Companies that conduct export / import operations need to resolve two main issues to orginize proper accounting:
dia$par does not limit the number of currencies in which the operator can transact simultaneously.
In the course of primary dia$par set-up, the user will simply choose a base currency for accounting (whichever is more convenient).
Each balance-sheet ledger (kept in the base currency, of course) is mirrored by a foreign exchange (off-balance-sheet) one, in which entries in the required squids are made.
dia$par will put the supplier’s currency and its exchange rate into the purchase document; by default, today’s exchange rate will be put in (automatically uploaded from designated websites at required intervals); the user may choose an exchange rate from the history if wishes.
The electronic analogue of a paper invoice records any debt owed to the supplier and sends the goods into transit while generating entries in balance-sheet (in the base accounting currency) and off-balance-sheet (foreign currency) ledgers.
For quick calculation of the reports (up to prompt building of the company’s management statements), the scheduled task will re-calculate and record the translation differences at preset intervals in the background — to update the status of related ledgers (debts, balances, mutual settlements).
The supply costs are assessed in their source currency.
In a document, the user may choose a scheme for splitting the costs between the document’s goods items.
The default options are: in proportion to the costs, goods volume, or customs duties. Each distribution method (their list is and open-end one, and any schemes can be added) has its own business logic attached, hence
setup flexibility for "non-standard" cases.
Anyway, whatever cost accounting scheme is accepted in your company, each cost-generating procedure of a logistical nature will be correctly attributed to the lot’s cost price.
And after transition into dia$par by XYZ Co. (so eager to remain anonymous), a direct importer of > 100 000 goods items from dozens of vendors, their top management made a lot of thrilling discoveries concerning
the actual marginality of a number of goods groups.