YOURlecturer

Question 1

 

 

Jack Tar, CFO of Sheetbend & Halyard, Inc. opened the company confidential

envelope. It contained the draft of a competitive bid for a contract to supply duffel

canvas to the U.S. Navy. The cover memo from Sheetbend’s CEO asked Mr. Tar to

review the bid before it was submitted.  

The bid and its supporting documents had been prepared by Sheetbend’s sales

staff. It called for Sheetbend to supply 100,000 yards of duffel canvas per year for 5

years. The proposed selling price was fixed at $30 per yard.

Mr. Tar was not usually involved in sales, but this bid was unusual in at least two

respects. First, if accepted by the navy, it would commit Sheetbend to a fixed price,

long-term contract. Second, producing the duffel canvas would require an

investment of $1.5 million to purchase machinery and to refurbish Sheetbend’s

plant in Pleasantboro, Maine. Mr. Tar set to work and by the end of the week had

collected the following facts and assumptions:

 The plant in Pleasantboro had been built in the early 1900s and is now idle.

The plant was fully depreciated on Sheetbend’s books, except for the purchase

cost of the land (in 1947) of $10,000.

 Now that the land was valuable shorefront  property, Mr. Tar thought the land

and the idle plant could be sold, immediately or in the future, for $600,000.

 Refurbishing  the plant would cost $500,000. This investment would be

depreciated for tax purposes on the 10-year MACRS schedule.

 The  new machinery would cost $1 million. This investment could be

depreciated on the 5-year MACRS schedule.

 The refurbished plant and new machinery would last for many years. However,  

the remaining market for duffel canvas was small, and it was not clear that

additional orders could be obtained once the navy contract was finished. The

machinery was custom built and could be used only for duffel canvas. Its

second-hand value at the end of 5 years was probably zero.

 Table below shows the sales staff ’s forecasts of income from the navy

contract. Mr. Tar reviewed this forecast and decided that its assumptions were

reasonable, except that the forecast used book, not tax, depreciation.

 But the forecast income statement contained no mention of working capital.  

Mr. Tar thought that working capital would average about 10 percent of sales.

Armed with this information, Mr. Tar constructed a spreadsheet to calculate the

NPV of the duffel canvas project, assuming that Sheetbend’s bid would be

accepted by the navy.

He had just finished debugging the spreadsheet when another confidential

envelope arrived from Sheetbend’s CEO. It contained a firm offer from a Maine

real estate developer to purchase Sheetbend’s Pleasantboro land and plant for

$1.5 million in cash.

Should Mr. Tar recommend submitting the bid to the navy at the proposed price of

$30 per yard? The discount rate for this project is 12 percent.

 

Table 1: Forecasted income statement for the navy duffel canvas project (dollar figures in thousands, except price per yard)  (file attached)

 

Notes on the table

1- Yards sold and price per yard would be fixed by contract.

2- Costs of goods include fixed cost of $300,000 per year plus variable costs of $ 18 per year. Costs are expected to increase at the inflation rate of 4 per cent per year.

3- Depreciation: A $1 million investment in machinery is depreciated straight-line over 5 years($200,000 per year). The $500,000 cost of refurbushing the Pleasantboro plant is depreciated straight-line over 10 years ($50,000 per year).

 

 

 

 

 

Question 2:

 

Critically appraise how companies set their financing – both short-term and long-

term policies, and explain the factors that a company should consider in setting its

policies to raise capital for investment and in determining the level of debt equity

balance to be maintained. The debt and equity financing strategy should be

highlighted in detail.

Support your arguments by reference to TWO FTSE100 firms in the SAME

INDUSTRY. Your comments should incorporate both theoretical and academic

arguments and real world practices. You should research the subject beyond the

basic facts, and must provide calculations, references and critical commentary to

support the points. You should also provide a brief introduction on the key issues

and a conclusion consistent to your discussion.  

 

Note: You can visit the link below to select one industry of your choice from the

available list of industries.

 

 

http://www.londonstockexchange.com/exchange/prices-and-markets/stocks/indices/constituents-indices.html?index=MCX

 

Please note both the firms must come from the same industry. You are suggested

not to use banks, and companies engaged in financial services.

 

 

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Required assignment 2—manufacturing budget analysis

Tom Emory and Jim Morris strolled back to their plant from the administrative offices of Ferguson & Son Manufacturing Company. Tom is manager of the machine shop in the company’s factory; Jim is manager of the equipment maintenance department.

The men had just attended the monthly performance evaluation meeting for plant department heads. These meetings had been held on the third Tuesday of each month since Robert Ferguson, Jr., the president’s son, had become plant manager a year earlier.

As they were walking, Tom Emory spoke: “Boy, I hate those meetings! I never know whether my department’s accounting reports will show good or bad performance. I’m beginning to expect the worst. If the accountants say I saved the company a dollar, I’m called ‘Sir,’ but if I spend even a little too much—boy, do I get in trouble. I don’t know if I can hold on until I retire.”

Tom had just been given the worst evaluation he had ever received in his long career with Ferguson & Son. He was the most respected of the experienced machinists in the company. He had been with the company for many years and was promoted to supervisor of the machine shop when the company expanded and moved to its present location. The president (Robert Ferguson, Sr.) had often stated that the company’s success was due to the high-quality work of machinists like Tom. As supervisor, Tom stressed the importance of craftsmanship and told his workers that he wanted no sloppy work coming from his department.

When Robert Ferguson, Jr., became the plant manager, he directed that monthly performance comparisons be made between actual and budgeted costs for each department. The departmental budgets were intended to encourage the supervisors to reduce inefficiencies and to seek cost reduction opportunities. The company controller was instructed to have his staff “tighten” the budget slightly whenever a department attained its budget in a given month; this was done to reinforce the plant manager’s desire to reduce costs. The young plant manager often stressed the importance of continued progress toward attaining the budget; he also made it known that he kept a file of these performance reports for future reference when he succeeded his father.

Tom Emory’s conversation with Jim Morris continued as follows:

Emory: I really don’t understand. We’ve worked so hard to meet the budget, and the minute we do so they tighten it on us. We can’t work any faster and still maintain quality. I think my men are ready to quit trying. Besides, those reports don’t tell the whole story. We always seem to be interrupting the big jobs for all those small rush orders. All that setup and machine adjustment time is killing us. And quite frankly, Jim, you were no help. When our hydraulic press broke down last month, your people were nowhere to be found. We had to take it apart ourselves and got stuck with all that idle time.

Morris: I’m sorry about that, Tom, but you know my department has had trouble making budget, too. We were running well behind at the time of that problem, and if we had spent a day on that old machine, we would never have made it up. Instead, we made the scheduled inspections of the forklift trucks because we knew we could do those in less than the budgeted time.

Emory: Well, Jim, at least you have some options. I’m locked into what the scheduling department assigns to me and you know they’re being harassed by sales for those special orders. Incidentally, why didn’t your report show all the supplies you guys wasted last month when you were working in Bill’s department?

Morris: We’re not out of the woods on that deal yet. We charged the maximum we could to other work and haven’t even reported some of it yet.

Emory: Well, I’m glad you have a way of getting out of the pressure. The accountants seem to know everything that’s happening in my department, sometimes even before I do. I thought all that budget and accounting stuff was supposed to help, but it just gets me into trouble. It’s all a big pain. I’m trying to put out quality work; they’re trying to save pennies.

Movie clip reflection | Article writing homework help

You are to relate your reflection to the chapters we have covered. You can do this by looking for terms, and then match them to the clip. So, chances are that your papers will not be alike.
An excellent essay in this course should have: (remember we are also fulfilling a writing requirement)
cover page
one paragraph abstract (summary of essay)
one-two page essay in APA format.
citations (textbook/clips).
Remember to check your originality report- no more than 20% please.
clip: https://www.youtube.com/watch?v=rSlJDaqKYsE
I attached the book we have covered chapter 1 and 2 please refer to those chapters in order to do the assignment and cite the book!!
 THANK YOU!

Movie clip reflection | Article writing homework help

You are to relate your reflection to the chapters we have covered. You can do this by looking for terms, and then match them to the clip. So, chances are that your papers will not be alike.

An excellent essay in this course should have: (remember we are also fulfilling a writing requirement)

cover page

one paragraph abstract (summary of essay)

one-two page essay in APA format.

citations (textbook/clips).

Remember to check your originality report- no more than 20% please.

clip: https://www.youtube.com/watch?v=rSlJDaqKYsE

I attached the book we have covered chapter 1 and 2 please refer to those chapters in order to do the assignment and cite the book!!

 THANK YOU!