Reference no: EM133246898

Aerospace Lighting Inc. (ALI)-previously a private company based in Chicago-has been a leading supplier of airplane cabin lighting systems for nearly ten years. Until recently, ALI had been satisfied with its profits and had sold all its products to Bombardier, a major aerospace company in Canada. This comfortable position began to change in 2013, when a large publicly traded multi-national company (BmG) acquired 100 percent of ALI.

For ALI, the transition from a private, independent company to a subsidiary of a public conglomerate has not been an easy one. Before the takeover, ALI's management was afforded the luxury of making decisions and taking risks that affected only one owner. Being just one arm of a much larger international company, however, now requires ALI to satisfy more than its own personnel. Members of BmG's executive team dominate ALI's board of directors. These individuals have been very critical of ALI's management, particularly in the area of financial performance. Beginning with the first board meeting in 2013, the new BMG executive team has scrutinized ALI's operating results and has never hesitated to remind ALI management that BmG views ALI as an investment that is evaluated based on its return to BmG stockholders. BmG does not tolerate any failures to meet financial targets, and is willing to replace entire management teams if required. BmG's executives take very seriously the ''Financial Handbook'' that they establish each year to communicate the parent company's financial principles, including equity and capital borrowing guidelines, monthly reporting requirements, and profit expectations.

Since the acquisition, ALI has been pursuing a rapid expansion strategy. The German parent company directed ALI to enter the U.S. aerospace supply industry in 2014, and quickly increase the number of U.S. contracts on which it bid, with the goal of increasing its revenues by 50 percent in 2015. To reach this goal, ALI adopted a strategy of submitting bid prices to U.S. manufacturers that, after adjusting for exchange rates, are approximately 20 percent lower than the prices ALI charges to Bombardier. This strategy has been successful so far, as ALI now has several large contracts with Boeing, Lockheed Martin, and Raytheon-the largest aerospace manufacturers in the U.S. ALI has already begun preparing to work on these contracts, having accumulated a significant quantity of raw materials inventory to use in producing goods for Boeing, Lockheed Martin, and Raytheon, as well as Bombardier.

ALI's management team has not discussed its new strategy with its board because management believes BmG is interested in financial results rather than the means by which they are achieved. ALI's management team also wants to keep this strategy quiet because if Bombardier's executives were to hear about it, they would likely discontinue their relationship with ALI or immediately demand a lower price, as well as insist on a refund of any excess prices charged in previous years.

Just last week, on June 29, 2015, your firm's was appointed worldwide audit services provider for BmG's July 31, 2015 year-end. Another firm had provided audit services for BmG and all its subsidiaries in the previous year, but BmG's executive team was dissatisfied with the auditors' inability to identify significant business risks that they believed should have been brought to their attention. Your Chicago office has been asked by the lead engagement team (based in Boston) to perform the audit of ALI for its year ended July 31, 2015, and to provide your audit working papers by September 5, 2015. A recently promoted partner in your Chicago office has been assigned the responsibility for the 2015 ALI audit. She has communicated with ALI's predecessor auditor and has provided you with the notes from her review of the predecessor's working papers (see Exhibit 1). She also has obtained information from preliminary discussions with ALI's CFO (see Exhibit 2). She has asked you to meet with her to discuss the client and your assessment of key risks as well as the preliminary planning considerations.

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