...of time, it is critical to have the person transported to a facility that can identify the problem and start treatment immediately. Failure to stay within this timeframe can ultimately mean the difference between life or death for personnel. https://archive.org/details/ost-military-doctrine-fm4_02x2c1, Department of the Army, Medical Evacuation, Retrieved April 21, 2014. http://medevacmatters.org/, Army Medical Department (AMEDD) MEDEVAC Innovations, AMEED, Retrieved April 22, 2014 Medical evacuation is a critical component of any war type scenario. How quickly and efficiently a medical team can remove and provide medical treatment to soldiers is paramount. With these requirements in mind, I chose the Stryker M1133 as my transport of choice. The Medevac Stryker M1133 is a...
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...Case 2 Problem Canadian firearms program was started as an implementation of Firearms Act 1995 (Bill-C68). This multi-jurisdictional program was set to help regulate the mandatory registration of firearms and licensing requirements of firearm owners. At the core of this program was a new IT system – CFRS (launched Dec 1, 1998) planned to eventually replace the ageing system of Canadian police (Restricted weapons registration system) and also integrate various existing police systems – CPIC and FIP. This program had its fair share of success in terms of good volumes of registration, licenses and gun transfers. However, it ran into cost escalations and budgeting issues at end of its 3rd year. With official reported costs of around $1 Billion and unofficial ones at $ 2 billion, figures that far surpassed the original “break-even” estimates for this program. A multitude of problems exist behind this situation, * Lack of central leadership, coordination and vision. * Disparate public opinion on the Firearms act and its relevance * Poor credibility due to provinces opting out of this program * Parliament’s ignorance and loss of control on costs * Lack of supporting infrastructure needed for the new system to work efficiently * Integration of diverse IT systems with varying complexity * Weak internal and external communication , program rescoping and frequent changes in deadlines In order to arrive at recommendations, it is necessary to assess...
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...DATA E HORA|ATIVIDADE|LOCAL| 09/07/2013|Audiência Pública: Diálogos Governo-Sociedade sobre o Orçamento Federal|Auditório do Anexo 1 do Palácio do Planalto| O EVENTO 1 Audiência Pública: Diálogos Governo-Sociedade sobre o Orçamento Federal 2 Organizado por SG/PR e MPOG/SOF 3 Por ser audiência pública, atende ao inciso I, parágrafo único, do artigo 48 da Lei de Responsabilidade Fiscal. PARTICIPANTES/PÚBLICO 4 Ministérios e representantes da sociedade civil PAUTA E OBJETIVO 5 Pauta: discussão com a sociedade sobre o orçamento federal 6 Objetivo: definir quais, na visão da sociedade, seriam as políticas e os programas prioritários para a PLOA 2014. Essa priorização será enviada aos Ministérios por meio de um relatório consolidado pela SG/PR. CONTEXTO/HISTÓRICO 7 Participação da sociedade, por meio do Fórum Interconselhos, na construção do Plano Plurianual – PPA 2012-2015: o Em 2011, durante a elaboração do Projeto de Lei do PPA, foi constituído o Fórum Interconselhos como ambiente de interação, processo participativo e de atuação conjunta dos representantes da sociedade civil, por meio dos Conselhos Nacionais de Políticas Públicas. o Dele participaram representantes de 32 Conselhos, quatro Comissões Nacionais e 65 entidades da sociedade civil. o Com 77% das ações sugeridas completamente incorporadas e 20% parcialmente aceitas, a proposta do PPA foi enriquecida e aperfeiçoada a partir da contribuição de representantes da sociedade. 8...
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...The U.S. Army's 25th Infantry Division, nicknamed "Tropic Lightning," is headquartered at Schofield Barracks, Hawaii and is assigned to the Pacific Command. The Division of nearly 17,000 soldiers stationed in Hawaii, at Fort Wainwright and Fort Richardson, Alaska, focuses primarily on training for low intensity conflicts throughout the Pacific region. However, the 25th ID is fully involved in the Global War on Terror and deploys units in support of Operation Enduring Freedom in Afghanistan and Operation Iraqi Freedom in Iraq. The Tropical Lightning Division underwent the Army's modular re-organization in 2006. The 25th Infantry Division now has four Brigade Combat Teams (BCT) and an Aviation Brigade. The 1st and 2nd BCTs have fielded the Stryker combat vehicle, and the 4th BCT is Airborne qualified. The division's shoulder patch, a lightning bolt superimposed on a taro leaf, was formally adopted in 1943. The colors of gold and red were those of the late Hawaiian monarchy. While soldiers over the years have jokingly nicknamed the patch the "Electric Chili Pepper" or the "Electric Strawberry," in 1953, the nickname "Tropic Lightning" was officially adopted. In 1921, the United States Army formed the Hawaiian Division to protect the islands and our growing interests in the Pacific region. On October 1, 1941, the Hawaiian Division was split to create the 24th and 25th Infantry Divisions. The 25th Infantry Division was stationed at Schofield Barracks, on the island of Oahu, Hawaii...
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...Stryker Corporation Deciding whether to keep outsourcing or in-source PCBs Stryker Corporation has 3 different options regarding the supply of needed PCBs. Option 1: contemplates the fact of keeping the same suppliers but with significant changes in order to assure continuous supply of PCBs and quality. No investment is needed. Option 2: establishing a partner with a single supplier. This way there would be a sole supplier for Stryker established in a new facility near them, this would give more certainty and control over continuous supply and quality standards. Again, no investment is needed. Option 3: in-source the PCB’s, there is a project for investing and owning a plant for producing their own PCB’s, this way they would assure a continuous supply and have 100% control over quality standards. In this case, there is a big amount of capital that should be invested, which is needed to be analyzed in order to see whether it is viable for the company or not. The case present several information regarding expected production costs for in-sourcing and expected purchases for outsourcing. Since there is no projected information of Income Statement, then the only cash flow analysis that can be made is by comparing the efficiency gained by in-sourcing the PCBS compared to the costs of keep buying the PCBs. The case contemplates the projected comparison from 2004 to 2009 of the costs of buying PCBs from an external supplier and the costs of making the PCBs. What we will analyze...
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...Stryker Corporation Case Study Stryker Corporation Case Study Andrew Wyatt Brett Nymeyer Brett Sundberg Josh Ihnen Executive Summary It is 2003 and Stryker Corporation is proposing to build a new facility that would be able to produce a key component (printed circuit boards) in-house instead of outsourcing that activity to suppliers. Currently, Stryker purchases PCBs from a small number of contract manufacturers but recently the suppliers have been underperforming in quality and delivery. The proposed plan would create a high degree of control over this product, ensure quality, and create an economy of scale in the long run. However, this plan also required the most capital outlay in both money and resources. The project would have an initial investment of a new building, capital equipment, and IT infrastructure totaling $6,287,258. However, there would also be cost savings in the long run from decreased purchases from suppliers even after the increased expense of Stryker’s manufacturing costs. To find out if this project offered an adequate return on investment we performed a Net Present Value Analysis and also calculated Internal Rate of Return and Payback Period for years 2003 through 2009. Analysis 1. Does this project make sense? We like the insourcing proposal and think that it makes business sense for several reasons. However, these reasons are based off of the information taken from the case before we analyzed NPV, IRR, or Payback...
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...Stryker Corporation is a medical company founded in 1946 by Homer Stryker. It specializes in medical technology and it is headquartered in Kalamazoo, Michigan. This report will be focused Stryker Corporation’s capital budgeting process and identifying some of the strengths and weaknesses that come along with it. The missions of CERs and the capital budgeting at Stryker: Stryker Corporation has had an outstanding growing background since it started. They have a benchmark of 20% growth annually, and one of the reasons the firm has been able to do this is their way of managing their capital budgeting process. Stryker used CERs (Capital Expenditure Requests) in their capital allocation process. These were basically permission forms that were submitted to be filled out by the authorities in order to get allowance to spend a certain amount of money. The mission of the CERs and the capital budgeting process at striker is to standardize and formalize the capital budgeting process. The CERs made it easier for the company to keep track of the expenditures that were made in each division. Thus, the firm was able to support cash flow targets and maintain the 20% growth of the company. The CERs have been shaped by elements of corporate finance theory. The fact that the CERs are made to have a smarter way of managing the expenditures of the company, automatically refers to the principal goal of corporate finance which is to maximize shareholder’s wealth. Since the CERs are helping...
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...Stryker corp case study Stryker choose to manufacture its own PCB in its own facility. ... cash flows for the PCB project, as well as its NPV, IRR, and payback period. ... Option #2 was to establish a partnership with one single company, which was one of . In 2003, the Stryker Corporation is contemplating a change in their sourcing strategy for printed circuit boards (PCBs), which are used in many of their instruments. Recently, Stryker's suppliers of PCBs have become less reliable. They want to eliminate this problem by building a PCB production facility and produce the boards in house. In other words, they want to in-source the production of PCBs. This would give the company a great control over the quality of their boards. This proposal will require a total capital outlay of $6,287,258. This includes $3,030,000 for building construction, $278,000 for architectural and engineering fees, $336,000 for furnishings and IT infrastructure, and $2,643,258 for equipment. Once this facility was up and running, Stryker would transition out of buying from suppliers into complete in house production. There will be savings from not having to pay suppliers, and an increase in manufacturing cost. In the long run, the savings will be greater than the increase in manufacturing costs. In order to figure out if this proposal makes financial sense, I calculated the Net Present Value, Internal Rate of Return, and the Payback Period for the years 2003 through 2009. So what...
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...Stryker Corporation Case Study Andrew Wyatt Brett Nymeyer Brett Sundberg Josh Ihnen Executive Summary It is 2003 and Stryker Corporation is proposing to build a new facility that would be able to produce a key component (printed circuit boards) in-house instead of outsourcing that activity to suppliers. Currently, Stryker purchases PCBs from a small number of contract manufacturers but recently the suppliers have been underperforming in quality and delivery. The proposed plan would create a high degree of control over this product, ensure quality, and create an economy of scale in the long run. However, this plan also required the most capital outlay in both money and resources. The project would have an initial investment of a new building, capital equipment, and IT infrastructure totaling $6,287,258. However, there would also be cost savings in the long run from decreased purchases from suppliers even after the increased expense of Stryker’s manufacturing costs. To find out if this project offered an adequate return on investment we performed a Net Present Value Analysis and also calculated Internal Rate of Return and Payback Period for years 2003 through 2009. Analysis 1. Does this project make sense? We like the insourcing proposal and think that it makes business sense for several reasons. However, these reasons are based off of the information taken from the case before we analyzed NPV, IRR, or Payback Period, so they are...
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...Stryker BUAD 341-0, MWF 1:00PM Isral Hadero 04/28/2014 Table of Contents Introduction 1 Theme 1 History of the Firm 1 Product Line of the Company 3 Industry History and Analysis 4 Major Competitors 4 NAICS Numbers 5 Relative Industry Sales, Returns and Maturity 5 Stock Performance 6 Financial Analysis 7 Ratio Analysis 9 Pro forma 11 Assumption 12 Growth Rate of Sales 12 Asset Acquisition 13 Financing Needs 13 Conclusion 14 Appendices 15 Income Statement 15 Balance Sheet 16 Sources and uses 17 Percentage of Sources and Uses 19 Firm Ratios 21 Industry Ratios 22 Graphs of Ratios 23 Bibliography 26 Introduction This paper contains the financial analysis of Stryker corporation and its major competitors during the past 5 years. Also a 3 year forecast is created to show were the company is heading and changes needed to be made to be more efficient. Theme Time are hard for the medical industry with the global economic crisis and with the announcement of the Affordable Care Act’s medical device excise tax. Stryker corporation has done better than the industry on average sustaining a strong financial while presenting new products in the market. Growth is becoming slow for mature firms but Stryker is making all the right moves to dominate the market. To increase growth the company has shifted its focus on acquisitions. With the acquisition of Trauson, a Chinese leading manufacturer of surgical products...
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...1. (1) Option #3 was for Stryker Instruments to manufacture its own PCBs in its own facility near company headquarters. (2)Benefits for option 3: ● Better control the quality, delivery and cost; ● Maintain the business stability; ● Supply PCBs to other Stryker businesses; ● Be able to implement cost shift and avoid tax; (3) Risks for option 3: ● Carry the inventory; ● Incur large capital outlay and sunk cost; ● Increase headcount, payroll and other expenditures (materials, infrastructure, R&D, maintenance, PP&E and depreciation) of Stryker; ●Bear the risk that the equipment may be outdated; (4) Compared with option #1: ●Benefit: no capital outlay; to some extent can protect future against disruptions with lower cost; flexibility; ●Risk: instability in quality, cost, delivery and responsiveness; Compared with option #2: ●Benefit: can improve quality of the supplies by increasing business with the supplier; ●Risk: the possibility of bankruptcy and weak financial performance of supplier; the sole supplier can strongly affect Stryker’s performance; coordination problem. 2. (1) Followings are the key assumptions of our write up: ● Stryker Instruments incurred all capital expenditures including (construction and improvements, furnishings and non-manufacturing equipment, communication equipment and IT infrastructure and capital equipment) in year 2003, before the implementation...
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...With these developments, it is obvious that conflicts between parties of different nationalities occur and liability to tax on income of foreigners especially among those engaging in trading venture. Whilst the laws affecting domicile and residence may be sufficiently settled, it is paramount for courts to pursue a detailed analysis to ascertain specific preliminary issues so as to avoid controversial rulings. Courts often handle numerous financial cases that involve what can be best described as foreign or international elements. In such cases, court must decide whether it has the jurisdiction under the Family Law Act 1975 to make a decision on such cases. In the event that it is determined that the court is invested with the jurisdiction to determine the case, the court has to consider whether there is a system of law in foreign country that also has the jurisdiction to handle the case. As it was addressed in the case Attorney General of New Zealand v Ortiz [1984] AC 1, these benefits and costs to either party if the case resolution is made in foreign country as compared with the apparent country should also be a subject of concern. [1] Legal systems in most countries around the world adopt community property regime, which takes effect at the inception of marriage or at the time of divorce. For instance, California and Massachusetts in the United States have adopted community property regimes that support equal division of assets upon divorce. However, this provision...
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...Adapted from Bernhardt & Kinnear (1988). Cases in marketing management, pp. 6-16. Plano, TX: Business Publications, Inc. Pay careful attention to the following points. They are often used by instructors to evaluate either a written or oral analysis. 1. Be complete. Each area of the situation analysis must be discussed, problems and opportunities identified, alternative presented and evaluated using the situation analysis and relevant financial analysis, and a decision must be made. An analysis that omits part of the situation analysis or only recognizes one alternative is not a good analysis. Second, each area must be covered in-depth and within insight. 2. Avoid rehashing case facts. Every case has a lot of factual information. A good analysis uses facts that are relevant to the situation at hand to make summary points of analysis. A poor analysis just restates or rehashes theses facts without making relevant summary comments. 3. Make reasonable assumptions. Every case is incomplete in terms of some piece of information that you would like to have. A good case analysis must make realistic assumptions to fill in the gaps of information in the case. For example, the case may not describe the purchase decision process for the product of interest. A poor analysis would either omit mentioning this or just state that no information is available. A good analysis would attempt to present this purchase decision process by classifying the product and drawing upon real life...
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...are given. It is understandable then that we should seek out more opportunities to apply our skills and make more positive impacts within our jurisdictions. It is this general attitude that led us to get involved in investigating cold cases. How We Got Started Mark had, for several years, been consulting with our Coroner’s Division as a forensic anthropologist. During this time he came to learn that there were numerous coroners’ cases in which the identity of the decedent was unknown. These cases were kept in three-ring binders on a shelf in the Sergeant’s office. Over the years, in the course of this forensic work, we would discuss these cases and the progress that was being made on them. The conversation usually ran along the lines of us asking “any luck with that 1980 homicide victim?” and the sergeant answering “well, we’ve gotten so many new cases that I haven’t been able to even look at it yet.” This went on for a few years and through two different sergeants. One day we, as a crime analysis unit, were brainstorming about how we could broaden our “client base”, as it were. We had been successful in integrating ourselves into our Investigations Bureau and had been involved in numerous major cases. And, of course, we had always been active in producing tactical and strategic analyses for our patrol personnel. But we knew that we could be doing more, particularly given the size and responsibilities of our agency. It was during...
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...BUSINESS CASE Presented to the Accountancy Department De La Salle University In partial fulfillment Of the course requirements In ACCTBA2 (C33) March 2, 2015 A stakeholder is typically concerned with an organization delivering intended results and meeting its financial objectives. In general, a stakeholder can be one of two types: internal (from within an organization) or external (outside of an organization). The stakeholders in this situation are Lanie Marquez and Tim Rodriguez who are also partners in the retail distribution business and their capital contributions are as follows P500,000 and P300,000 respectively they are an internal stakeholder since they are also the owners. The total Capital of both stakeholders is P800,000 and with a monthly salary for both partners at P15,000 on the assumption that both of them will contribute to manage the business equally. Assuming that both managed the business equally the total salary for the year for Lanie and Tim are P180,000 each. They share profit and loss equally and no interest will be given on capital contributed. The problem for this situation is that Lanie is starting to get concerned with the behavior of her other partner Tim. He only manages the business 50% of the time, which will mean that his salary of P15,000 will need to decrease by also 50% since he does not manage the business equally with his partner. The business has seen a downturn in the profit outcome and for the current financial...
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