The MD’s Control Room:

How Finsys and MLG Help You Stay in Control ~ MLG Finsys MIS Reports Package

A Practical MIS Review for Business Owners

Running an MSME is not only about increasing sales. It is also about knowing.…at the right time:

– How much money has been collected today. ?
– Which customers are overdue. ?
– What is lying in the bank. ?
– Which payments are pending ?.
– Which materials are moving slowly ?.
– Whether GST and TDS obligations are ready ?.
– Whether stock, sales, purchases, and cash are moving according to plan ?.

Many business owners receive information only at month-end. By then, a delayed collection, excess inventory, missed GST invoice, wrong purchase rate, or unapproved payment may already have affected profitability.

The purpose of this MIS review is simple:

> “To give the MD ready-to-use information so that important decisions do not depend only on assumptions, telephone calls, or delayed reports.”

Come,… Let us start

Finsys provides the system visibility. MLG Associates helps interpret the information, identify risks, and guide the management team.

Together, they help create a practical **MD Control Room** for your business.

***

What You Can Expect From This Review

This is not merely a software demonstration.

During the personal meeting, our team will help you understand:

1. What information the MD should receive daily, weekly, and monthly.
2. Which reports are already available in your Finsys system.
3. Which reports require better data entry or process discipline.
4. What business risks each report can reveal.
5. Which person in your organisation should act on the information.
6. How regular review can improve cash flow, working capital, compliance, stock control, and profitability.

The objective is not to create more reports.

The objective is to create better decisions with fewer surprises.

1. Daily MD Snapshot

Daily reports are designed to give the MD a quick view of the current position.

Sales Position

The MD can review:

– Sales for today.
– Sales for the current month up to date.
– Sales for the current financial year.
– Comparison with the corresponding period of the previous year.
– Sales by customer, salesperson, product, branch, or location, wherever applicable.

Why it matters

A sales figure by itself is not enough. Management should also know whether sales are growing, whether the growth is profitable, and whether collections are keeping pace with sales.

Questions for the MD

– Are we achieving our daily and monthly sales plan?
– Which products or customers are contributing to the growth?
– Is sales growth coming with healthy margins?
– Are sales increasing while collections are slowing down?

Collection Position

The collection report may show:

– Collections received today.
– Collections received during the month.
– Collections during the financial year.
– Comparison with the previous year.
– Customer-wise collections.
– Salesperson-wise or territory-wise collection performance.

Why it matters

Profit shown in the Profit & Loss Account does not automatically mean cash has been received.

A business may show strong sales and profit but still face pressure because receivables are not collected on time.

**Questions for the MD**

– Which major customers have not paid as expected?
– Are salespeople following up for collections?
– Are customer advances properly adjusted?
– Are deductions and short payments being identified quickly?

***

Bank Ledger and Bank Position

The MD should receive a clear view of:

– Bank balances.
– Receipts and payments.
– Cheques issued but not presented.
– Cheques deposited but not cleared.
– Bank-wise position.
– Available drawing power or working capital position, where applicable.

Why it matters

A bank balance is not always the same as immediately available cash.

The business may have:

– Cheques issued but not yet presented.
– Customer cheques under clearing.
– Bank charges not recorded.
– Receipts credited in the bank but not adjusted in the books.
– Temporary funds available in one bank but shortages in another.

***

Bank Reconciliation

Bank reconciliation should help identify:

– Deposits recorded in the books but not yet credited by the bank.
– Payments recorded in the books but not yet presented.
– Bank charges and interest not entered in the books.
– Direct credits or debits appearing in the bank statement.
– Unidentified transactions.
– Old uncleared items requiring follow-up.

Why it matters

Regular reconciliation reduces the risk of:

– Duplicate payments.
– Missing receipts.
– Incorrect bank balances.
– Delayed detection of unauthorised transactions.
– Incorrect cash-flow decisions.

***

Suspense Accounts

The team should review suspense receipts and suspense payments regularly.

**The review should ask:**

– Why has the amount not been identified?
– Which customer, supplier, employee, or bank account is involved?
– Who is responsible for resolving it?
– How long has the amount remained pending?
– Is there a possibility of duplicate payment or incorrect accounting?

**MD benefit**

Suspense accounts are not merely an accounting issue. They may hide:

– Unadjusted customer receipts.
– Unidentified bank payments.
– Duplicate entries.
– Wrong ledger postings.
– Pending operational information.

***

Pending Payment Advice and Pending Bills

The MD should be able to see:

– Payments approved but not released.
– Payments awaiting approval.
– Supplier bills received but not processed.
– Bills pending because of missing purchase orders, goods receipt, quality approval, or supporting documents.

Why it matters

This helps management balance two priorities:

– Paying suppliers on time.
– Avoiding premature or duplicate payments.

***

Daily MIS Top Report

A daily executive summary may include:

– Purchase orders.
– Sales orders.
– Material receipt reports.
– Sales invoices.
– Purchase invoices.
– Collections.
– Payments.
– Pending quality checks.
– Pending accounts approvals.
– Pending GST e-invoices, wherever applicable.

**MD benefit**

Instead of asking different departments for separate updates, the MD receives one structured daily snapshot.

***

2. Weekly “Working-Capital” Review : Debtors and creditors

Weekly reports help management control money blocked in customers, suppliers, stock, advances, and pending transactions.

Customer Outstanding: 30–60–90–120–150–180 Days

The report should be reviewed:

– Customer-wise.
– Salesperson-wise.
– Branch-wise.
– Ageing-wise.
– Against approved credit limits.
– Against agreed payment terms.

**Questions for the MD**

– Which customer accounts are moving beyond agreed credit terms?
– Which salesperson has the largest overdue collection?
– Are any customers continuously purchasing without clearing old dues?
– Is the business giving credit to customers who are already overdue?

***

Bills With Short Payment

This report identifies invoices where the customer has paid less than the billed amount.

Possible reasons include:

– Rate difference.
– Quantity difference.
– Quality claim.
– Freight deduction.
– TDS deduction.
– GST-related difference.
– Unauthorised deduction.
– Bank charges.
– Commercial dispute.

Why it matters

A small deduction on hundreds of invoices can become a significant annual loss.

The objective is not always to recover every deduction. It is to identify recurring patterns and prevent avoidable leakage.

***

Customer Advances

Customer advances require regular review because:

– The invoice may not yet have been raised.
– GST treatment may require attention.
– The advance may relate to an old order.
– The order may have been cancelled.
– The amount may have been received against the wrong customer ledger.

**MD benefit**

This report helps the business convert advances into sales correctly and avoid old balances remaining unexplained.

***

Customer Dues Older Than 180 Days

Old receivables require special attention.

The review should classify them as:

– Recoverable.
– Under dispute.
– Subject to documentation issues.
– Financially stressed customer.
– Likely doubtful.
– Requiring legal or commercial action.

**Important caution**

The accounting and tax treatment of old receivables should be reviewed with the company’s tax and audit advisors based on the applicable facts. The report is a management-warning tool; it is not a substitute for a specific legal or tax opinion.

***

3. Supplier and MSME Payment Review

Supplier Outstanding: 30–60–90–120–150–180 Days

The MD should see supplier dues:

– Supplier-wise.
– Purchase-category-wise.
– Location-wise.
– Ageing-wise.
– Against agreed payment terms.
– Separately for disputed and undisputed balances.

Why it matters

Delayed supplier payments may affect:

– Supply continuity.
– Purchase rates.
– Credit terms.
– Vendor relationships.
– Production planning.
– MSME compliance considerations.

***

Advances to Vendors

Vendor advances should be matched against:

– Purchase orders.
– Material receipts.
– Invoices received.
– Quantity received.
– Quality clearance.
– Pending bills.
– Expected delivery dates.

**Risks to identify**

– Advance paid but material not received.
– Material received but invoice not received.
– Invoice received but not adjusted against advance.
– TDS or GST documentation pending.
– Old advances requiring recovery or adjustment.

***

Supplier Dues Older Than 180 Days

Long-pending supplier balances may indicate:

– Invoice disputes.
– Goods-return issues.
– Debit notes pending.
– Unrecorded settlements.
– Unclaimed balances.
– Incorrect ledger postings.

The purpose of this review is to separate genuine payable amounts from balances that require correction or settlement.

***

Supplier Dues Beyond Applicable MSME Payment Timelines

Management should identify dues that may require attention under applicable MSME payment and tax provisions.

This report should be reviewed jointly by:

– The MD.
– Purchase department.
– Accounts department.
– Finance team.
– Tax or compliance advisor.

**Why it matters**

The report helps management take action before the issue becomes:

– A supplier dispute.
– A compliance concern.
– A tax-adjustment issue.
– A cash-flow problem.
– A year-end disclosure or audit concern.

***

4. Unadjusted Receipts and Payments

Suspense Receipts and Suspense Payments

The objective is to ensure that every receipt and payment reaches the correct ledger.

**Review points**

– Is the customer or supplier identified?
– Is the amount related to an invoice?
– Is a bank narration available?
– Is there any possibility of duplicate payment?
– Has the responsible employee been assigned?
– Is the item older than the permitted resolution period?

***

On-Account Receipts

On-account receipts should be reviewed to identify:

– Customer deductions.
– Unadjusted advances.
– Invoice-wise payment allocation.
– TDS deductions.
– Short payments.
– Receipts credited to the wrong customer.

**MD benefit**

Early identification allows the company to recover genuine deductions and adjust books properly.

***

On-Account Payments

On-account payments should be reviewed for:

– Vendor advances.
– Payments awaiting bills.
– Payments pending purchase documentation.
– MSME payment review.
– GST and TDS documentation.
– Duplicate or excess payments.

**MD benefit**

This provides better control over working capital and reduces the risk of funds remaining unadjusted.

***

5. GST and Documentation Control

GST Invoices Not Recorded in the Books

This review can identify invoices that may have been received operationally but are not yet recorded in accounts.

Possible reasons:

– Invoice pending from purchase department.
– Goods received but bill not received.
– Bill pending quality approval.
– Bill pending accounts entry.
– Invoice received at another location.
– Vendor has issued an incorrect invoice.

***

GST Invoices Not Appearing on the GST Portal

The team may follow up on invoices that are:

– Recorded in the books but not reflected on the portal.
– Reflected with an incorrect GSTIN.
– Reflected with an incorrect invoice number.
– Reflected with an incorrect taxable value or tax amount.
– Pending due to vendor filing or amendment.

**Why it matters**

This helps the company monitor input-tax-credit risks and follow up with suppliers in time.

The final tax treatment should always be confirmed with the responsible tax professional based on the relevant GST provisions and records.

***

Pending GST E-Invoices

The report should identify invoices requiring attention before dispatch or reporting, wherever e-invoicing provisions apply.

**Questions for management**

– Which invoices are pending?
– Is the delay due to master-data problems?
– Is the customer GSTIN valid?
– Is the HSN or tax rate correct?
– Is the invoice blocked because of a system or process issue?
– Has material already been dispatched?

***

6. Monthly Financial Review

Profit and Loss Account With Ratio Analysis

The MD should receive more than a simple P&L.

The monthly review may include:

– Sales growth.
– Gross profit percentage.
– EBITDA.
– Net profit.
– Expense ratios.
– Contribution by product.
– Contribution by customer.
– Plant or branch profitability.
– Comparison with budget and previous year.

**Questions for the MD**

– Is profit improving because of genuine efficiency or temporary factors?
– Which expenses are increasing faster than sales?
– Which product or customer has reduced margins?
– Are freight, power, salary, finance cost, or rejection costs rising?

***

Bank Stock and Debtors Statement

Where applicable, the report may support preparation and review of bank stock and debtor statements.

The team should reconcile:

– Stock as per books.
– Stock as per physical or operational records.
– Debtors as per books.
– Eligible receivables.
– Credit notes and old receivables.
– Drawing-power calculations.

**MD benefit**

This reduces the chance of differences between internal records and information submitted to financial institutions.

***

Cash Flow or Funds Flow Report

The report should help the MD understand:

– Opening cash and bank balance.
– Expected collections.
– Expected payments.
– GST and TDS outflows.
– Salaries and statutory payments.
– Loan instalments and interest.
– Purchase commitments.
– Planned capital expenditure.
– Surplus or shortage of funds.

**The key question**

> Will the business have sufficient cash when the payment actually falls due?

Profitability and cash flow must be reviewed together.

***

GST and TDS Payment Readiness

The monthly compliance review should track:

– Tax liability.
– Available credits.
– Cash requirement.
– Pending invoice issues.
– TDS payable.
– Challan preparation.
– Filing and payment responsibility.
– Supporting reconciliations.

The dates shown in internal MIS should be treated as management targets and verified against the applicable statutory due dates for the relevant taxpayer and period.

***

Customer Credit Limit Versus Outstanding

This report compares:

– Approved credit limit.
– Current outstanding.
– Overdue amount.
– Pending sales orders.
– Customer advances.
– Security or collateral, where applicable.
– Proposed further sales.

**MD benefit**

The MD can make a conscious decision before allowing additional credit to a customer.

***

Early Payments to Suppliers

The report identifies purchases paid before the agreed due date.

Management can then ask:

– Was an early-payment discount received?
– Was early payment necessary?
– Was the payment made due to pressure from the supplier?
– Could the funds have been used elsewhere?
– Is the payment policy being followed?

***

Late Collection From Customers

This report compares customer collection with agreed payment terms.

It helps identify:

– Customers regularly paying late.
– Salespersons with weak collection follow-up.
– Orders accepted despite overdue balances.
– Customers requiring revised credit limits.
– Commercial reasons for delayed payment.

***

Staff Advances and Imprest Accounts

These accounts should be reviewed periodically for:

– Old advances.
– Missing supporting documents.
– Unadjusted travel expenses.
– Personal or non-business payments.
– Repeated advances to the same person.
– Unused balances.

**MD benefit**

Small unadjusted balances can become large control weaknesses when repeated across the organisation.

***

Directors and Related-Party Ledger Accounts

These accounts should be reviewed for:

– Debit or credit balances.
– Unadjusted personal expenses.
– Advances.
– Business expenses paid personally.
– Transactions requiring approval or disclosure.
– Balances remaining outstanding for long periods.

The review should be performed with appropriate confidentiality and in consultation with the company’s auditor or tax advisor wherever required.

***

Bank Interest and Finance Cost Review

The team can compare:

– Sanctioned interest rate.
– Applicable rate.
– Actual interest charged.
– Penal interest.
– Processing charges.
– Commitment charges.
– Other bank charges.
– Excess charges or unexplained differences.

**MD benefit**

A small difference in interest rate or bank charges can have a significant impact on a large working-capital limit.

***

7. Production and Operations Review

Slow-Moving Finished Goods

The report should identify finished goods remaining beyond the company’s normal holding period.

**Questions for management**

– Is there confirmed demand?
– Is the product still saleable?
– Is the stock packed according to current customer requirements?
– Is the selling price adequate?
– Should a special sales plan or transfer be considered?

***

Slow-Moving Raw Materials

Raw materials beyond the defined holding period should be classified as:

– Required for confirmed orders.
– Required for regular production.
– Surplus.
– Obsolete or near-obsolete.
– Transferable to another plant or product line.
– Requiring purchase-plan revision.

**MD benefit**

The aim is to release blocked working capital before it becomes a write-off.

***

Purchased Material With Rejections

The report should track:

– Supplier name.
– Purchase order.
– Material received.
– Quantity rejected.
– Reason for rejection.
– Replacement status.
– Debit note or claim status.
– Production impact.
– Financial impact.

***

Customer Returns

Returned material should be reviewed for:

– Customer.
– Invoice.
– Quantity.
– Reason for return.
– Quality issue.
– Transport damage.
– Commercial dispute.
– Replacement or credit-note action.
– Re-entry into saleable stock.

***

Material Received in Late Hours

This report can help identify receipts occurring outside normal operating hours.

Management may review:

– Whether the purchase was approved.
– Whether the receipt was genuinely urgent.
– Whether the quality check was completed.
– Whether the entry date is correct.
– Whether there is any risk of backdated or delayed documentation.

***

Material Shipped in Late Hours

The MD may review late-hour dispatches for:

– Customer urgency.
– Transport planning.
– Sales order reference.
– Invoice and e-way documentation.
– Dispatch approval.
– Freight impact.
– Repeated exceptions by location or customer.

***

Pending Sales Orders

The report should show:

– Customer.
– Order date.
– Product.
– Quantity.
– Promised delivery date.
– Available stock.
– Production status.
– Dispatch status.
– Reason for delay.

**MD benefit**

This enables management to protect customer relationships and prioritise production intelligently.

***

Approved Purchase Orders With Goods Not Received

Separate reports may be maintained for:

– Domestic purchase orders.
– Import purchase orders.

The review should show:

– Supplier.
– Order value.
– Order date.
– Expected delivery date.
– Material pending.
– Advance paid.
– Production impact.
– Revised expected date.

***

8. Stock-Related MIS

Raw-Material Closing Stock

The raw-material stock report may be valued using the company’s approved method, such as actual landed cost or FIFO, subject to the company’s accounting policy and applicable reporting requirements.

The report should show:

– Item-wise quantity.
– Location-wise quantity.
– Value.
– Ageing.
– Slow-moving quantity.
– Excess quantity.
– Stock required for confirmed orders.

***

Finished-Goods Closing Stock

Finished goods may be monitored using an approved standard-cost or other appropriate valuation approach for management reporting.

The report should distinguish between:

– Saleable stock.
– Stock reserved for customers.
– Slow-moving stock.
– Rejected stock.
– Damaged stock.
– Stock pending quality clearance.

***

Other Stock or OSP Stock

Where applicable, other stock categories should be reported separately with clear definitions and valuation logic.

**Important principle**

Every stock report should clearly state:

– Quantity basis.
– Valuation basis.
– Date of report.
– Location.
– Whether the figure is book stock, physical stock, or operational stock.
– Whether rejected or blocked stock is included.

***

Rejection Stock in the Godown

Separate reports should be maintained for:

– Vendor rejection stock.
– Customer rejection stock.

The report should include:

– Item.
– Quantity.
– Value.
– Date of rejection.
– Reason.
– Responsible party.
– Expected action.
– Disposal, replacement, return, or rework status.

***

Pending Quality-Control Stock

The report should identify material remaining in quality control beyond the defined number of days.

**Questions for the MD**

– Why is the material not released?
– Is the delay due to laboratory testing, documentation, manpower, or quality dispute?
– Is production waiting for the material?
– Is the material included incorrectly in available stock?
– Is supplier or customer communication required?

***

How the Personal Meeting Will Work

Step 1: Understand the MD’s Priorities

The Finsys and MLG team will first understand the MD’s key concerns, such as:

– Cash flow.
– Sales growth.
– Collections.
– Profitability.
– Inventory.
– Banking.
– GST compliance.
– Production delays.
– Vendor management.
– Expansion plans.

***

Step 2: Demonstrate Relevant Reports

We will not overwhelm the MD with every available report.

We will select the reports most relevant to the business and demonstrate how each one answers a practical management question.

For example:

> “Which customers are using our working capital beyond the approved credit period?”

or:

> “Do we have excess raw material in one location while another location is purchasing the same item?”

***

Step 3: Explain the Business Meaning

A report is valuable only when management understands what action it requires.

For each report, the team will explain:

– What the report shows.
– Why it matters.
– What warning signs to look for.
– Who should act.
– How quickly the matter should be resolved.
– What information must be improved for better reporting.

***

Step 4: Agree on an Action Calendar

The MD and team may agree on:

– Daily reports.
– Weekly review reports.
– Monthly management reports.
– Responsible persons.
– Review frequency.
– Escalation process.
– Data-entry requirements.
– Follow-up method.

***

Step 5: Start With a Practical Pilot

The implementation can begin with a small number of high-value reports, such as:

1. Sales and collection position.
2. Bank position and reconciliation.
3. Customer ageing.
4. Supplier ageing.
5. Cash-flow forecast.
6. Slow-moving stock.
7. Pending purchase and sales orders.
8. GST invoice reconciliation.
9. Profitability and ratio analysis.
10. Suspense and on-account balances.

Once the MD sees the value, additional reports can be added systematically.

***

What the Client Team Must Do

Finsys and MLG can guide, configure, review, and follow up. However, accurate MIS depends on timely and correct data entry.

The client team remains responsible for:

– Entering transactions correctly.
– Creating accurate customer, supplier, item, and GST masters.
– Recording receipts and payments promptly.
– Completing purchase and sales documentation.
– Recording material receipts and dispatches.
– Completing quality and stock confirmations.
– Sharing bank statements and supporting documents.
– Assigning responsible persons for pending items.
– Providing explanations for exceptions.

> **Correct data in the system creates reliable management information.**

***

What Finsys Will Contribute

Finsys helps provide the technology platform for:

– Integrated accounting.
– Sales and purchase workflows.
– Inventory and stock visibility.
– Order tracking.
– Bank and receivable information.
– Multi-location reporting, where configured.
– Automated MIS generation.
– User-wise process discipline.
– Dashboards and management reports.

The exact reports and automation available will depend on the client’s Finsys modules, configuration, transaction discipline, and agreed scope.

***

What MLG Associates Will Contribute

MLG Associates can help the client with:

– MIS interpretation.
– Accounting and control review.
– GST and TDS follow-up.
– Receivable and payable ageing review.
– Working-capital guidance.
– Ratio and profitability analysis.
– Suspense and ledger scrutiny.
– Monthly management discussions.
– Identification of reporting gaps.
– Guidance for corrective action.

The objective is not merely to point out mistakes.

The objective is to help management understand the issue, decide the action, and monitor closure.

***

The MD’s Expected Outcome

After adopting this approach, the MD should gradually gain better visibility over:

– Daily sales.
– Daily collections.
– Cash and bank position.
– Customer and supplier exposure.
– Pending approvals.
– Stock ageing.
– Production and dispatch commitments.
– GST and TDS readiness.
– Profitability and expenses.
– Cash-flow requirements.
– Operational exceptions.

The desired outcome is:

> **Less dependence on informal updates. More control through timely, organised information.**

***

A Simple Monthly MD Meeting Agenda

1. Business Performance

– Sales versus target.
– Sales versus previous year.
– Collection versus sales.
– Gross profit and EBITDA.
– Key product and customer performance.

***

2. Cash and Working Capital

– Bank position.
– Expected collections.
– Payments due.
– Customer ageing.
– Supplier ageing.
– Advances and on-account balances.

***

3. Stock and Operations

– Raw-material ageing.
– Finished-goods ageing.
– Rejections.
– Pending quality stock.
– Pending sales orders.
– Pending purchase orders.

***

4. Compliance and Control

– GST status.
– TDS status.
– Unrecorded or unmatched invoices.
– Suspense accounts.
– Bank reconciliation.
– Related-party and director balances.

***

5. Action Plan

– Issue.
– Responsible person.
– Required action.
– Due date.
– Status at the next meeting.

***

Questions the MD Should Ask Every Month

1. What is our current cash position?
2. How much collection is expected in the next 15 and 30 days?
3. Which customers are overdue beyond agreed terms?
4. Which suppliers are awaiting payment?
5. Are any MSME-related payment matters pending review?
6. What stock is moving slowly?
7. Can any excess material be used or transferred elsewhere?
8. Which purchase orders are pending receipt?
9. Which sales orders are delayed?
10. Are any customer or vendor advances old and unadjusted?
11. Are there any invoices in the books but not reflected on the GST portal?
12. Are there any GST e-invoices pending?
13. Which expenses have increased unusually?
14. Is the bank charging the agreed interest and fees?
15. Which suspense accounts are still unresolved?
16. Are any director or related-party balances outstanding?
17. What is our expected tax and statutory cash requirement?
18. Which product, customer, branch, or plant has reduced profitability?
19. Which issue requires immediate MD intervention?
20. What are the five actions to be closed before the next review?

***

Why This Is Valuable for an MSME

An MSME MD often remains involved in:

– Sales.
– Purchases.
– Banking.
– Production.
– Customer relationships.
– Staff matters.
– Compliance.
– Collections.
– Expansion.

The challenge is not lack of hard work.

The challenge is that important information is often:

– Spread across departments.
– Available only in separate files.
– Delayed until month-end.
– Not compared with targets.
– Not assigned to a responsible person.
– Not converted into an action plan.

A structured MIS review helps the MD move from:

> “Please find out what happened.”

to:

> “I know what is happening, why it is happening, and what action is required.”

***

Finsys + MLG: A Practical Partnership for Better Control

Finsys brings the system.

– Structured transaction data.
– Integrated workflows.
– Operational visibility.
– Reports and dashboards.
– Automation opportunities.
– Multi-department information flow.

MLG brings the guidance.

– Financial interpretation.
– Compliance perspective.
– Risk identification.
– Management discussion.
– Follow-up discipline.
– Corrective-action guidance.

The client brings the business knowledge.

– Correct operational information.
– Timely approvals.
– Accurate data entry.
– Departmental cooperation.
– Ownership of action points.

Together, these three elements create a stronger management system.

***

This Is Not Just Reporting

A report is useful only when it leads to a better decision.

The purpose of this programme is to help the MD:

– Protect cash.
– Improve collections.
– Reduce excess stock.
– Avoid preventable compliance issues.
– Control expenses.
– Improve supplier negotiations.
– Detect operational delays.
– Strengthen internal controls.
– Understand profitability.
– Build a more scalable organisation.

In simple words:

> **We do not want to give you more paperwork. We want to give you more control.**

***

Begin With Your Top Five Questions

Before the meeting, the MD may identify the five questions that matter most today.

For example:

– Where is my money blocked?
– Which customer is delaying payment?
– Which stock is becoming slow-moving?
– Which purchase is costing more than necessary?
– What compliance or banking issue needs immediate attention?

The Finsys and MLG team will then demonstrate how the relevant information can be organised, reviewed, and followed up.

***

Schedule Your Management Information Review

If your business has grown beyond informal registers, scattered spreadsheets, and delayed monthly information, it may be time to create a structured MD reporting system.

A personal review with the Finsys and MLG team can help you:

– Understand the current information flow.
– Identify important reporting gaps.
– Select the most relevant MIS reports.
– Define daily, weekly, and monthly reviews.
– Improve accountability across departments.
– Build a practical management-control routine.

The objective is simple:

> **To help the MD remain informed, confident, and in control—without having to personally chase every department for every answer.**

Finsys

Integrated ERP and business-process visibility for growing organisations.

MLG Associates

Accounting, tax, compliance, MIS review, and business guidance for management.

**To arrange a personal MIS review, speak with the Finsys and MLG team.**

***

*Note: Report names, frequency, calculations, and statutory review dates should be customised to the client’s business, ERP configuration, transaction discipline, applicable law, and professional advice. The client team is responsible for timely and accurate data entry in non-accounts modules.*

***

so that your Mission is Accomplished

A nicely Curated Bouquet… of some of the MIS Reports.. that the Finsys brings to you Daily.. Weekly.. and Monthly… .. Yes, this works.