项目建议书英文Word格式.docx
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项目建议书英文Word格式.docx
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),ajointventuretobeestablishedinShenzhen,thePeople'
sRepublicofChina("
thePRC"
)betweenWhirlpoolOverseasHoldingCorporation("
WOHC"
)andShenzhenPetrochemicalHoldingsCompanyLimited("
SPHCL"
).
WebelievethatweareuniquelyqualifiedtoserveyouonthisimportantprojectbecauseofoursubstantialknowledgeofChineseaccountingpracticesandregulations,ourunderstandingoftheChinesementalityandmanagementphilosophy,andaboveall,ourlong-termcommitmenttothePRC.AppendixIgivesabriefaccountofrelevantexperienceinthePRC.
WearepleasedtosetforthintheaccompanyingproposalourproposedconsultingservicestoassistyouinimprovingRaybo'
sfinancialreportingsystemsoastoachievetheWhirlpoolgroup'
sstandard.
Wesetoutbelowtheinformationregardingourworktobeperformed,thedeliverables,thetimingofourwork,andourfeearrangements.
ThestandardtermsandconditionsinAppendixIIareincorporatedbyreferenceandaccordingly,wouldbemadeapartofthearrangementifthisproposalwasaccepted.
Wearepleasedtohavetheopportunitytobeofservicetoyouonthisimportantproject.Ifyoufindtheproposalinorder,wewouldbegratefulifyoucouldconfirmtheproposedarrangementsbysigningtheattachedcopyofthisletterandbyreturningittousforourfiles.Ifyouhaveanyquestionsregardingthesearrangements,pleasecontactPeterMak((86755)228-0043)orBurChan((86755)218-0401).
Verytrulyyours,
Agreedandacceptedby:
ForandonbehalfofDate
ProposalfortheImprovementoftheFinancialReportingSystem
of
ShenzhenWhirlpoolRayboAir-conditionerIndustrialCompanyLimited
November1995
TableofContents
SectionPage
1.Background1
2.ProjectScopeandApproach-AnOverview2
3.PhaseI-DiagnosticReview3
4.PhaseII-SystemDevelopment5
5.PhaseII-SystemImplementation7
6.ProjectOrganization9
7.TimeandFeeEstimates10
Appendices
I.RelevantExperienceinthePRC
II.StandardTermsofConditions
1.Background
WeunderstandthatWhirlpoolOverseasHoldingCorporation("
)isplanningtoestablishajointventure,ShenzhenWhirlpoolRayboAir-conditionerIndustrialCompanyLimited("
),withShenzhenPetrochemicalHoldingsCompanyLimited("
)locatedinShenzhen,thePeople'
).ThecapitalofRayboamountsto[]and75%and25%ofwhichwillbecontributedbyWOHCandSPHCLrespectively.
Raybowillbeengagedintheproduction[andtrading]ofair-conditionersafteritsformationprobablyin[December1995]andwillhasabout[]employees.Thefactorysite,equipmentandstaffpersonnelwillmainlybetransferredfromtheexistingfactoryownedbySPHCL("
theFactory"
ThefinancialreportingsystempresentlyinusebytheFactoryisnotconsistentwiththeWOHC'
srequirement.WithaviewtoimplementinganuniqueandeffectivemanagementandfinancialcontrolsoverRaybointhefuture,WOHCisexploringwaystoimproveandupgradethefinancialreportingsystemofRaybotoreachitsrequirements.
Inthisconnection,weunderstandthatyouneedassistancefromaconsultanttoassistinthedevelopmentandimplementationoffinancialreportingsystemforRaybo.
2.ProjectScopeAndApproach-AnOverview
Basedonourpreliminaryunderstandingofyourneedsasmentionedabove,weproposetoprovidethefollowingsupporttoyouinthreecriticalstagesasfollows:
-
WebelievethattheoverallobjectiveofourworkistohelpRaybodevelopandimplementfinancialreportingsystemwhichcould:
∙providefinancialreportstomeetlocalreportingpurposeaswellasWOHC'
sconsolidationpurpose(i.e.financialstatementspreparedonthebasisofWhirlpool'
sfinancialreportingrequirementsimposedonRaybo).
∙providemanagementreportstolocalandWOHC'
smanagementtohelpthemcontrolandevaluateperformanceandefficiency;
and
∙encompassappropriateinternalcontrolstoensureproperuseoffundsandsafeguardassets.
Section3to5belowwilldescribethedetailsworktobeperformedandthedeliverablesthereon.
3.PhaseI-DiagnosticReview
Objectives
∙UnderstandWOHC'
srequirementstobeimposedonRaybo'
sfinancialreportingsystem.
∙ReviewandanalyzethecurrentfinancialreportingsystemoftheFactory.
∙IdentifyinconsistentbetweenthepresentandrequiredfinancialreportingsystemoftheFactory.Provideasummaryofdeficienciesnotedandalistofrecommendationstobeimplemented.
ScopeofWork
∙DiscusswithWOHCandtheFactory'
smanagementtounderstandtheirfinancialreportingneedsonRayboafteritsformation.
smanagementtounderstandtheproposedorganizationalstructure,keyresponsibilitiesofeachdepartment,andthefunctionsandauthorityofkeypersonnel.
∙DiscusswiththeFactory'
smanagementandobtainanunderstandingoftheexistingaccountingandinternalcontrolproceduresandidentifyareaswhichhavetobestrengthenedorstreamlined.Majorfocuswillbeonthefollowingareas:
Ø
maintenanceofgeneralledger;
salesorderprocessingandcreditcontrol;
purchaseorderprocessing;
inventorymanagement;
fixedassetandcapitalexpendituremanagement.
Deliverables
∙Basedonthediscussionmentionedabove,wewillprovideareportwhichcontains:
asummaryofdeficienciesnotedbetweenWOHC'
srequirementsandthecurrentlyfinancialreportingsystemoftheFactory;
alistofrecommendationstobeimplemented.
4.PhaseII-SystemDevelopment
∙DevelopasetoffinancialreportingpackagewhichsatisfiesbothlocalandWOHC'
sfinancialreportingrequirements.ThisreportingpackageisabletoprovidemanagementandfinancialinformationandhencehelpcontrolandevaluateperformanceandefficiencyofRaybo.
∙Developasetofaccountingmanualandasetofaccountingcontrolsmanual,whichstandardizetheaccountingproceduresandprovidebettercontrolsonthekeycontrolprocedures.
∙Designamonthlyreportingpackage(bothinEnglishandChinese)whichwillcomprise:
financialstatementspreparedonthebasisofPRCaccountingstandards;
scheduleofadjustmentsbasedonWOHC'
srequirements;
financialstatementspreparedonthebasisofWOHC'
othermanagementandfinancialreportsasrequiredbyWOHCandtheFactory'
smanagement.
∙Developaccountingmanuals(inChinese)coveringkeycontrolproceduresin:
preparationofthemonthlyreportingpackage;
maintenanceofthegeneralledger.
∙
Developaccountingcontrolmanuals(inChinese)coveringkeycontrolproceduresin:
∙AttheendofPhaseII,wewillprovide:
asetoffinancialreportingpackagewhichsatisfiesbothlocalandWOHC'
sfinancialreportingrequirements;
asetofaccountingmanual;
and
asetofaccountingcontrolsmanual.
5.PhaseIII-SystemImplementation
∙FacilitatetheimplementationofRaybo'
snewfinancialreportingsystembyprovidingtrainingstotherelevantpersonnel,follow-upvisitstoRayboandcorrectivesactionsontheproblemsencounteredduringimplementation.
∙Developanactionplanandtimetableforimplementation.
∙Obtainconfirmationfromlocalmanagementontheframeworkandtimingofimplementation.
∙DebriefRaybo’saccountingstaffonWOHC'
sfinancialreportingrequirementspractices,adjustmentproceduresthereontomeetsuchrequirements,andnewaccountingproceduresasdescribedintheaccountingmanuals.
∙ConducttrainingforRaybo’skeyaccountingandmanagementpersonnelonthenewcontrolprocedures.
∙AssistRaybo’spersonneltokick-offimplementationaccordingtothetimetable.
∙Performtwofollow-upvisitsandrecommendappropriatecorrectiveactionstoaddressmajorproblemsandissuesthatcometoourattention.Finetunethenewproceduresbasedonactualexperienceandfeedbackduringimplementation.
Documentmajorproblemsandissuesencounteredduringimplementationandtherelevantcorrectiveactionstaken.
∙KeydeliverablesofPhaseIIIwillinclude:
adetailedtimetableandactionplanforimplementation;
a1-daytrainingforRaybo’skeyaccountingandmanagementpersonnelandtherelatedtrainingmaterials;
assistanceontheproblemsencounteredduringimplementation;
twofollow-upvisitsandrecommendationontheappropriatecorrectiveactionstoaddressmajorproblemsandissuesthatcometoourattention.
6.ProjectOrganization
WebelievethatArthurAndersenisuniquelyqualifiedtoassistWOHCandRaybointhisproject.WehaveextensiveexperienceinperformingsimilarprojectsforanumberofjointventuresinthePRC(seeAppendixIIfordetails).
OurengagementteamwillbeheadedbyMr.PeterMak,ourManagingPartnerofourShenzhenoffice,andhewillhavetheoverallresponsibilityonthisproject.Mr.BurChan,ourBusinessConsultingManagerinShenzhenoffice,willberesponsibleforthedailyprojectactivities.TheywillbeassistedbyourconsultantsfromHongKongandShenzhenofficesasandwhenweconsidernecessary.
Thesuccessfulimpleme
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