Ordering Cost Sensitivity $ 500 $ 1000 $ 1500 $ 2000 $ 2500 $ 3000 $ $ 182.00 910.00 455.00 303.33 227.50 182.00 151.67 Holding Cost Sensitivity $ 525.00 500 $ 105.00 1000 $ 210.00 1500 $ 315.00 2000 $ 420.00 2500 $ 525.00 3000 $ 630.00 1,472 Annual Cost of Holding and Ordering = (13,000*x/500) + (500*$0.42/2) $900 = (13,000*x/500) + (500*$0.42/2) $900 = (26 *x) + $105 $900 - $105 = (26 *x) $795 = 26 * x x = $795 / 26 = 30.58 f. Scenario Demand Ratio Scenario 1 Scenario 2 Scenario 3 Scenario 4 Scenario 5 g. 0.25 0.5 1 2 4 Order Quantity 1000 2000 3000 4000 5000 Annual Ordering Costs $ 455 $ 228 $ 152 $ 114 $ 91 Annual Deamd EOQ 3,250 6,500 13,000 26,000 52,000 Annual Holding Costs $ 210.00 $ 420.00 $ 630.00 $ 840.00 $ 1,050.00 735.98 1040.83 1471.96 2081.67 2943.92 Total $ $ $ $ $ 665 648 782 954 1,141…
AC505 Part B Capital Budgeting problem Clark Paints Cost of new equipment $200,000 Expected life of equipment in years 5 Disposal value in 5 years $40,000 Life production - number of cans 5,500,000 Annual production or purchase needs 1,100,000 Initial training costs Number of workers needed 3 Annual hours to be worked per employee 2,000 Earnings per hour for employees $12 Annual health benefits per employee $7,500 Other annual benefits per employee-% of wages 18% Cost of raw materials per can $0.25 Other variable production costs per can $0.05 Costs to purchase cans - per can $0.45 Required rate of return 12% Tax rate 35% Make Purchase Annual cost of direct material: Need of 1,100,000 cans per year $275,000 0 Annual cost of direct labor for new employees: Wages 72,000 0 Health benefits 7,500 0 Other benefits 12,960 0 Total wages and benefits 92,460 Other variable production costs 55,000 Total annual production costs $422,460 0 Annual cost to purchase cans 495,000 Before Tax After Tax Item Amount Amount Annual cash savings $72,540 $0 Tax savings due to depreciation 32,000 $0 Total annual cash flow $58,351 0 1 2 3 4 5 200,000 141,649 83,298 24,947 0.43 58,351 3.43 years Accounting income as result of decreased costs Annual cash savings $72,540 Less Depreciation -32,000 Before tax income 40,540 Tax at 35% rate 14,189 After tax income $26,351 Before Tax After tax 12% PV Present Item Year Amount Tax % Amount Factor Value Cost of machine 0 $200,000 Cost of training 0 92,460…
ACCT505 Part B Capital Budgeting problem Clark Paints, Inc. Data: Cost of new equipment $200,000 Expected life of equipment in years 5 Disposal value in 5 years $40,000 Life production - number of cans 5,500,000 Annual production or purchase needs 1,100,000 Initial training costs 0 Number of workers needed 3 Annual hours to be worked per employee 2,000 Earnings per hour for employees $12.00 Annual health benefits per employee $2,500 Other annual benefits per employee-% of wages 18% Cost of raw materials per can $0.25 Other variable production costs per can $0.05 Costs to purchase cans - per can $0.45 Required rate of return 12% Tax rate 35% Make Purchase Cost to produce Annual cost of direct material: Need of 1,100,000 cans per year $275,000 Annual cost of direct labor for new employees: Wages 72,000 Health benefits 7,500…
A) Commercial = $1,000/hr , 30% demand decrease Intracompany: 223 hrs * $400/hr = $89,200 Commercial: 97 hrs * $1,000/hr = $97,000 Total: 320 hrs $186,200 Variable Exp: 320 hrs * 28.7/hr = $9,184 Sales $186,200 Variable Expenses ($9,184) Contribution Margin $177,016 Fixed Expenses…
TSS is considering the addition of a fourth model to the line of PDAs. This model would be sold to retailers for $300. The variable cost of this unit is $125. The demand for the new Model TSS4 is estimated to be 300,000 units per year. Sixty percent of these unit sales of the new model is expected to come from other models already being manufactured by TSS (15 percent from Model TSS1, 40 percent from Model TSS2, and 45 percent from TSS3). TSS will incur a fixed cost of $200,000 to add the new model to the line. Based on the above data, should TSS add the new Model LX4 to its line of PDAs? Why?…
The point on which profit has been maximized as stated in part A is 55 DVDs and cost per DVD at this point is $1.75 so profit will be …..…
| Use this information for questions that refer to the World Tennis Ball (WTB) Company case.…
3 Assume a fixed cost and unit variable cost and (a) calculate the break-even points and (b) plot a break-even chart for the three prices specified in step 2.…
Both Q and Q2 are significant at an Alpha of .05 with the entire model being highly significant, if you conclude one or more of the coefficients is not equal to zero the probability of being wrong is less than 0.000000000449. This function is statistically better and can actually be used to estimate plant…
a. 1,000.00 1,300.00 $ 1,690.00 $ 2,197.00 $ 2,856.10 b. 860.00% 213.54% 125.25% 79.06% 860.00% 449.00% 308.00% 232.00% c. 1.0 9.6 30.1 67.8 121.4 a. 1,000.00 1,300.00 $ 1,690.00 $ 2,197.00 $ 2,856.10 0.10% 0.74% 1.78% 3.09% 4.25% d. 2011 2012 2013 2014 2015 sales (in millions) 1.0 9.6 30.1 67.8 121.4 expected gross profit margin 30% 30% 30% 30% 30% Operating & Marketing Expense 3.0 5.00 Net Profit Margins 10% 10% 10% Expected Profit after Operating & Marketing Expense $ 0.30 $ 2.88 Net Profit (Loss) $ (2.70) $ (2.12) $ 3.01 $ 6.78 $ 12.14 e. Expected asset turnover ratio 2.0 Return on Assets 6.02 $ 13.56 $ 24.28 F Industry/Market Market size potential 3 $ 1 billion Venture growth rate 3 b Market Share (year 3) 1…
| On the Schedule of Cost of Goods Manufactured, the final Cost of Goods Manufactured figure represents:…
In this case study the students bought a copier for $18,000 to start their own copy business after noticing a need for it. After purchasing the copier they found out that the one that they purchased is known to break down frequently, and was known to usually take anywhere from one to four days to repair with the time between breakdowns estimated between zero and six weeks. They estimated that they would sell between 2,000 and 8,000 copies per day at .10 per copy. With this expected demand the students wanted to analyze whether they should purchase a back up copier for $8,000 to avoid the potential loss during breakdowns.…
was used to repeat to his father that bigger dimensions were necessary to offer to the market a wide…