The Construction ManagerArmstrong and Kotler's study guide with flashcards, better known as The Driver's Manual, is delivered in one compact binder. |
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Page 157
Central control of purchase orders and signature by a purchasing agent does not assure protection ; the purchase orders ... either by sending a forged requisition to the purchasing department , stealing a purchase order blank from the ...
Central control of purchase orders and signature by a purchasing agent does not assure protection ; the purchase orders ... either by sending a forged requisition to the purchasing department , stealing a purchase order blank from the ...
Page 159
When the clerk receives material , he pulls the job copy of the purchase order and checks against the delivery slip or the invoice received with each delivery to determine the following : > > 1. Whether the purchase is authorized ...
When the clerk receives material , he pulls the job copy of the purchase order and checks against the delivery slip or the invoice received with each delivery to determine the following : > > 1. Whether the purchase is authorized ...
Page 160
Previous signatures , such as those acknowledging receipt , approving price , or giving the manager's approval can then become confused . The stamp provides for approvals as explained below . P.O. The purchase order number ...
Previous signatures , such as those acknowledging receipt , approving price , or giving the manager's approval can then become confused . The stamp provides for approvals as explained below . P.O. The purchase order number ...
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Common terms and phrases
accept accordance accounting acts additional agreed agreement allow amount applicable approval arbitration Architect assume authority become bidder bond building cash cause charged claims clause completion considered construction contract contractor copy cost damages decision delay detailed determine direct Documents drawings employees engineer equipment errors estimate example expense Figure firm foreman furnish give Government important invoices labor less loss machine materials methods necessary needed obtained operations organization owner paid party payment payroll percent performance person plans possible practice profit project manager purchase reason received records reference reports representative responsible result rules schedule separate sheet shown specifications standard Subcontractor superintendent trade union unit unless usually written