“…KBS has been applied to an abundance of decision problems in financial and production domains, such as for supporting investments decisions (see Poh, 2000), for performance measurement (Ammar, Duncombe, Jump, & Wright, 2004;Khan & Wibisono, 2008;Wang, Huang, & Lai, 2008), for formulating budget planning -which is called Knowledge-based Intelligent Decision Support System or KIDSS system (Wen et al, 2005), for supporting business in small financial institutions (Chung & Pak, 2006), for supporting decision on credit granting -which is called Moody's KMV Risk Advisor™ or MRA (Kumra et al, 2006), for formulating the auditor"s opinion -which is called Auditor Report EXpert or AREX (Wahdan, 2006), for optimising portfolio management (Bao & Yang, 2008), for measuring logistic performance -which is called knowledge-based logistics performance measurement system or KLPMS (Choy et al, 2008), for financial knowledge management (Shiue et al, 2008;Cheng et al, 2009), for evaluating the credit worthiness of customers using balance scorecard strategic planning opinions -which is called BSC knowledge-based system or BSCKBS (Huang, 2009), for selecting supplier/customer with the consideration of benefits, opportunities, costs, and risks (Lee, 2009), for determining cost-volume-profit analysis (Yuan, 2009), for determining (pro)-performance appraisal (Chen & Chen, 2010), for obtaining customerbuying patterns (Jayanthi & Vishal, 2011) and for clarifying financial ratios (Gunawan, 2012), for assessing materiality level at the audit planning stage Materiality Expert (MEX) (Wahdan & Hassan, 2019). While organizations develop information systems, auditors must adapt their approaches to comply with the fast evolution of these systems.…”