The DFARS requires contractors to maintain compliant systems for Material Management and Accounting System (MMAS). This video and article will help you understand the requirements of a compliant Material Management and Accounting System.

This video and article will answer some questions related to the material management and accounting system. Defense Federal Acquisition Regulation Supplement, better known as DFARS, business systems have come into focus as DCAA and DCMA increased their audits of these business systems. Our most recent blog will help you understand the specific requirements of the material management accounting system (MMAS) and the difference in MMAS and other system reviews such as accounting system.

Project manufacturing has its own set of challenges. Many aerospace and defense contractors are not only subject to the requirements of the Federal Acquisition Regulation, better known as FAR, and cost accounting standards, known as CAS, related to materials management, but are also subject to the requirements of the DFARS materials management and accounting system requirements. The DFARS has six business system requirements, which MMAS is one of those business systems.

Now I'm going to answer some basic questions related to MMAS. The first one is -

What are the Requirements of the MMAS Business System?

The MMAS requirements are outlined in DFARS 252.242-704. The business system contains ten standards that a contractor is required to follow. The ten standard requirements focus on the following criteria.

  • An adequate system description, including policies, procedures, and operating instructions that comply with the FAR and the DFARS.
  • Ensuring that cost of purchase and fabricated material charged or allocated to a contract are based on valid time phase requirements.
  • Providing audit trails and maintaining records necessary to evaluate system logic and to verify through transaction testing that the system is operating as desired.
  • Establishing and maintaining adequate levels of record accuracy and include reconciliation of recorded inventory quantities to physical inventory by part number on a periodic basis.
  • Providing detailed descriptions of circumstances that will result in manual or system generated transfer of parts.
  • Maintaining a consistent, equitable, and unbiased logic for costing of materials.
  • Periodic internal reviews to ensure compliance with established policies and procedures.

How is this Audit Different from an Accounting System Audit?

As an accounting system audit focus primarily on the appropriate controls related to how costs are accumulated and billed to the government in accordance with generally accepted accounting principles, or better known as GAAP, FAR Part 31 cost principles and cost accounting standards, the MMAS system audit focus specifically on areas related to planning and buying materials for manufactured products that are charged to government contracts.

Bill of Materials

MMAS specific areas of focus are billed materials. As aerospace and defense contractors are building highly complex parts that might not have a final design, there will be bill of material revisions due to changes and a contractor must be able to react to those changes properly.

Changes could be customer or engineer driven and will impact the cost of the build on the contract. Therefore, bill of material accuracy is crucial to ensure that engineering change orders are processed properly and how these changes affect the cost of the projects. The MMAS standard requires a 98% bill of material accuracy to ensure the correct parts are purchased based on the required contract deliverable.

Planning of Purchase Parts

The standard requires that purchase parts are based on time phase requirements as to the production need date. Therefore, lead times are a critical component of the planning process to understand how the material requirements process is working to ensure that material are received and charged to government contracts as close to the production need date as feasibly possible.

Also, the MRP process should ensure that there are appropriate actions taken to avoid any risk in potential delivery when a vendor changes their delivery schedules, or a customer changes their due dates. From a production standpoint, the focus is on how the production orders are planned and does the contractor have the capacity and resources to meet the customer demands. MMAS standard requires that a contractor maintain a master production schedule accuracy of 98%.

Inventory

Inventory is very interesting from a project manufacturing standpoint as not only does the contractor have to track inventory within the warehouse, but parts must be tracked to each project that owns that part which adds complexity to the process. One of the standards does allow for commingling of parts in the same location as long as parts are tagged to the project that owns those parts.

Secondly, there is a provision for borrowing parts from one project and loaning to another. This process is known in the standard as borrow and payback which have specific rules in which the loaning projects should not be impacted by loaning parts to other projects. MMAS requires an inventory accuracy of 95%.

When is a Contractor Subject to this MMAS Audit?

An MMAS audit is applicable to contractors who are manufacturing products for the Department of Defense under a cost reimbursable contract or a contract which has progress billing financing that is based on cost. Contractors who are covered by cost accounting standards are subject to MMAS and all other DFARS applicable business systems. If you have any specific questions related to your MMAS business systems, feel free to reach out to Redstone Government Consulting and we will be glad to assist you.

Written by Mary Beth Jackson

Mary Beth Jackson Mary Beth Jackson is a Director with Redstone GCI and brings over 30-years of experience and subject matter expertise to our team. She is an experienced industry veteran with a combination of direct experience working for the government, extensive industry experience in large accounting, IT and compliance organizations, as well as experience providing consulting services for many of the largest government contractors. Her combination of experience in senior-level accounting, compliance and IT roles provides for a wealth of background experience and knowledge in regulation (FAR, CAS, DFARS, and other agency supplements), Sarbanes-Oxley, NIST IT and Information Security and many other areas. She frequently assists our clients with strategic initiatives within the accounting, finance, IT and compliance areas include assessment of internal control design and effectiveness, evaluation of DFARS Business Systems, M&A support and post-acquisition integration, and other projects uniquely suited to her background and experience. Professional Experience Mary Beth began her career working with DCAA in 1988 and spent nine years with the agency working on incurred cost audits, forward pricing proposals and rate audits, accounting, estimating, and material management and accounting system audits, cost accounting standards, and disclosure statement reviews. Following her tenure at DCAA, Mary Beth migrated to a large Fortune 500 company where she served in various roles including Compliance Manager for the Defense and Aerospace Division, IT Financial Systems Integration Manager, and Director of IT Governance. In her role as Compliance Manager, Mary Beth spearheaded process improvements to eliminate deficiencies noted by DCAA in the areas of material management and accounting system, estimating system, general accounting system, and cost accounting standard compliance. As IT Financial Integration Manager, Mary Beth designed and implemented global financial applications to enhance the overall financial posture of the company. In 2005, Mary Beth was promoted to Director of IT Governance where she managed the control activities for the IT organization to comply with the Sarbanes Oxley Act. She managed the control framework, which was comprised of IT general controls, application control, security, change management, logical access, and software quality assurance. Most recently, prior to joining Redstone GCI, Mary Beth was the Enterprise Controller for a major aerospace and defense contractor. Mary Beth was responsible for overseeing the implementation of accounting policies and procedures, producing accurate financial statements, establishing and maintaining the internal control environment while ensuring compliance with US GAAP, applicable standards, and statutory requirements. Her role included maintaining of oversight of complex indirect rate structure, establishment and monitoring of the internal controls framework, and subject matter expert in FAR/CAS. Her diverse range of experience in working for DCAA and in the industry at various levels of management provides a unique perspective for our clients and affords her the ability to objectively view unique challenges of our clients and provide practical advice. Education Mary Beth earned Bachelor of Science Degree in Accounting from The University of Alabama in Huntsville. Affiliations Information Systems Audit and Control Association (CISA)

About Redstone GCI

Redstone GCI is a consulting firm focused on fulfilling the needs of government contractors in all areas of compliance. With a singular mission to help contractors through the multiple layers of “red tape,” we allow contractors to focus on what they do best – support their mission with the U.S. Government. We are home to a group of consultants made up of GovCon industry professionals, CPAs, attorneys, and retired government audit and acquisition professionals.

Our focus and knowledge of audit and compliance functions administered by DCAA and DCMA will always be at the heart of what we do. However, for the past decade, we’ve strategically grown to support other areas of the government contractor back-office with that same level of focus and expertise. We’ve added expertise in contracts management, subcontract administration, proposal pricing, various software systems, HR and employment law, property administration, manufacturing, data analytics/reporting, Grant specialists, M&A, and many other areas. When we see a trend in the needs of contractors, we act to ensure we can provide the best expertise in the market to fulfill those needs.

One thing our clients can be certain of is that with the Redstone GCI Team in your corner, there is no problem too big and no issue too technical for our team to tackle.

Topics: DFARS Business Systems, Vlog, Material Management and Accounting System (MMAS)