...Intangible Assests------$40,000 Non-operating loss on sales on investments-$35,000 Decrease in Accounts Receiveable-------$45,000 Decrease in Inventory-----------------------$72,000 Increase in accrued expenses payable--$25,000 Subtotal of additions------------------------------------------$342,000 -----------------------------------------------------------------------------------------------------$727,000 Less: Non-operating gain on sale of plant assets—($90,000) Increase in pre-paid expenses-------------------------($12,000) Decrease in accounts payable-------------------------($31,000) ----------------------------------------------------------------------------------------------------($133,000) Total----------------------------------------------------------------------------------------------$594,000 13.12 1. operating 2. financing 3. operating 4. financing 5. operating 6. operating 7. Not included, just transfer of a cash asset not needed to be in these categories, but in the supplemental. 8. investing 9. this is not included in the direct method, it is a non-cash exense 10. operating 11. financing 12. operating 13. operating 14. investing 15. no recording, cash equivalents don’t need to be recorded on cash flow. 13.2A Headrick, Inc Cash flows from investing activities: Purchases of marketable securities----------------------------------------------------$(75,000) 1.)Proceeds made from the sales of mark. Securities--------------------------------$132...
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...1993 Net Working Capital Current assets Curent liabilities Working Capital A/R Inventory A/P Accrued Exp. Delta WC Financing Net retained Profit Extra Notes payable Bank Delta Cash 411 686 275 388 306 337 213 42 1994 330 895 565 458 411 432 340 45 70 1995 161 1249 1088 742 606 587 376 75 284 1996-Q1 170 1243 1073 759 583 607 364 67 17 1996-Est 0 68 60 77 330 5 9 Profitability 1993 74 2921 2,53% 60 504 12% 1994 84 3477 2,42% 68 372 18% 1995 99 4519 2,19% 77 449 17% 1996-Q1 6 1062 0,56% 5 454 N.A. 1996-Est PBT Sales PBT/Sales Net income Net worth ROE 1993 Invetory turnover ACP DPO CCC AVG 54,52 37,71 34,72 57,51 57,267 1994 52,55 42,55 44,85 50,25 1995 53,57 48,27 37,8 64,04 53,5466667 42,8433333 39,1233333 376 3579 127 360 50,5951383 CCC expresse in "Days of Sales" ( ( + + ) / ) x NTC : Net trade Cycle INV A/R A/P Sales 360 41,04 46 7,9 79,14 Q1 Sales COGS Gross Profit Operating expenses EBIT Interest expense Net income before taxes Taxes Net income 1.062 819 243 244 -1 16,75 -18 0 -18 0% 1996 Q2+Q3 3.025 2.299 726 620 106 31,875 74 9,5 65 13% Q4 1.413 1.074 339 297 42 15,125 27 7,99 19 29% Total 5500 4.192 1.308 1.161 147 63,75 84 17,49 66 21% 5500 4.150 1.350 1.161 189 84,75 105 24,2 80 23% -42 21 50 25 11 0,15 0,25 0,34 7,5 6,25 3,74 17,49 50 25 25 5 0,15 0,25 0,34 0,39 7,5 6,25 8,5 1,95 24,2 1995 Projected balance sheet Cash A/R Inventory Current assets Property net Total assets Notes...
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...prevent long time cycle and paper work, I changed “VENDOR ON-BOARD MANUAL” option to “AUTOMATIC” and added “DEMAND FORECASTING” to act faster when new order needed, also this enabled me to save cost by shortening the lead time. I used “DATA MINING” to get contact with the right vendor at the right time, it also eliminated lots of paper work and working hour. The second need was a nerve center to consolidate sales and fulfilment data and automating / updating of replanishment plans. So I added “RETAIL REPLANISHMENT PLAN UPDATED” and kept “VENDOR ORDER RECEIVED” option. The last requirement was the information on replenishment for DC to store activity in order to track products and stores that need inventory triggered replanishment plan. In order to enable these firslty I added “NERVE CENTER UPDATED WITH SALES DATA” to indicate inventory data for stores and “NERVE CENTER UPDATED WITH FULFILMENT DATA”. Hurricane scenario: I had to move 2187 units and I had to make a decision between 2 warehouses and 2 local vendors. Costs, invetories, qualities, impacts of environment and on-time rates were variable. I compared their costs basis 1500 units and w/ extra truck charges included and: For Local Vendor 1 1500 units costs was 275$x1500=412500$ Extra 13 trucks cost was 13x5000$=65000$ in total it was 477500$ for excellent quality units with %95 on time ...
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... INTEREST RATE "Compound Interest Stated rate – Effective rate Present and future values Discounting and accreting values" Rate (with coumpund interest) 9.23% Consider a stated annual rate of 10%. Compounded yearly, this rate will turn $1000 into $1100. However, if compounding occurs monthly, $1000 would grow to $1104.70 by the end of the year, rendering an effective annual interest rate of 10.47%. Basically the effective annual rate is the annual rate of interest that accounts for the effect of compounding. BREAK-EVEN ANALYSIS HOW MANY UNITS A COMPANY MUST SALES OR HOW MUCH REVENUE MUST BE OBTEINED BEFORE THE COMPANY BEGING TO MAKE PROFIT FIXED COST $12,000 FORMULAS: BE$={FC/[1-(VC/P)]} BE$= BREAK EVEN ANALISYS IN DOLAR VARIABLE COST $16.00 BE$={FC/CM) BQ$= BREAK EVEN ANALISYS IN QUANTITY NUMBER OF UNITS 1 CM= (P-VC) CM= CONTRIBUTION MARGING UNIT PRICE $27.00 NET UNITS NET REVENUE FIXED COST VARIABLE COST TOTAL COST TOTAL PROFIT 0 $0 $12,000 $0 $12,000 -$12,000 1 $27 $12,000 $16 $12,016...
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...P&L Sales Operating Expenses (sin depreciaciones) EBITDA Depreciation EBIT Interest expenses Profit before taxes Taxes Net Profit 31/12/2004 310 218 92 30 62 14 48 19 29 Balance-Sheet Assets Cash Accounts Receivable Invetories Current Assets Net Fixed Assets Total Assets 5 31 66 102 208 310 Liabilities & Equity Accounts Payable & other Long Term Debt Equity Total Liability & Equity 35 140 135 310 1) P&L Sales Operating Expenses (sin depreciaciones) % de ventas WK % Ventas EBITDA % de ventas Depreciation % de ventas EBIT % de ventas Interest expenses % de ventas Profit before taxes % de ventas Taxes % de ventas Net Profit % ventas EBIT - taxes % ventas Balance-Sheet Assets Cash Accounts Receivable Invetories Current Assets Net Fixed Assets Total Assets 0 31/12/2004 310,0 -218 -70,32% 62,00 20,00% 92,0 29,68% -30 -9,68% 62,0 20,00% -14 -4,52% 48,0 15,48% -24,8 -8,00% 23,2 7,48% 37,2 12% 1 31/12/2005 328,6 -231,08 -70,32% 65,72 20,00% 97,5 29,68% -31 -9,43% 65,7 20,00% -11,2 -3,41% 54,5 16,59% -26,3 -8,00% 28,2 8,59% 39,4 12% 2 31/12/2006 348,3 -244,9448 -70,32% 69,66 20,00% 103,4 29,68% -32 -9,19% 69,7 20,00% -11,2 -3,22% 58,5 16,78% -27,9 -8,00% 30,6 8,78% 41,8 12% 3 31/12/2007 365,7 -257,19204 -70,32% 73,15 20,00% 108,5 29,68% -33 -9,02% 73,1 20,00% -11,2 -3,06% 61,9 16,94% -29,3 -8,00% 32,7 8,94% 43,9 12% 4 5 31/12/2008 31/12/2009 384,0 395,5 -270,051642 -278,1531913 -70,32% -70,32% 76,80 79,11 20,00% 20,00% 114,0 29,68% -34 -8,85% 76,8 20,00%...
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...market. New stores can be franchised, partnered or own. Shipping from one centralized manufacturer and distribution centre has increased shipping costs and is harder to coordinate, especially with 10,000 products per year and re-stocked monthly. When a new store is opening, it can sit vacant until all the staff is properly trained. When they do marketing they only do it for bi-yearly sales, which can leave the stores empty as a result of getting rid of stock. Manufacturing While vertical integration is not a normally practiced with in the clothing retail business, Zara has set up an effective and extensive in house manufacturing. However, this model does have some root problems. Their 50% of in-house manufacturing requires large investment and intensive logistics and smooth operation to ensure proper distribution. There is also increase labour and R&D costs associated with vertical integration that other companies do not have. The increased yearly growth of 20-30% will put pressure on the integrated system and may not be able to adjust fast enough with the growing international sales. Pricing Pricing is put on the clothes right when it leaves the factory in spain and could not properly represent pricing in the country it is intended for. Exchange rates change daily and it needs to align with all costs associated with the manufacturing process. Individual stores have their hands tied as to specific regional pricing and cannot pick from a specific catalogue, they...
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...the Macintosh operating system to Microsoft. After this refusal, Gates developed DOS operating system and in late 1980s, the competition between DOS and Macintosh decreased Apple’s sale, workforce and resignation of John Sculley. So, Apple’s current CEO planned to purchase NextStep operating system of Jobs in order to improve the Macintosh operating system. In late 90s Jobs again became the CEO of the company and be started surprising relations with Microsoft by developing a Macintosh version of office software. Apple also took cost saving measures like streamlining the product line, production of printers. Steve Jobs brought Apples’ focus on two concepts of consumer series with the prefix “I” for internet like iMac, iBook laptop and professional with prefix “power” such as PowerMac desktop and PowerBook laptop series. Under Jobs, Apple again becomes the innovator of computer market. His leadership leads the company to USB and Firewire ports, introduction of iPod and iTunes website put Apple in the digital computing age. 2 Apple manages its business on geographic locations having offices in Americas, Europe, Japan and Asia Pacific. Apple’s sale is continuously growing. In the era of 2000, Apple opens 86 retail stores in USA and two international stores in Tokyo and Osaka which increases its sales. It introduces eMac line of cathode...
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...tools, and consumables, general supplies which are necessary to manufacture products and to maintain the plant and machinery in good working condition. Generally, Inventory refers to the materials in stock. Inventory management is the overseeing and controlling of the ordering, storage and use of components that a company will use in the production of the items it will sell as well as the overseeing and controlling of quantities of finished products for sale. RATIONALE OF KEEPING INVENTORY Every organization should consider keeping inventory for the following major reasons: a. To keep pace with changing market conditions Organizations have to anticipate the changing market sentiments and they have to stock materials in anticipation of non-availability of materials or sudden increase in prices. b. To prevent loss of sales/ orders In a competitive scenario, one has to meet the delivery schedules at 100 percent service level, they cannot afford to miss the delivery schedule which may result in loss of sales. c. To take advantage of price discounts Manufacturers offer discount for bulk buying and to gain this price advantage the materials are bought in bulk even though they are not required immediately. d. To meet the demand during replenishment period The lead time for procurement of materials depends upon many factors like location of the source thus inventory is maintained to meet demand during then procurement time. e. To stabilize production ...
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...complies with laws/regulations. Electronic funds transfers-finds are transferred between companies electronically without the need for a check. Compensating balances-a required deposit to the bank for compensating them for granting the loan. Current assets- receivables expected to be collected within one year or the current operating cycle, whichever is longer, the rest is classified as Noncurrent. Trade receivables- the majority of a company’s total receivable balance. Account receivable- non-written promises by customers to pay for goods or services. Notes receivables- unconditional written agreements to receive a certain sum of money on a specific date. Nontrade receivables- arise from transactions that are not directly related to the sale of the company’s goods and services. Realization has occurred- a noncash resource is exchanged for cash or a near cash resource. Revenue is earned- the earning process is...
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...1. | Question : | (TCO F) Computing unit product costs involves averaging in: | | | Student Answer: | | Choice A | | | | Choice B | | | | Choice C | | | | Choice D | | Instructor Explanation: | Chapter 3 | | | | Points Received: | 5 of 5 | | Comments: | | | | 2. | Question : | (TCO F) Process costing would be appropriate for each of the following except: | | | Student Answer: | | custom furniture manufacturing. | | | | oil refining. | | | | grain milling. | | | | newsprint production. | | Instructor Explanation: | Chapter 4 | | | | Points Received: | 5 of 5 | | Comments: | | | | 3. | Question : | (TCO F) Lucas Company uses the weighted-average method in its process costing system. The company adds materials at the beginning of the process in the Forming Department, which is the first of two stages in its production process. Information concerning operations in the Forming Department in October follows: What were the materials cost of work in process at October 31? | | | Student Answer: | | $3,060 | | | | $5,520 | | | | $6,000 | | | | $6,120 | | 1. | Question : | (TCO F) Whether a company uses process costing or job-order costing depends on its industry. A number of companies in different industries are listed below: Brick manufacturer Contract printer that produces posters, books, and pamphlets to order...
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... b. Gross Profit Revenue 35,000 COGS (15,000) Gross Profit 20,000 c. Ending Inventory 31,332.33 2.INVENTORY VALUATION METHODS: BASIC COMPUTATIONS GOODS AVAILABLE FOR SALE DATE TRANSACTION UNITS COST P/U 1/1/2013 BEG. INVENTORY 300 40 FIFO LIFO WEIGHTED AVERAGE 2/21/2013 PURCHASE 700 44 UNITS COST P/U TOTAL COST UNITS COST P/U TOTAL COST UNITS COST P/U TOTAL COST 3/28/2013 PURCHASE 800 50 300 40 12,000 300 40 12,000 300 40 12,000 SALE 1400 75 700 44 30,800 700 44 30,800 700 44 30,800 800 50 40,000 800 50 40,000 800 50 40,000 FIFO LIFO Weighted Average 1800 82,800 1800 82,800 1800 46 82,800 Goods available for sale 82,800 82,800 82,800 Ending Inventory, March 31 20,000 16,400 18,400 Cost of Goods Sold 62,800 66,400 64,400...
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...SPA Mentoring Akuntansi Keuangan 1 Dilarang Memperbanyak Mojakoe ini tanpa seijin SPA FEUI Mojakoe dapat didownload di www.spa-feui.com Fb: SPA FEUI Twitter: @spafeui SPAMentoring UTS Akuntansi Keuangan 1 Problem 1-‐Conceptual Framework State the accounting assumption, qualitative characteristic, or element that is most applicable in the following cases. 1. Qualitative characteristic being employed when companies in the same industry are using the same accounting principles. 2. Quality of information that confirms users’ earlier expectations. 3. Imperative for providing comparisons of a company from period to period. 4. Ignores the economic consequences of a standard or rule. 5. Requires a high degree of consensus among individuals on a given measurement. 6. Predictive value is an ingredient of this fundamental quality of information. 7. Obligation to transfer resources arising from a past transaction. 8. Increases ownership interest. 9. Declares and pays cash dividends to owners. 10....
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...Business plan [pic] HDR Gaming Laneroad Ashford Kent TN23 5BT 012333252 07826425 hemlimbu@live.co.uk www.hdr.co.uk Contents Page 1. Summary 3 2. Business overview 4 Introduction Current position Competitive advantage Growth plan 3. Business strategy 5 Tactics Strategic issues Core values 4. Marketing 6 SWOT and critical success factors Market research Distribution channels Strategic alliances E-commerce and technology Tactical promotion plan Marketing budget Credibility and risk reduction 5. Team and management structure 7 Skills, experience, training and retention Advisors Management systems 6. Financial budgets and forecasts 8 Profit and loss forecast Cash flow forecast Balance sheet forecast Capital expenditure budget Break-even analysis 1. Summary • HRD Gaming • We are a gaming business • We will be producing games which gives a unique experience to the gamers • We are a partnership business ran by 3 people – More money remaining to invest on other stuff 2. Business overview Introduction (HDR) Our business involves, 3 people, Hem Limbu, Dipesh Magar & Roshan Rai. Together we make the name HDR. We are a games developer. Our aim is to build accessories for different consoles and enhance their gaming performance. We started this business because we found out that...
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...Financing 3 1.6.4Market 4 1.6.5 Group Structure (if multinational company) 4 1.6.6Market Capitalization 4 CHAPTER TWO 5 2.0 BUSINESS POST GROUP (UK MAIL GROUP PLC) SHARE PERFORMANCE FOR YEAR 2011, 2012, 2013 and 2014. 5 2.2THE USEFULL INFORMATION OF ANNUAL REPORT 6 CHAPTER THREE 7 3.1Liquidity Ratios 7 3.1.1 Current Ratio 7 3.1.2 Acid test (quick) Ratio 9 3.1.3 Cash Ratio 10 3.2 PROFITABILITY RATIO 12 3.2.1 Return on Capital Employed (ROCE) 12 3.2.2 Return on Shareholder’s Equity (ROE) 13 3.2.3 NETPROFIT MARGIN 3.3EFFICIENCY RATIO 17 3.3.1 INVETORY TURNOVER 17 3.3.2 AVERANGE/ RECEIVABLE COLLECTION PERIOD 18 3.3.3 CREDITORS PAYMENT PERIOD 19 3.4 FINANCIAL STRUCTURE 21 3.4.1 EQUITY RATIO 21 3.4.2 DEBIT RATIO 23 3.4.3 DEBT TO EQUITY RATIO 24 CHAPTER FOUR 26 4.0 CORPORATE SOCIAL RESPONSIBILITY OF WAITROSE COMPANY 26 4.1 Corporate Social Responsibility 26 5.0 CONCULISION AND RECOMMENDATION 27 5.1 CONCLUSION 27 5.1.2...
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...Management Problem Wal-Mart was founded by Sam Walton in 1962; the retailing giant has grown to over 8000 stores in 15 countries and employs 2.1 million associates that serve more than 176 million customers a year (Wal-Mart). A retail store of this magnitude must have a reliable and accurate inventory system to be -successful. McClure (n.d) states that “Companies stay efficient and competitive by keeping inventory levels down and speeding up collection of what they are owed” (Mc Clure, para. 1). Like many other retail organization Wal-Mart had to analyze their inventories because they were experiencing shortage of inventory, misplacement of items and Inventory in hand of unqualified employees. Shortage of a seasonal item can result in lost sales during...
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