Previously, Material Requirements Planning (MRP) preferred practices meant that the component's due date was the same as the parent's shop order release date. Because MRP trends have changed, the preference for this due date is the day before the release date of the parent. Although Infor LX already has this functionality in Shop Order Maintenance programs (SFC500), users could not change how due dates were determined for lower-level shop orders in Multi-Level Shop Order Release, SFC530D.

This enhancement provides an additional parameter for Multi-Level Shop Order Release. This parameter allows the user to change how the due date of the child components is determined. The Multi-Level Shop Order Release, SFC5302, has a new parameter for shop orders. The Due Date of Children = Release Date of Prent (Due Date of Children) field allows the user to set the due date determined for multi-level shop orders.

This feature uses different exchange rates in the user's inventory processes by using new macros in Post Inventory to G/L, INV920D. INV920 used macros limited by the Override Exchange Rate parameter set on the book in Book Definition, CEA105D3. If the Override Exchange rate parameter is set to No, the macro uses the Rate Type of the Book. If the Override Exchange parameter is set to Yes, the macro uses the Rate Type of the Order Company. This enhancement provides macros that use the Rate Type of the Order Company. This enhancement provides macros that use the Rate Type of the Warehouse Company, Order Company, or the Book regardless of the Override Exchange Rate parameter in the Book.

I'm reposting this checklist for things to consider in order to finish out the current year, and plan for next year…

• Are your accounting records up to date so you can make a projection of how the current year will turn out?
• Are all account reconciliations up to date to facilitate the closing of the books after year end?
• Are there accounts receivable that should be reserved for or written off prior to the end of the year?
• If your business carries inventory, do you need to plan a physical count as of the end of the year?
• Has depreciation on your fixed assets been recorded during the year? Have you considered depreciation on current year additions?
• Have all new asset purchases and bank loans been recorded on your books?
• Are there any liabilities, for example, pending legal actions or warranty issues, which will need to be recorded prior to year end? 
• Do you have a plan in place to properly “cut-off” revenue at year-end to properly match revenue and expense?
• Will there be bonuses, profit sharing contributions or discretionary retirement plan contributions paid prior to the end of the year? How will these payments affect cash flow?
• Will you be in compliance with your bank covenants at year end?
• Do you need to make arrangements to receive statements as of the end of the year for cash value of life insurance, loan balances, etc.?

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Key Performance Indicators measure how effectively your performance objectives are being achieved.

• Have you defined KPIs for your company?
• Are you measuring them effectively?
• Is everyone in your company aware of what the KPIs are?

If you haven’t already done so, consider tying personal performance objectives directly to the company’s performance objectives. Doing so can greatly increase the likelihood that the company’s goals will be met.

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