchases from suppliers.
The branch manager is the person who determines the inventory level of each item
for each store based on his own evaluation. The monthly inventory management of
items is based on inventory levels of these items. When the inventory level of

items in each store downs to the upper inventory level, the branch manager will
aggregate to order for the items of the entire branch. Ordering is carried out at the
end of each month and it takes about 3-4 weeks for goods to arrive at the store.
Receipt of goods and invoices


To reduce the time from ordering to receiving goods, goods are directly delivered
from the supplier to the stores. Upon receipt of goods, goods are verified by the
store’s salesman, reconciled with the supplier's shipping documents, then the goods
receipt staff make a Goods received note. The receipt of goods is carried out at the
end of the day so as not to affect selling activities of the store. A duplicate of the
invoice is then transferred to the branch office for comparison with the supplier’s
invoice.
Invoice is sent by the supplier to the accounting department of the branch. When
the invoice is received, the accountant at the branch will reconcile with the Goods
received note received from the store. This is a time-consuming job due to a large
amount of documents. After reconciliation, invoices, Goods received note are
entered into the accounting system.
Stocktake and handling defective goods
At the end of each month, the branch accountant together with staffs of the store
performs stocktake at the store, reconcile it with the book records and make a
report for the over three- month unsold inventories. The branch manager based on
the stocktake report of each store and the slow-moving items report to process.
Slow-moving items are generally sold at prices lower than the cost of 30-70% at
stores.
Require:
Identify key risks, internal control’s weaknesses and recommend internal control
measurements and management solutions for remediation.
GC là nhà bán lẻ quần áo thời trang. Hoạt động của công ty chủ yếu hoạt động tại
nhiều chi nhánh ở các tỉnh khác nhau. Thị trường chính của công ty tập trung vào

nhóm tuổi 15-35 với các sản phẩm giá thấp hoặc trung bình.
Công ty có bộ phận kiểm toán nội bộ nhưng vai trò hiện tại của nó là chỉ thực hiện
việc kiểm kê tại các cửa hàng vào cuối mỗi quý, nhưng thường thì không thể thực
hiện việc kiểm soát tại tất cả các cửa hàng cùng một lúc.
Quá trình đặt hàng
Ở mỗi tỉnh có một chi nhánh và cửa hàng. Mỗi chi nhánh có một giám đốc chi
nhánh, một bộ phận kế toán và quản lý cửa hàng. Nhu cầu mua của từng chi nhánh
thể hiện trong các mặt hàng, số lượng từng mặt hàng, nhà cung cấp, và giá cả, được
báo cáo qua email đến bộ phận cung cấp trung tâm của công ty tại TP Hồ Chí


Minh. Một nhân viên của bộ phận cung cấp trung tâm kết hợp tất cả các đơn đặt
hàng tại mỗi vùng, như Bắc, Bắc Trung, Tây Nguyên và Tây Nguyên, Tây Nam,
Đông Nam Bộ và sau đó gửi Bảng Tổng hợp Đơn đặt hàng đến người quản lý cung
cấp của công ty để xem xét và phê duyệt. Trên cơ sở đó, tất cả các chi nhánh thực
hiện đơn đặt hàng và mua hàng từ các nhà cung cấp.
Người quản lý chi nhánh là người xác định mức tồn kho của mỗi mặt hàng cho mỗi
cửa hàng dựa trên đánh giá của riêng mình. Quản lý hàng tồn kho hàng tháng của
các mặt hàng dựa trên mức tồn kho của các mặt hàng này. Khi mức tồn kho của
mỗi mặt hàng giảm xuống mức tồn kho trên, người quản lý chi nhánh sẽ tổng hợp
để đặt hàng cho các mặt hàng của toàn ngành. Đặt hàng được thực hiện vào cuối
mỗi tháng và phải mất 3-4 tuần để hàng đến cửa hàng.
Rủi ro: nhu cầu mua hàng có thể bị khai khống vì nhu cầu mua hàng hình thành từ
các chi nhánh chuyển về tt để phê duyệt, tt có sự tách biệt vs qtrinh khởi phát quá
trình mua hàng nên có khả năng, mọi đề xuất do ở dưới đề xuất ( cơ sở thực hiện
gian lận) , phê duyệt k đc chặt chẽ, cụ thể chi nhánh có thể khai khống lượng hàng
cần mua(0%-100%), đề xuất mua vs giá không hợp lí, khống về lượng khó xảy ra
hơn khống về giá, dễ bị phát hiện sai phạm hơn khai khống về giá.
Che đậy khống về lượng: ghi nhận khống dưới dạng bán hàng chưa thu đc tiền,
treo nợ, trường hợp cty đi ktra, dùng thủ thuật gối đầu (ghi nợ chưa thu cho A, sau

đó thu nợ của B nhưng gi trả nợ cho A, bán hàng của C nhưng ghi trả nợ cho B, gối
đầu đến mãi mãi); đánh hàng lỗi thời bán giảm giá, bán nửa giá so vs giá bth, hàng
chưa lỗi thời vẫn đánh giá bị lỗi thời 50%, sau đó bán thu tiền bình thường.
- nhu cầu đặt hàng k phù hợp vs thực tế, cứ thấy giảm hàng tồn kho xuống dưới
mức tồn kho tối thiếu là yêu cầu mua, tuy nhiên đối vs mặt hàng thời trang thì quan
trọng đến xu hướng thời trang.  cần phải có sự phê duyệt của quản lí bán
hàng( người xem xét thị trường tiêu thụ, bắt kịp xu hướng thời)
 đề xuất: ở dưới đề xuất lên nhu cầu về mặt hàng, quy cách, chủng loại, ở trên sẽ
lựa chọn nhà cc, thương thảo và chọn lựa cách thức mua hàng
- yêu cầu các cửa hàng dự toán tiêu thu,lập báo cáo bán hàng và báo cáo công nợ
để cấp trên theo dõi tình hình tiêu thụ thực tế, các cửa hàng phải báo cáo thu nhập,
doanh thu hàng tuần, hàng tháng để trung tâm có thể quản lí, phân tích những dấu
hiệu bất thường
Biên nhận hàng hoá và hóa đơn
Để giảm thời gian từ đặt hàng đến nhận hàng, hàng hoá được vận chuyển trực tiếp
từ nhà cung cấp đến cửa hàng. Khi nhận hàng, hàng hoá được xác nhận bởi nhân
viên bán hàng của cửa hàng, đối chiếu với tài liệu vận chuyển của nhà cung cấp,


sau đó nhân viên thu hàng nhận được giấy báo nhận hàng. Việc nhận hàng được
thực hiện vào cuối ngày để không ảnh hưởng đến hoạt động bán hàng của cửa
hàng. Một bản sao của hóa đơn sau đó được chuyển đến văn phòng chi nhánh để so
sánh với hóa đơn của nhà cung cấp.
Hóa đơn được nhà cung cấp gửi đến phòng kế toán của chi nhánh. Khi nhận được
hoá đơn, nhân viên kế toán tại chi nhánh sẽ hoà giải với hàng hoá nhận được giấy
báo nhận được từ cửa hàng. Đây là một công việc tốn nhiều thời gian do một lượng
lớn tài liệu. Sau khi đối chiếu, hoá đơn, hàng hoá nhận được ghi nhận được ghi vào
hệ thống kế toán.
Yếu kém: việc kiểm nhận hàng vào thời điểm cuối ngày là k hợp lí, nhân viên k đủ
tập trung rủi ro: kiểm k đúng đắn, chấp nhận những mặt hàng yếu kém, k đảm

bảo chất lượng biện pháp: việc nhận hàng nên diễn ra tập trung tại chi nhánh, sau
đó chi nhánh mới chuyển hàng về cho các của hàng, như vậy mới nghiêm túc,
khách quan, việc giao nhận hàng có thể xảy ra ở bất kì thời điểm nào
Quá trình kiểm kê:
Lương ít mà bắt làm nhiều, làm vừa đủ, lười biếng, trách nhiệm thấp
Thông đồng với nhau gian lận
 nhân viên làm thì phải có sự giám sát của quản lí ở cấp quản lí phù hợp để giám
sát, chỉ đạo
Hàng thanh lí có rủi ro rất lớn: giá trị thanh lí đánh giá thấp hơn rất nhiều so với
giá trị thực tế
Thu gom và xử lý hàng hoá bị lỗi
Vào cuối mỗi tháng, kế toán chi nhánh cùng với nhân viên của cửa hàng thực hiện
việc lưu kho tại cửa hàng, đối chiếu với sổ sách và lập báo cáo cho hàng tồn kho
chưa qua ba tháng. Người quản lý chi nhánh dựa trên bản báo cáo hàng tồn kho của
mỗi cửa hàng và các mặt hàng di chuyển chậm báo cáo để xử lý. Các mặt hàng di
chuyển chậm thường được bán với mức giá thấp hơn chi phí 30-70% tại các cửa
hàng.
Yêu cầu:
Xác định các rủi ro chính, điểm yếu của kiểm soát nội bộ và đề xuất các biện pháp
kiểm soát nội bộ và các giải pháp quản lý để khắc phục.

CASE 2:


AC Company is a distributor of office equipment. While executive directors are
sure that product improvements boot revenue, managers are not sure that internal
controls for revenue and trade receivables meet objectives. Therefore, you are
invited as an internal control expert to review the entire system and give
recommendations in order to improve internal control system of the company.
Considering the revenue and trade receivables system, you found the following

issues:


(1) The sales department of the company includes one sales manager and ten sales
representatives. Each sales representative makes a sale transaction including
finding customer, making sales decision and managing customer debts which
consists of debt monitoring and debt collection, transfer the money collected to the
accounting department. Each sales representative has the right to discount up to
20% of the original selling price. The sales manager is responsible for monitoring
the selling status of sales representatives, solving problems arising during selling
process of the sales representatives, assigning and directing the work of sales
representatives.
(2) Bonus based on revenue is made for each sales representative and sales
manager bases on revenue achieved. At the end of each month, sales managers
review the revenue figures of each sales representative based on invoices issued,
then transfer aggregated revenue data to the payroll accountant to enter into the
payroll and reward system and make payments of the bonus later.
(3) The majority of potential customers are searched via phone calls and
appointments are made by sales representatives. Sales representatives are
responsible for assessing customers’ solvency and making a decision on credit
limit for each sales order (in which the customer buying goods for the first time is
not allowed to buy on credit). In order to ensure the effectiveness of the credit limit
determination, all sales representatives have been trained to assess customers’
solvency.
(4) There is a requirement from the AC Company that all sales orders for office
equipment are confirmed by an email which the customer sends to the sales
representative.
Upon receipt of the order confirmation from the customer, the sales representative
will:
(I) send a copy of the order via email to the warehouse department and sales

accountant, with further explanation of the order details. This email is the basis for
the warehouse department to arrange goods for the order, pack and deliver goods
to the customer with a delivery note. A duplicate of the delivery note is stored at
the warehouse department, then it is reconciled with the delivery note which is
signed by the customer when receiving goods, and all documents are stored with a
printout of the sales order received via email.


(II) issue and send invoice to customer using pre-numbered sales invoices by the
sales department. Details on the invoice include invoice date, sales order number,
customer name and address, quantity and details of the office equipment, price and
payment period. For the customer who buys on credit, the maximum payment
period is 30 days. A duplicate of invoice is sent to the sales department to
aggregate sales revenue, then, at the end of the day, forwarding to the sales
accountant for recording sales transactions.
Sales representatives execute sales transactions, collect payments. At the end of
each week, they transfer money collected to the accounting department of the
company.
Require:
Identify key risks, internal control’s weaknesses and recommend internal control
measurements and management solutions for remediation

Công ty AC là nhà phân phối thiết bị văn phòng. Mặc dù giám đốc điều hành
chắc chắn rằng cải tiến sản phẩm sẽ khởi động doanh thu, nhưng các nhà quản
lý không chắc chắn rằng kiểm soát nội bộ đối với thu nhập và khoản phải thu
thương mại sẽ đạt được mục tiêu. Do đó, bạn được mời như một chuyên gia
kiểm soát nội bộ để xem xét toàn bộ hệ thống và đưa ra các khuyến nghị nhằm
cải tiến hệ thống kiểm soát nội bộ của công ty.
Xem xét doanh thu và các khoản phải thu thương mại, bạn đã tìm thấy các vấn
đề sau:

(1) Phòng kinh doanh của công ty bao gồm một quản lý bán hàng và mười
đại diện bán hàng. Mỗi đại diện bán hàng thực hiện giao dịch bán hàng
bao gồm tìm khách hàng, quyết định bán hàng và quản lý nợ khách hàng
bao gồm theo dõi nợ và thu nợ, chuyển tiền thu cho bộ phận kế toán.
Mỗi đại diện bán hàng có quyền được giảm giá đến 20% giá bán ban
đầu. Người quản lý bán hàng có trách nhiệm giám sát tình trạng bán
hàng của đại diện bán hàng, giải quyết các vấn đề nảy sinh trong quá
trình bán hàng của đại diện bán hàng, phân công và chỉ đạo công việc
của đại diện bán hàng.
 điểm yếu: k thực hiện bất kiêm nhiệm
 rủi ro:
- đại diện bán hành khai khống bán hàng với mục đích: chạy doanh số và
chiếm đoạt hàng hóa đó. Chiếm đoạt hàng bằng thủ thuật gối đầu, ghi công
nợ ảo, biến thành nợ xấu để xóa nợ
- đại diện bán hàng qđ khách hàng khi không có khả năng cung ứng ( k
nghiêm trọng)


- phê duyệt bán chịu k bảo đảm
- nợ xấu tăng cao, KH k có khả năng tăng cao do điểm yếu phê duyệt bán
chịu giao cho bộ phận bán hàng
- chiếm đoạt (lấy mãi mãi) tiền hàng; chiếm dụng ( dùng thời gian rồi trả lại)
 giải pháp:
- xem đại diện bán hàng như đại lí, khi xuất nợ cho đại diện bán hàng thì
theo dõi công nợ theo đại diện bán hàng.
- áp dụng hạng mức tín dụng cho đại lí bán hàng.
- coi đại diện bán hàng là nv, tách biệt các chức năng cho các bộ phận khác
nhau, ( tìm kiếm khách hàng và thu tiền)
(2) Tiền thưởng dựa trên thu nhập được thực hiện cho mỗi đại diện bán hàng và
người quản lý bán hàng dựa trên doanh thu đạt được. Vào cuối mỗi tháng, các

nhà quản lý bán hàng xem lại doanh thu của từng đại diện bán hàng dựa trên
hóa đơn đã phát hành, sau đó chuyển dữ liệu tổng hợp về doanh thu sang kế
toán biên chế để vào hệ thống biên chế và khen thưởng và thanh toán tiền
thưởng sau đó.
 điểm yếu:
 rủi ro:
(3) Phần lớn khách hàng tiềm năng được tìm kiếm qua điện thoại và các cuộc
hẹn do đại diện bán hàng thực hiện. Các đại diện bán hàng chịu trách nhiệm
đánh giá khả năng thanh toán của khách hàng và đưa ra quyết định về giới hạn
tín dụng cho mỗi lệnh bán hàng (trong đó khách hàng mua hàng lần đầu tiên
không được mua bằng tín dụng). Để đảm bảo hiệu quả của việc xác định hạn
mức tín dụng, tất cả các đại diện bán hàng đã được đào tạo để đánh giá khả
năng trả nợ của khách hàng.
(4) Có yêu cầu từ Công ty AC rằng tất cả các đơn đặt hàng bán thiết bị văn
phòng đều được xác nhận qua email mà khách hàng gửi cho đại diện bán hàng.
Khi nhận được xác nhận đặt hàng từ khách hàng, đại diện bán hàng sẽ:
(I) gửi một bản sao của lệnh qua email tới phòng kho và kế toán bán hàng, với
lời giải thích chi tiết hơn về chi tiết lệnh. Email này là cơ sở cho bộ phận kho
hàng sắp xếp hàng hoá để đặt hàng, đóng gói và giao hàng đến khách hàng với
phiếu chuyển hàng. Một bản sao của phiếu chuyển phát được lưu trữ tại kho,
sau đó nó được đối chiếu với giấy báo giao hàng được ký bởi khách hàng khi
nhận hàng, và tất cả các tài liệu được lưu trữ bằng bản in của lệnh bán hàng
nhận được qua email.
(II) phát hành và gửi hoá đơn cho khách hàng bằng cách sử dụng hóa đơn bán
hàng được đánh số trước bởi bộ phận bán hàng. Chi tiết về hoá đơn bao gồm
ngày lập hoá đơn, số đơn đặt hàng, tên khách hàng và địa chỉ, số lượng và chi
tiết của thiết bị văn phòng, giá cả và thời gian thanh toán. Đối với khách hàng


mua tín dụng, thời hạn thanh toán tối đa là 30 ngày. Một bản sao của hóa đơn

được gửi đến bộ phận bán hàng để tổng hợp doanh số bán hàng, sau đó vào
cuối ngày, chuyển tiếp tới kế toán bán hàng để ghi lại các giao dịch bán hàng.
Đại diện bán hàng thực hiện các giao dịch bán hàng, thu thập các khoản thanh
toán. Vào cuối mỗi tuần, họ chuyển tiền thu vào bộ phận kế toán của công ty.
Yêu cầu:
Xác định các rủi ro chính, điểm yếu của kiểm soát nội bộ và đề xuất các biện
pháp kiểm soát nội bộ và các giải pháp quản lý để khắc phục
Google Dịch dành cho doanh nghiệp:Bộ công cụ DịchTrình biên dịch Trang
web
CASE 3:
BC assembles specialized vehicles such as trucks, buses and crane trucks. The
company has four assembly plants, receiving parts and assembling into specialized
vehicles.
Vehicles are assembled at production lines using robots and labor. Workers work 8
hours a day, though, often work overtime since company has a lot of orders. Every
day there is one working shift.
Timekeeping system - Shift workers
Workers work in shift from 7 am and record the time by an electronic identity card.
Electronic cards are scanned by a time attendance system and each employee's
identification number is read from the card by the scanner. It is the time when
working hour of workers starts to be counted. The company does not monitor the
electronic card scanning process since it is assumed that workers will not work
without having their electronic cards scanned.
The shift workers are divided into groups of 25 people, with each group being
managed by a foreman.


Each day, each group of workers is assigned to produce a type of vehicle. About
400 cars are produced every day. Workers can work overtime to complete orders if
necessary.

The foreman is not required to manage overtime hours but the workers are
supervised so as not to prolong their breaks during overtime.
Workers end their working day by re-scanning the identification card once they
exit the production area.
Payroll payment:
Details of the number of working hours each week are sent through network to the
payroll department. The payroll department generates the number of working hours
of each worker on the worker's record in the payroll system. An employee in the
payroll department compares the working hours recorded on the time attendance
system with the payroll system, and then enters a password to confirm the accuracy
of the working time data received. This code is the name of a special flower of this
region.
Weekly, the payroll system calculates:
(I) the total salary of each worker, using standard salary rates and overtime rates
(II) deductions as regulated
(III) real salary received by each worker.
The payroll table is sent via the internal network to the accounting department. In
the accounting department, an accountant checks the bank account information of
each worker stored on the system. The accountant then approves the payroll and
executes salary transfer into the bank account of each worker. Every few weeks,
this accountant reviews the total paid salary amount to ensure the accuracy of
account.
Workers leave work
Workers occasionally quit their job at the company. When a worker leaves the
company, the HR department sends an email to the payroll department, specifying
the employee's leave date and unpaid details of that worker. Employees of the


payroll department will exclude that worker from the payroll from the next
payment.

Require:
Identify key risks, internal control’s weaknesses and recommend internal control
measurements and management solutions for remediation

CASE 4
Company A has a branch in a remote province. The function of the branch is to
receive goods from the company's warehouse, manage inventories at the branch
and sell goods for the company. Each year, based on the business plan, the
company assigns the sales target to the branch. The branch manager is allowed to
open a bank account for the operation of the branch. The operation of the branch
incurs expenses and the branch manager has a right to make decision on these
expenditures. Periodically, every month, the branch manager must report on the
goods consumption status and transfer money collected in every month from
customers to the company’s account (after subtracting actual expenses at the
branch and keeping a reserve amount for the operation of the branch).
Require:
Identify key risks, internal control’s weaknesses and recommend internal control
measurements and management solutions for remediation.
Rủi ro:
- chiếm đoạt hàng bằng cách bán khống, dùng thủ thuật gối đầu.
- chưa bán hàng nhưng vẫn bán khống để chạy chỉ tiêu doanh thu nhận thưởng
- lạm dụng cơ sở vật chất, thương hiệu của chi nhanh để kinh doanh riêng
- lấy cắp hàng đi bán nhưng báo là hàng bị hỏng, bị bể, bị bay hơi
- tráo hàng
- chi nhánh đc quyền chi ra các chi phí hợp lí nhưng thường các chi phí đó là do chi
nhánh bịa ra
 dấu hiệu: doanh thu giảm, tiền nộp về ít, k theo tỉ lệ tương ứng với doanh thu


 phải đi kiểm tra đột xuất

 biện pháp kiểm soát:
- khoán doanh thu bằng cách giao chỉ tiêu cho chi nhánh, mọi biểu hiện của DT
bị giảm thấp so vs kì trc, so vs các chi nhánh cùng kì, so vs chỉ tiêu là có dấu
hiệu của rủi ro, gian lận, phải đi ktra ,kiểm soát. Chính sách quản lí: chính sách
thưởng nếu đạt chỉ tiêu, để khuyến khích bán hàng
- ksoat doanh thu gắn liền với công nợ
- khoán chi phí theo doanh thu: khi chi phí nhiều, đơn lẻ, k ksoat đc
+ theo tỉ lệ nào đó theo doanh thu
+ lương tỉ lệ theo doanh thu
+ lập dự toán về chi phí để ksoat về chi phí
+ định mức chi phí
+
CASE 5
AC Company is a distributor of office equipment. While executive directors are
sure that product improvements boot revenue, managers are not sure that internal
controls for revenue and trade receivables meet objectives. Therefore, you are
invited as an internal control expert to review the entire system and give
recommendations in order to improve internal control system of the company.
At the AC Company, there are four accountants and one treasurer.
- Chief Accountant is an experienced person, responsible for managing the
accounting department.


- General accountant is in charge of general accounting and financial reporting.
The general accountant also tracks fixed assets and inventories.
- Sales and account receivables/ payables accountant is responsible for tracking
sales, receivables and payables.
- Payment accountant is in charge of recording expenditures, proceeds and other
payments.
- Treasurer keeps cash on hand at the company.

The company has a lot of customers and on the basis of monitoring customer debt,
the account receivables accountant is also the person collecting money from
customers. Within a day, after collecting money from customers, the account
receivables accountant will compile a list and submit it to the chief accountant for
review and approval. The chief accountant checks the amount collected carefully,
reconciles with the list and signs on the money collected list. Then, the account
receivables accountant transfers collected amount to the treasurer. The treasurer
reconciles amount received with the list, making a receipt to collect money. Based
on the receipt, the payment accountant records on the cash book, the account
receivables accountant writes down the receivable amount of customers based on
the list.
Require:
Identify key risks, internal control’s weaknesses and recommend internal control
measurements and management solutions for remediation.

CASE 6:
The following paragraph is extracted from the description of the tuition fee
collection process of a school:
The Technology and Technical department develops software QLDT 2.0. This is
the tuition fee management software (entering tuition fee, tracking tuition fee,
searching tuition fee, listing and reporting and etc.) and training management
(Reports: marks, transcripts, certificates, attendance list; Tools: transfer class,
database import, class classification, statistics; education program; grades
management; student records management; consideration for the graduation
requirements; student card printing, etc.).


Head of the Technology and Technical department delegates authority, provides
each department, each person having related work a separate user account and
password. All staffs in the unit can view all data in this program but cannot edit or

delete the data. Only staffs in the corresponding departments can edit, delete the
data belonging to their work. For example, tuition fee division can input and edit
the tuition fees, view marks of students but cannot edit them.
Head of the Technology and Technical department is the administrator for this
software. The Head of this department is a person who decentralizes authority,
provides user accounts and has the right to intervene in the work of all divisions,
add, edit or delete database in the software.
When the data is faulty or there are errors or frauds, only the Head of Department
has the right to access to the software to select the user account and view their
work log, from which the Head of department traces who will have responsibility
for the deficiencies and frauds.
Require:
Identify key risks, internal control’s weaknesses and recommend internal control
measurements and management solutions for remediation.

CASE 7
Fresh Food Company C is a supplier of poultry products. This company is
experiencing operation years with declining business performances. While
executive director firmly believes that new products will boot the sales revenue, he
is not confident about internal controls for sales and collection cycle. Therefore,
you are invited as an internal control expert to review the internal controls in this
cycle and propose necessary recommendations.
After reviewing the sales cycle and receivables management at the company, you
note the following information:
(1) Company C rents farms to raise poultry and provides the farms with breeds,
food, medicines and technology. During the contract period between farms and the
company, company sends technicians to the farms to guide the farmers and monitor
the poultry raising process. When the poultry is ready for harvest,



company's sales staffs will go to the farms and sell the poultry. Farmers are paid a
fixed amount to execute the contract with the company.
(2) Sales staffs of the company are responsible for finding customers and when
customers are found, they will take the customers to the farms to get the goods and
complete procedures. Together with the customer, the company's sales staff weighs
poultry’s weight and a weight ticket is made to record the weight of the poultry
with the signatures of the farmer, customer and salesperson. Then, the salesman
issues an invoice with the sales price regulated in the company’s price list. A
duplicate of the invoice and weight ticket are sent to sales accountant to record the
sales transaction. All transactions customers buy on credit are approved by sales
manager of the company on the basis of credit limit and account receivables
balance (data provided by the account receivables accountant of the company).
Customers buying goods on credit have one month to make payments. The sales
staffs of the company are also the persons who are in charge of collecting money
directly from customers and transferring the money collected to the company at the
end of each week.
(3) The company applies the bonus based on revenue policy on the basis of
aggregating sales revenue from sales invoices. At the end of each month, the sales
manager aggregates the sales revenue of each salesperson and transfers the
Aggregate revenue table of the salesman to the payroll accountant to execute bonus
payment procedures for the salesperson. The bonus level is calculated for each
achieved level of revenue after reaching the minimum revenue level.
Require:
Identify key risks, internal control’s weaknesses and recommend internal control
measurements and management solutions for remediation.

CASE 8
Company A is a company providing transportation services. The company has a
fleet of trucks under the control of the business planning department. Recently, as
the business goes up, the company has signed many contracts with many different

customers. However, the number of cases of damage and repair of trucks reported
is increasing. When the truck is broken, the team leader will report the damaged


truck for having it repaired and on the basis of being approved by the director, the
team leader carries out procedures to ask for an advance on repairing expenditures
at the accounting department and then repairs the truck. After the truck is repaired,
the team leader and driver will carry out payment procedures for the advance
amount at the accounting department. The repairing expenses in the last quarter
increased sharply, negatively influences the operating performance of the company.
Request:
Identify key risks and necessary control procedures to cope with risks during the
advance and advance payment of repairing trucks for company A.

CASE 9
At the transaction office An Toan of Tin Cay bank in a central province, there are
the following personnel positions: Nguyen Thi Lan - Treasurer of the transaction
office, Le Thi Le - Head of the treasury department and Vo Van Vang- Director of
the transaction office.
Taking advantage of her position, Lan stole money and gold of the transaction
office many times by changing the balance at the end of the day. To steal gold, Lan
took a portion of the gold bag since Lan knew that Vang and Le only checked the
gold bag without checking the quantity inside, so they did not detect Lan’s fraud.
Therefore, Vang and Le daily performed cash count and signed confirmation to
confirm the ending balance.
However, one day, Lan was busy, so Vang and Le directly performed cash count to
report and they found the amount of cash and gold was less than the amount on the
management software of the transaction office and the cash count sheets. However,
Vang and Le still signed on the cash count minutes specifying that the balance of
cash and gold was correct. On the day after being detected, Lan admitted to having

stolen money and gold of the transaction office with Vang and Le. According to
Lan, she sold the stolen gold but suffering losses. After discussing, Vang and Le
decided to let Lan deal with the problem herself. Therefore, Vang and Le did not
report to the bank and ignored the prescribed control procedures, daily still signed


the cash count minutes. With the ignorance of the superiors, Lan continued to
embezzle money and gold of the transaction office.
The incident was discovered when the Tin Cay branch sent staff to the transaction
office to work, check the treasury and compare it with the general ledger at An
Toan transaction office.
Require:
Analyze why violations at An Toan transaction office can occur. Discuss factors of
control environment of Tin Cay bank that can help to cope with these violations at
An Toan transaction office.

CASE 10
X & D Company is a petroleum trading unit. Recently, the company received
information that drivers of gasoline tank trucks stole gasoline while delivering
gasoline to stores. Normally, the gasoline tank trucks have to collect gasoline in the
warehouse and then transport them to petrol stations.
On 3/8/20XX, after receiving gasoline at the company's warehouse, a gasoline tank
truck with the number plate 15UV went to an empty land on the outskirts of the
city. When entering there, the driver quickly climbed onto the truck and checked
the amount of fuel remaining and at the same time, the pump was also thrown into
the drum barrels already put under the truck.
After about 10 minutes, a 200-liter drum barrel was fully filled by the gasoline.
After that, the pump was continuously moved to other barrels. The amount of
gasoline stolen from the gasoline tank was up to hundreds of liters.
Leaving the empty land, the truck 15UV moved to petrol stations to provide petrol

for retailers. Although having checked by eye and measuring equipment, owners of
these stores still could not detect anything unusual, the delivery of goods took
place very quickly.
Require:


Explain the way gasoline was stolen by the drivers of gasoline tank trucks at the X
& D Company and recommend internal control measurements to solve the
problem.

CASE 11
A company has regulations: sales staffs are responsible for finding new customers
and managing debts of their customers. The bonus level for the salesperson is also
based on the revenue generated from those customers. Since customers are in many
provinces, in many cases of debt collection, sales staffs directly carry cash
collected to the company to submit to the accountant.
Require:
1. Identify risks in the management of above company.
2. Propose necessary control procedures to prevent risks.
3. Design the necessary forms related to the above control procedures (if any).
Present key risks, the issues leading to those risks, and the remedies for the
following cases:
The salesperson is responsible for the following functions:
- Finding customers, making sales decision (including selling on credit)
- Taking goods from company’s warehouse to deliver to customers.
- Issuing 3-duplicate invoice: 1 for save, 1 for client and 1 for transfer to the
accounting department.
- Tracking customers’ debts and collecting money. Once collecting the money,
submitting it to company’s bank account.
Salespersons are rewarded based on revenue.


CASE 12


In order to increase lending revenue and promote personal accountability, a
commercial bank regulates that: staffs of Credit department perform all phases of
the lending process: from receiving a loan application, reviewing the loan
application, evaluating a prospective customer’s financial condition, making the
loan proposal before the Head of Credit department makes decision. Credit officers
are also responsible for urging customers to pay debts and their salaries are
associated with lending revenue and the ability customers pay debts at maturity.
Require:
1. Analyze the risks related to bank's lending activities. Why does the bank still
accept those risks?
2. Propose necessary control activities to prevent possible violations.

CASE 13
A store selling construction materials is an agency of many companies that supply
materials, organizing sales by delivering goods to customers. After observing
product models displayed at the showroom, customers order quantity, design and
agree on the price with the salesman at the store. Purchasing a large quantity can
be discounted according to promotion programs of partner companies. Normally,
customer will advance 30% of the value of the goods and will pay the remaining
amount after receiving the goods. Due to the breakage during construction,
customers can call the store and ask the store to sell additional construction
materials, and they will pay as soon as the goods are received.
Require:
1. Analyze possible violations in the retailing operation of above store.
2. Propose necessary control procedures to minimize violations.


CASE 14
A drugstore sells retail drugs to consumers. As regulations, all drugs have price
lists. The seller will sell drugs according to the prescription for the customer who
has prescriptions from the doctor. Since there are many similar products that have


similar or the same uses, in some cases, the seller can change other drugs (still
meet the requirements of treatment) due to prescription drugs have run out. The
sellers are also responsible for collecting money from customers but they do not
issue bills since they calculate money on scratch papers. However, if being
required to issue bills, the sellers can still issue for their customers. In Vietnam,
many people have the habit of buying drugs by their experiences or searching
online, so with popular diseases, they go to the drugstore to buy immediately
without the doctor’s prescription. The above store still sells drugs for cases where
there are no doctor’s prescriptions.
The store is a part of the distribution system of a pharmaceutical company. Drugs
of the store are supplied by the company. According to the current regulation:
every time goods are delivered to the store, those goods are considered being
consumed and are recognized as revenue and a receivable from each store. At the
end of the month, based on the number of goods sold by the general store, the
accountant of the company will adjust the revenue and receivables before
preparing the financial statements. Then, the accountant will adjust the cost of
goods sold. About the money collection, every 2-3 days, the company's accounting
staffs go to each drugstore to collect the money of the previous sale dates.
Require:
Identify key risks and propose internal control measurements to cope with those
risks.

CASE 15
The training management department of a university has regulations of the score

management as follows:
- The transcript, after being approved by the head of subject, is photocopied in 4
copies. One copy is kept at the Faculties (staff of Faculty manages them), 2 copies
are kept at the Training department (1 is original), 1 copies are delivered to the
class. The training department is responsible for publishing student grades through
the class’s monitor.
- Scores of students will be tracked on books by the staffs of faculties and training
department and will be checked and reconciled before considering grade retention