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What is included in an ERP audit for an Australian business?
An ERP audit for an Australian business is a review of how your live system is configured, controlled and used. It is not a financial audit or a BAS review. I trace GST codes to the figures behind your BAS, check payroll and STP journals, super liabilities, user access, connected apps, stock data and reports, then give your team and accountant a prioritized list of fixes. It runs remotely.
Last reviewed by Vikas Saroj
Australian businesses often reach a point where the ERP technically works, but trust in it has faded. The bookkeeper rebuilds the BAS from exports, payroll journals arrive with a different cost structure than the ledger uses, stock in the interstate warehouse never quite agrees, and a growing list of connected apps each fix one problem while adding another place for data to go wrong.
I run ERP audits remotely for Australian companies, as an independent consultant with nothing to sell beyond the review itself. The audit examines the system, not your financial statements. It does not replace your registered auditor, your tax agent or your BAS agent, and anything touching tax or accounting treatment is passed to them as a clear, evidenced question.
The deliverable is a prioritized set of findings that your finance lead can act on, your implementation partner can quote against, and your directors can use to judge whether the current system has a future. Each item names the evidence behind it, so nobody has to take a conclusion on trust.
Each check combines conversations with the people who use the system and evidence pulled from the system itself.
How tax codes are assigned on sales, purchases, imports and adjustments, and whether the figures behind the BAS come from the system or a spreadsheet, written up for your BAS or tax agent.
Where payroll runs, how journals from it map to the ledger by site and cost center, and whether PAYG withholding, super and leave balances reconcile, for your payroll provider to confirm.
Roles, inactive staff accounts, shared logins and anyone who can both add a supplier's bank account and approve the payment file, compared with the delegations your directors expect.
Stock records across warehouses and states, landed cost on imported goods, freight allocation and adjustment patterns, looking for the reasons physical counts and system figures keep drifting apart.
Every app and connector feeding the ledger, from ecommerce and job management to expense and e-invoicing tools, with owners, sync behavior and the manual fixes staff apply when one fails.
A findings list sorted by business impact and effort, plus a comparison of paid seats and subscriptions against real use, so the next renewal and the next fix both start from evidence.
Understand how the business runs today
Check the system against reality
Turn evidence into an action list
In Australia, several professionals already look at your numbers. A registered company auditor may audit your financial report if your company is required to have one. A tax agent prepares and lodges income tax returns, and a BAS agent or your accountant handles activity statements. Each of them works under their own professional obligations and reaches their own conclusions.
An ERP audit sits beside that work rather than inside it. I do not express an opinion on your accounts, lodge anything with the ATO or decide how GST applies to a transaction. What I examine is the machine that produces the numbers those professionals rely on:
Where something I find could affect tax or the accounts, I document it with transactions as evidence and hand it to the right advisor to decide. That division keeps the review useful without stepping into work that belongs to a registered professional. The general structure follows my ERP health check service.
When the BAS has to be rebuilt in a spreadsheet each period, the problem usually starts much earlier, in how GST codes are assigned when transactions are entered. The review follows that path from beginning to end using real transactions.
| Area | What I look at | Who confirms |
|---|---|---|
| Sales | Default codes on customers and items, GST-free lines, mixed supplies on one invoice | Your BAS or tax agent |
| Purchases | Codes on supplier bills, items with no GST, private or non-deductible expenses | Your BAS or tax agent |
| Imports | How GST on imported goods is captured, including any deferral arrangement you use | Your accountant |
| Adjustments | Manual journals that touch GST accounts and who can post them | Your finance lead |
| Reporting | Whether the system's GST report reconciles to the ledger and to what was lodged | Your BAS agent |
The output is a list of observations, each with the transactions involved and the question for your advisor. Patterns that may have affected earlier activity statements are flagged plainly. Whether any revision is needed, and how, is a decision for your BAS or tax agent, not for me.
If the business also receives or sends invoices through Peppol, I check how e-invoices enter and leave the ledger and whether staff still re-key them.
Australian payroll carries more moving parts than most: award interpretation, Single Touch Payroll reporting, superannuation guarantee contributions, PAYG withholding and leave accruals. Whether payroll runs inside the ERP or in a dedicated system, the audit focuses on the seams between payroll and finance, because that is where quiet errors collect.
The questions I work through include:
I do not check award interpretation or pay calculations; that is the job of your payroll provider and, where needed, an employment advisor. What the audit does is show whether the payroll data that reaches the ERP is complete and correctly classified. Findings here often explain why management reports and job costing disagree with what the business expects, and they tend to be cheap to fix once the cause is visible.
Distance shapes Australian operations. Stock sits in warehouses in different states, much of it imported, and freight is a real share of cost. When an ERP's inventory records drift away from what is physically on the shelf, margins and reorder decisions both suffer.
The stock review looks at adjustment patterns by site, how inter-warehouse transfers are recorded while goods are in transit, how landed costs such as freight, duty and brokerage reach item costs, and whether stocktake results are posted promptly and explained. Sharp or repeated adjustments at one location usually point to a process problem rather than a system fault, and the finding says so.
Around the ledger there is typically a set of connected apps: an ecommerce platform, a job or field service app, an expense tool, a CRM, bank feeds and sometimes an e-invoicing service. I list each one with its owner, what data it sends or receives, how it handles errors and what staff do when it stops syncing. An inventory of spreadsheets used to complete processes sits alongside, because every spreadsheet is a sign of a gap. Integration fixes are covered on my ERP integration page, and warehouse design on ERP for inventory and warehousing.
Two further areas round out the audit. The first is access. I review who can do what, with particular attention to supplier bank detail changes, payment file approval, journal posting and stock write-offs, and I list inactive accounts and shared logins by name. The ERP will also hold personal information about staff and customers; I note where it sits and who can export it, and leave obligations under the Privacy Act to your legal advisor.
The second is reporting. Directors' reports, job margin summaries and stock valuation are traced to the ledger, and anything that needs manual adjustment each month is recorded with its cause.
Results arrive as a prioritized findings list, with a short summary for directors at the front. I walk your team through it before it is finalized, so the conclusions can be tested against what people know. Some findings will be fixed internally, others become a defined piece of work for your partner, and some need a decision from the board. If the system is sound but underused, ERP optimization is the usual next step. If the audit uncovers a project that never properly finished, read about ERP rescue in Australia.
The audit is carried out remotely, with sessions placed in hours that suit your head office whether it sits on the east coast, in Adelaide or in Perth; visits can be arranged. My other services for Australian companies are on ERP consulting in Australia and the Australia hub.
Tell me about your business and current systems. I’ll suggest the most sensible first step.
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I can show how the system arrives at the figures behind your BAS, where transactions are coded inconsistently and whether the GST report reconciles to the ledger. Whether a figure is correct for lodgment is a judgment for your BAS agent or tax agent. My work gives them specific transactions to look at, rather than a general concern.
Yes, at the point where it meets the ERP. I review how payroll journals are mapped, whether withholding, super and leave liabilities reconcile, and whether labor costs reach jobs correctly. The payroll calculations themselves, including award interpretation and STP reporting, stay with your payroll provider.
Yes. If your core ledger is Xero or MYOB with inventory, job management, ecommerce or CRM apps around it, the audit covers the whole arrangement: how the apps exchange data, where duplicates and re-keying occur, and which reports depend on manual work. The findings often show whether the setup can be tidied or has been outgrown.
It will tell you whether the problems come from the platform or from configuration, data, process and training. Most issues fall into the second group and can be fixed without replacement. Where the evidence points to a genuine platform limit, the report says so and explains what a replacement decision would need to consider.
Every business is different. Share where you are today and what you want to fix, and I’ll tell you honestly whether and how I can help.
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