Sample Course

Getting Started

We want to measure how well this learning journey improves your understanding of Inventory and Fixed Asset control. So, please answer these 8 multiple choice questions. We'll do something similar at the end of the Learning Journey, and see how you've improved. Please note, we will only use the results of this assessment in aggregate, to judge the Learning Journey. We will not look at or use your individual results.

Questions

Who is ultimately responsible for governance in the Supply Chain at an SU?

  • Sourcing Unit Finance manager
  • Local Supply Chain Leadership
  • VP Finance
  • Internal Audit

Which one of the following is/are key “watch-outs” / areas to be careful of at stock counts?

  • Put your answer option here
  • Put your answer option here

If you have just found some obsolete stock, not previously identified, which of the following should you do?

  • Provide for it immediately
  • Check with Works Director if a provision is needed
  • Check if there is an unused provision elsewhere that can cover it
  • Don’t provide for it as it can always be re-worked

Which of these is/are useful when identifying potential SLOBs:

  • ask SC colleagues
  • check last movement report
  • look at sales trends
  • look at the COGI

How often should you verify stocks of spare parts?

  • Every month
  • Every quarter
  • Every year
  • Every 3 years

When should you capitalize a new fixed asset?

  • When it is delivered
  • once trial runs start
  • once it is put into use
  • at latest by the end month after it is put into use

Should you capitalize the installation cost of a fixed asset that is being transferred from another Unilever factory?

  • Yes, always
  • Yes, but only if it is a material (large) cost
  • No, because it is from another Unilever factory
  • No, except in exceptional circumstances

When would you de-recognise an asset and put it out of use in Unilever?

  • Once we are no longer regularly using it
  • Once it has not been used for at least three months
  • Once management decide that there is no prospect of it being used in future in its current form
  • When the future cashflows that it will generate are worth less than its current value in the books