...Discoount rate Ship life (years) Scrap value Initial investment M€ Depr./year 9% 25 6720000 39000000 1291200 Pinja Ruonala 241364 Case Ocean Carriers Since the consulting firm fee (200 000 USD) and internal marketing study expenses (150 000 USD) already occurred and thus are sunk costs, they are not taken into account in the investment calculations. Those expenses will realize, no matter whether the investment will be done or not, so they are not relevant. Net present value calculation was done in order to give a recommendation for Ocean Carriers whether to purchase of the $39M capsize. Only change in new working capital was taken into account in the calculations. I used the provided expected daily hire rates for the revenue calculation for the lifetime of the vessel. Annual hire revenue ( expected income) was calculated by deducting the days the vessel spent in maintenance and multiplying the remaining days with the daily hire rate. Annual growth of 4,03% was taken into account in the operating costs. Depreciation was added back in the calculations because of it not having a cash flow effect. Depreciation was added back in the calculations because of it not having a cash flow effect. Since the NPV of the investment is negative in the first setting (when tax rate is 38%), I advise Ocean Carriers not to purchase the capesize. However, in Hong Kong setting when there is no requirement to pay tax on profits, the investment is very profitable. Year Initial investment Accumulated...
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...The Charles H. Kellstadt Graduate School of Business DePaul University FIN 555: Financial Management Thomas M Carroll Phone: 312.362.8826 Office: Loop Campus tcarroll@depaul.edu Case Study Questions Capital Budgeting In Practice Ocean Carriers These questions relate to the Ocean Carriers case in your course packet. You can find the data for this case on the course website in a spreadsheet named: Ocean Carriers Exhibits.xls. This case provides the opportunity to make a capital budgeting decision by using discounted cash flow analysis to make an investment and corporate policy decision. Ocean Carriers is a shipping company evaluating a proposed lease of a ship for a three-year period beginning in 2003. The proposed leasing contract offers very attractive terms, but no ship in Ocean Carrier’s current fleet meets the customer’s requirements. The firm must decide if future expected cash flows warrant the considerable investment in a new ship. 1. Do you expect daily spot hire rates to increase or decrease next year? Give the reasons for your choice. Which are the factors that drive average daily rates? What does this imply in terms of your cash flow projections? Daily hire rates are determined by supply and demand, as well as the size, age, and efficiency of the ships in service. Due to a high number of vessels expected to be delivered in 2001, as well as the fact that imports for iron and coal were expected...
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... Ocean Carriers November 2015 EXECUTIVE SUMMARY Due to an attractive lease agreement proposed by a larger client, the investment department has conducted an extensive evaluation of the possibility to invest in a new $39 million capesize carrier. This material should be distributed as a basis for the decision regarding the commission of the carrier and includes current assumptions and calculations. The investment department has come to the absolute conclusions to decline the offer to enter into the lease agreement, due to the unprofitability of commissioning a new vessel. This conclusions hold both under U.S. tax law as well as Hong Kong tax law. The net present value of the project is currently -$6,968.828 under U.S. tax law and -$1,228,132 under Hong Kong tax law. The internal rate of returns is 5.5% under U.S. tax law and 8.4% under Hong Kong tax law. The project has been discounted at Oceans Carriers current hurdle rate of 9%. Investment Opportunity Ocean Carriers are currently in negotiations with a well esteemed charterer regarding a three-year charter on a capesize ocean freighter. Our client has made an offer of $ 20,000 per day with an annual escalation of $200 per day starting in the beginning of year 2003. As we, Ocean Carriers, do not currently...
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...University FIN 555: Financial Management Summer 2013 Thomas M Carroll Phone: 312.362.8826 Office: Loop Campus tcarroll@depaul.edu Case Study Questions Capital Budgeting In Practice Ocean Carriers These questions relate to the Ocean Carriers case in your course packet. You can find the data for this case on the course website in a spreadsheet named: Ocean Carriers Exhibits.xls. This case provides the opportunity to make a capital budgeting decision by using discounted cash flow analysis to make an investment and corporate policy decision. Ocean Carriers is a shipping company evaluating a proposed lease of a ship for a three-year period beginning in 2003. The proposed leasing contract offers very attractive terms, but no ship in Ocean Carrier’s current fleet meets the customer’s requirements. The firm must decide if future expected cash flows warrant the considerable investment in a new ship. 1. Do you expect daily spot hire rates to increase or decrease next year? Give the reasons for your choice. Which are the factors that drive average daily rates? What does this imply in terms of your cash flow projections? 2. How much is the cost of a new vessel in present value terms? What is the book value of the ship? 3. Should Ms Linn purchase the capesize carrier? Assume that it is going to be sold for scrap after 15 years. [Hint: Construct the Free Cash Flows of the project!] Explain the reason for constructing the free cash flow...
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...Executive Summary In the case of Ocean Carriers, protagonist Mary Linn must decide upon the best alternative regarding the building of a capesize carrier that a client has requested. Her choices in the matter include: 1) Building the ship and salvaging it after 15 years for a $5 million profit 2) Building the ship and keeping it in operation for its full 25 year operating life 3) Denying the request and not building the ship at all. Through my research I’ve found that the best decision for Mary Linn and Ocean Carriers would be to deny the request from the client due to steep potential losses that are likely to be incurred over the life of the ship. Problem, Opportunity, and Objectives In this case the protagonist, Mary Linn, must decide if building a new capesize carrier per request from a client will be a profitable venture for the Ocean Carriers shipping company. Opportunity/Problem | Cost | Anticipated Result | Through looking at the different approaches to this opportunity Mary Linn hopes to find a solution that will allow Ocean Carriers to generate the greatest amount of cash flow. | The cost in this situation is the amount of cash flow Ocean Carriers will receive, or not receive, depending on the approach they choose. | Mary Linn and Ocean Carriers will choose the solution that allows Ocean Carriers to make a profit. If a profit is not possible they will undoubtedly not proceed with the project. | Analysis of the Situation When making the decision...
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...Ocean Carriers’ Case Spring 2012 Ocean Carriers Ocean Carriers Inc. owned and operated capsized dry bulk carriers that carried iron ore worldwide. The company’s vessels were typically chartered on a “time charter” basis for a period of years. The charterer paid Oceans Carriers a daily hire rate for the entire length of the contract, determined what cargo the vessel carries, and controlled where the vessel loaded and unloaded. Ocean Carriers supplied a vessel that complied with internal regulations and manned the vessel with a qualified crew. Additionally, Ocean Carriers ensured adequate supplies and stores onboard, supplied lubricating oils, scheduled the repairs, conducted overall maintenance of the vessel, and placed all insurances for the vessel. Need for Analysis In 2001, Ocean Carriers was in a predicament and it was essential that the company conduct detailed analysis before making major decisions. Ocean Carriers was in negotiations with a charterer for a three-year time charter starting in 2003, but the vessels in Ocean Carriers’ current fleet could not commit to a time charter beginning in 2003. The company’s ships were either already leased during that period or were too small to meet the customer’s needs. It is also noteworthy that there were no sufficiently large capsizes available in the second-hand market. Ocean Carriers had to decide how to handle this situation with the charterer and thorough analysis was certainly necessary. General...
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...Ocean Carriers: Case Study MBA 540 Fall 204 Janelle Roche King Quaidoo Suzanne Ekstrom Net Present Value: 15 Year Evaluation if the United States with a 35% Taxation Net present value is used in order to determine the present value of an investment by the discounted sum of all cash flows received from a project. In this case this would be the calculation of the single project capital budgeting for Ocean Carriers Inc. and a purchase of 15 year operation vessel. This 15 year time span would begin in 2000 and continue until 2017. Ocean Carries Inc. in this scenario would be subject to the United States 35% taxation. In order to calculate the net present value the free cash flow had to be calculated. Using the formula; EBIAT + depreciation – capital expenditure - change in net revenue + after tax proceeds from the sale of a ship (Year 17: $645,899 + $1,630,000 - 0 - ($756,295) + $8,710,000 = $11,742,193.61) the free cash flow was calculated. Using that calculation the present value of the free cash flow was calculated using the formula; Free cash flow / (1 + 9%) ^ Event year. After summing the total of the present value free cash flow the conclusion was the net present value. After fully comprising the single project capital budget it can be concluded that the Net Present Value would equal -$7,805,694. The net present value rule states that an investment should be accepted if its net present value is greater than zero and should be rejected if it is less than zero. Following...
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...Case 1: Ocean Carriers Our first case study is entitled Ocean Carriers (HBS Case No. 9‐202‐027) by Erik Stafford et al. Please go to the Harvard Business Publishing website http://hbsp.harvard.edu . The case is copyright‐protected and can be purchased after registration. Please register at the Harvard Business Publishing website with a student account. After login, make use of the following link: https://cb.hbsp.harvard.edu/cbmp/access/42497623. Integrate answers/discussions to the following questions into your memo (Please don’t write separate answers for each question, and also the order when you answer them is not relevant. Your memo should consist of one comprehensive and well‐structured text.) Assume that Ocean Carriers uses a 9% discount rate for its investments. Questions: 1. Do you expect daily spot hire rates to increase or decrease next year? 2. What factors drive average daily hire rates? 3. How would you characterize the long‐term prospects of the capesize dry bulk industry? 4. Should Ms Linn purchase the $39M capesize? Make 2 different assumptions. First, assume that Ocean Carriers is a U.S. firm subject to 35% taxation. Second, assume that Ocean Carriers is located in Hong Kong, where owners of Hong Kong ships are not required to pay any tax on profits made overseas and are also exempted from paying any tax on profit made on cargo uplifted from Hong Kong. 5. What do you think of the company’s policy of...
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...Ocean Carrier Case Study Summary In order to accept the recently submitted leasing contract proposal, Ocean Carriers would have to purchase a new ship. The purchasing of a new ship is a considerable investment. We have analyzed whether or not Ocean Carriers should make this investment using Free Cash Flow and Net Present Value (NPV) analysis. Given the details of the contract, the forecasted daily time charter rates, and the costs data; we have concluded that Ocean Carriers should not accept the proposal and purchase a new ship if the company’s plan is to scrap the ship in 15 years. The NPV of this option is negative, roughly -$43,705, which means that Ocean Carriers would lose money over the life of this project. However, further analysis has concluded that operating the ship for its entire useful life, 30 years, can produce a positive NPV, roughly $2,107,016. So Ocean Carriers’ should consider taking on this proposal only if they can continue operating the ship for 30 years. *Please see assumptions and capital budget details. Answers to Case Questions 1) Spot hire rates will likely decrease in the near term, 2001 and 2002. Imports for ore look to be flat and won’t likely increase for the next two years. With 63 new capsizes scheduled for completion in 2001 there will likely be an overage of supply in the near term. Daily rates are driven by supply and demand as well as the trade patterns. With additional cargo carriers entering the fleet and depressed demand...
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...Michael Depersia Ocean Carriers needs to evaluate the decision to commission a new capesize carrier. Mary Linn, Vice President of Finance, needs to decide if this is a profitable decision for the company. In determining whether Ocean Carriers should purchase the new capesize carrier for the potential customer, we completed a net present value analysis of the project. In order to do this we need to take many things into account including, but not limited to, depreciation, opportunity costs and networking capital. To begin, we calculated the revenue given expected daily hire rate that could be expected over the lifetime of the vessel. We chose to use the expected daily hire rate because it most accurately represents Ocean Carrier’s cash flows. The initial investment was 10% of the purchase price in first year, which amounted to $3,900,000 paid in the beginning and the end of the first year. Beginning in 2003, the operating costs for the vessel were $1,460,000 ($4,000 per day), growing at a rate of 1% per year. For the 15 year analysis, we first subtracted the $5,000,000 salvage value and used straight-line depreciation over 15 years, which was $2,667,667 per year. Depreciation is important for this calculation because it allows the firm to recognize the wear and tear on the vessel by decreasing the worth of the asset. The straight-line depreciation method allows firms to allocate fixed reductions in the asset's value over its useful life. It is calculated by the acquisition cost...
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...Ocean carriers has been approached by a customer who is offering attractive terms for a three year ship lease. However, there is no existing ship that meets the customer’s needs, so Mary Linn, Vice President of Finance, must decide if we should purchase a new ship that will meet the customer’s demands for $39 million. Since the lease is only for three years we need to analyze if by continuing to operate the ship for other charterers will be a profitable project for Ocean Carriers. It is the company’s policy not to operate a ship older than 15 years. At the end of the 15 year period the scrap value of the ship is estimated to be $5 million. Ocean Carriers charges a daily higher rate for the ships and usually earns a 15% premium to the industry, due to younger and larger ships. However, the availability of capsize ships is increasing so it is likely that the daily higher rate will decrease. The cost of operating a capsize ship is currently $4000 per day and is expected to increase at 1% above inflation. With increasing operation costs and a decreasing daily hire rate we must be cautious about the investments we make in new ships. I have explored four cases of analyzing the Net Present Value of the project. Case 1 The first case explores commissioning a United States based ship for fifteen years. In the case we assume the first 3 years are a guaranteed lease to the customer we are building the ship for, where we will receive a $20,000 daily higher rate that will increase...
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...Ocean Carriers Inc. was approached in January of 2001 with a contract proposal for the leasing of one of their ships for a term of 3 years beginning in 2003. Ocean Carriers currently has no ship to accommodate the customer. To commission the construction of a new vessel would take 2 years from start to completion. The average rate in the spot market is $22,000 per day. Ocean Carriers deployed a younger fleet than average carriers and generally earned a 15% premium over the average daily rate placing them in position to capitalize in strong economies. However, the industry is volatile and suseptable to extremes both low and high. Many ship owners sought to sign contracts with time charters in order to shield themselves from the swings in the market. The age of the vessel is another key variable in the rate an owner can demand. Younger ships, as mentioned before, generally take in 15% higher rates than the industry average. However, the older ships, roughly 25 years or over, demanded a 35% discount off of the industry average. Location is also a key factor in determining the demand for dry bulk capsizes. The distance between the US and the EU is relatively short requiring a smaller fleet of ships. Whereas, an upturn in demand in the Asian Pacific would require a greater fleet of capsizes in order to accommodate the time required to ship such distances. Ocean Carriers had to concern themselves especially closely on the global economy because demand for dry bulk capsizes...
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...Background Ocean Carriers Inc. is a shipping company specializing in the operation of capsizes bulk dry carriers. In January 2001, Mary Linn, the vice President of Finance for Ocean Carriers was evaluating the purchase of a new capsize carrier for a three years lease proposed by a motivated customer. The leasing contract offers very attractive terms, but no ship in Ocean Carrier’s current fleet met the customer’s requirements. In addition, this proposed contract is only for three years. Therefore, after three years, the new capsize carrier will have to be leased to other customers. So considering in the long run, Linn had to decide whether Ocean Carriers should immediately commission a new ship which could be completed in two years. In the same time, she would have to consider if the company should still follow the policy of scrapping a vessel after 15 years, even though such vessel has a product life of 25 years. Analysis There are two main factors would affect the daily spot hire rates which are the number of available vessels and imports of iron ore and coal. From the Exhibit 3 of this case, we know that 63 new vessels were scheduled for delivery in 2001. This number decrease to 33 in 2002 and 21 in 2003. So we can infer that the demand of new vessels is saturated temporary. Besides, with Australian production in iron ore expected to be strong and Indian iron ore exports expected to take off in the next few years, we can infer the long-term market demand for capsizes will...
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...Guide for Case Analyses “Ocean Carriers” Objectives of case: The key objective is to develop an understanding of how discounted cash flow analysis can be used to make investment and corporate policy decisions. 1. Determine the value and net present value of a real assets; 2. Distinguishing between book value and market value; 3. Identifying and forecasting incremental expected cash flows, including initial and ongoing capital expenditures, investment in net working capital, and proceeds from asset sales; 4. Understanding the tax consequences of depreciation and asset sales; 5. Evaluating whether a policy of reselling or scrapping a vessel is most valuable. Guideline questions to cover in the case analysis: 1. What is the key issue addressed in this case? Or in other words, what is the major decision to be made by Ocean Carriers? 2. Do you expect daily spot hire rates to increase or decrease next year? 3. What factors drive average daily hire rates? 4. How would you characterize the long-term prospects of the capsize dry bulk industry? 5. Help Ms. Linn to make the purchase decision on the $39M capsize: should she buy it? Make two assumptions – first assume that Ocean Carriers is a U.S. firm subject to 35% taxation. Second, assume that Ocean Carriers is located in Hong Kong, where owners of Hong Kong ships are not required to pay any tax on profits made overseas and are also exempted from paying any tax on profit made on cargo...
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...Case 1 – Ocean Carriers Kevin Gordon 2543984, Camiel Hamstra, & Marloes Schrijer 2518578 Ocean Carriers is a shipping company with offices in New York and Hong Kong. In 2001, Vice President of Finance, Mary Linn, has to decide whether Ocean Carriers should commission a new capesize carrier to meet the specific requirements of a customer. The proposed contract, however, is only for three years. Linn needs to decide if the considerable investment in a new ship is worth it, given the future market conditions. Ocean Carriers supplies vessels to charterers for a daily hire rate for the entire length of the contract. These daily hire rates are determined by supply and demand of capesizes. The supply side is determined by the number of ships available in the previous year plus new deliveries minus the scrappings and sinkings. Additionally, supply also rose by the size and efficiency of the new vessels. From Figure 1, we can see that $2 millions of deadweight tons will be scrapped which will lower the supply. However, at the same time we notice from Figure 2 that in 2001, 63 new vessels will be delivered. Thus, the supply of capesizes will increase in 2001. Demand for dry bulk capesizes is strongly determined by its basic industries, as 85% of the cargo contains iron ore and coal. In Figure 3, we can clearly see this correlation. The average daily hire rates move strongly in accordance to the number of iron ore vessel shipments. Average daily hire rates are also higher when...
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