Capital Expenditure Decisions

Slides:



Advertisements
Similar presentations
Capital Budgeting Capital Budgeting: How managers plan significant outlays on projects that have long-term implications (such as the purchase of new equipment.
Advertisements

Planning for Capital Investments Chapter 10. Copyright © 2003 McGraw-Hill Ryerson Limited, Canada 10-2 Capital Investment Decisions The purchase of long-term.
26-1 C APITAL B UDGETING LONG-RANGE PLANNING CHAPTER 26.
Capital Budgeting Decisions
Capital Investment Decisions
Capital Budgeting Decisions
Capital Investments Chapter 12. Capital Budgeting How managers plan significant outlays on projects that have long-term implications such as the purchase.
11-1 Typical Capital Budgeting Decisions Plant expansion Equipment selection Equipment replacement Lease or buy Cost reduction.
CAPITAL BUDGETING TECHNIQUES
Capital Budgeting and Cost Analysis Chapter 21.
Internal Rate of Return (IRR). Is the rate of interest at which –The present value of expected cash inflows from a project Equals –The present value of.
Investment Analysis Lecture: 9 Course Code: MBF702.
©2002 Prentice Hall Business Publishing, Introduction to Management Accounting 12/e, Horngren/Sundem/Stratton Chapter 11 Capital Budgeting.
Ch 6 Project Analysis Under Certainty
Chapter 10 Capital Budgeting Techniques. 2 Bennett Company is a medium sized metal fabricator that is currently contemplating two projects: Project A.
PowerPoint Authors: Susan Coomer Galbreath, Ph.D., CPA Charles W. Caldwell, D.B.A., CMA Jon A. Booker, Ph.D., CPA, CIA Cynthia J. Rooney, Ph.D., CPA Copyright.
Capital Budgeting and Investment Analysis
Financial and Managerial Accounting
Capital Budgeting Decisions Chapter 14. Capital Budgeting How managers plan significant outlays on projects that have long-term implications such as the.
Capital Expenditure Decisions Chapter 16 Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Capital expenditure decisions: an introduction
Chapter 12 The Capital Budgeting Decision. McGraw-Hill/Irwin © 2005 The McGraw-Hill Companies, Inc., All Rights Reserved. PPT 12-1 FIGURE 12-1 Capital.
1 Bruce Bowhill University of Portsmouth ISBN: © 2008 John Wiley & Sons Ltd.
Copyright © The McGraw-Hill Companies, Inc 2011 CAPITAL BUDGETING DECISIONS Chapter 13.
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Capital Expenditure Decisions Chapter 16.
Capital Expenditure Decisions
Capital Budgeting and Cost Analysis
©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
©2005 Prentice Hall Business Publishing, Introduction to Management Accounting 13/e, Horngren/Sundem/Stratton Capital Budgeting Chapter 11.
Capital Budgeting Decisions
1 Capital Budgeting Capital budgeting - A process of evaluating and planning expenditure on assets that will provide future cash flow(s).
ACCT 2302 Fundamentals of Accounting II Spring 2011 Lecture 19 Professor Jeff Yu.
The Capital Budgeting Decision Chapter 12. Chapter 12 - Outline What is Capital Budgeting? 3 Methods of Evaluating Investment Proposals Payback IRR NPV.
Chapter 6 Time Value of Money. Introduction Why money has a time value –The opportunity cost of capital concept Time value of money and risk –Typically.
Capital Investment Decisions
Capital Expenditure Decisions Chapter 16 Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior.
©2005 Prentice Hall Business Publishing, Introduction to Management Accounting 13/e, Horngren/Sundem/Stratton ©2008 Prentice Hall Business Publishing,
©2005 Prentice Hall Business Publishing, Introduction to Management Accounting 13/e, Horngren/Sundem/Stratton Capital Budgeting Chapter 11.
© 2003 The McGraw-Hill Companies, Inc. All rights reserved. Making Capital Investment Decisions Lecture 10 (Ch 10)
Capital Budgeting Decisions Chapter 14. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin Capital Budgeting How managers plan significant outlays.
CAPITAL BUDGETING DECISIONS CHAPTER Typical Capital Budgeting Decisions Plant expansion Equipment selection Equipment replacement Lease or buy Cost.
Copyright  2006 McGraw-Hill Australia Pty Ltd PPTs t/a Management Accounting: Information for managing and creating value 4e Slides prepared by Kim Langfield-Smith.
Copyright © 2006, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin BNFO 621: Business and Entrepreneurship : ACCOUNTING Roxanne M. Spindle Associate Professor.
Capital Budgeting and Cost Analysis Chapter 21 ACCT3150 Management Accounting Week 12.
F9 Financial Management. 2 Designed to give you the knowledge and application of: Section D: Investment appraisal D3. Discounted cash flow (DCF) techniques.
11-1 PowerPoint Authors: Susan Coomer Galbreath, Ph.D., CPA Jon A. Booker, Ph.D., CPA, CIA Cynthia J. Rooney, Ph.D., CPA Copyright © 2016 by McGraw-Hill.
McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter Twenty-four Planning for Capital Investments.
Capital Budgeting Decisions
Capital Budgeting and Cost Analysis
PROBLEM SOLVING.
Chapter 12 Strategic Investment Decisions
Capital Budgeting and Cost Analysis
Capital Budgeting and Cost Analysis
Capital Budgeting Decisions
The Basics of Capital Budgeting
Capital Budgeting and Cost Analysis
Longer-Run Decisions: Capital Budgeting
Lecture: 6 Course Code: MBF702
Planning for Capital Investments
Long-Term (Capital Investment) Decisions
Capital Budgeting Decisions
Chapter 7 Cash Flow of Capital Budgeting
10 C Strategy Management of Capital Expenditures hapter
Bus 512- Capital Budgeting | Dr. Menahem Rosenberg
Capital Budgeting Decisions
Chapter 24: Capital Investment Decisions
Capital Investment Appraisal: Appraisal process and methods
Capital Budgeting Decisions
CAPITAL BUDGETING.
AMIS 3300 Capital Budgeting.
Presentation transcript:

Capital Expenditure Decisions Chapter 16 Capital Expenditure Decisions

Discounted-Cash-Flow Analysis Plant expansion Equipment selection Equipment replacement Cost reduction Lease or buy Learning Objective 1

Net-Present-Value Method Prepare a table showing cash flows for each year, Calculate the present value of each cash flow using a discount rate, Compute net present value, If the net present value (NPV) is positive, accept the investment proposal. Otherwise, reject it.

Net-Present-Value Method Mattson Co. has been offered a five year contract to provide component parts for a large manufacturer.

Net-Present-Value Method At the end of five years the working capital will be released and may be used elsewhere by Mattson. Mattson uses a discount rate of 10%. Should the contract be accepted?

Net-Present-Value Method Annual net cash inflows from operations

Net-Present-Value Method Mattson should accept the contract because the present value of the cash inflows exceeds the present value of the cash outflows by $85,955. The project has a positive net present value.

Internal-Rate-of-Return Method The internal rate of return is the true economic return earned by the asset over its life. The internal rate of return is computed by finding the discount rate that will cause the net present value of a project to be zero.

Internal-Rate-of-Return Method Black Co. can purchase a new machine at a cost of $104,320 that will save $20,000 per year in cash operating costs. The machine has a 10-year life.

Internal-Rate-of-Return Method Future cash flows are the same every year in this example, so we can calculate the internal rate of return as follows: Investment required Net annual cash flows = Present value factor $104, 320 $20,000 = 5.216

Internal-Rate-of-Return Method The present value factor (5.216) is located on the Table IV in the Appendix. Scan the 10-period row and locate the value 5.216. Look at the top of the column and you find a rate of 14% which is the internal rate of return. $104, 320 $20,000 = 5.216

Internal-Rate-of-Return Method Here’s the proof . . .

Comparing the NPV and IRR Methods Net Present Value The cost of capital is used as the actual discount rate. Any project with a negative net present value is rejected. Internal Rate of Return The cost of capital is compared to the internal rate of return on a project. To be acceptable, a project’s rate of return must be greater than the cost of capital. Learning Objective 2

Comparing the NPV and IRR Methods The net present value method has the following advantages over the internal rate of return method . . . Easier to use. Easier to adjust for risk.

Assumptions Underlying Discounted-Cash-Flow Analysis Assumes a perfect capital market. All cash flows are treated as though they occur at year end. Cash inflows are immediately reinvested at the required rate of return. Cash flows are treated as if they are known with certainty. Learning Objectives 3 – 10 can be found in the Text Book