Managerial Finance: Analysis of a Manufacturing Project by Dell
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The report analyses a manufacturing project planned by Dell to evaluate its profitability before investing the amount. Different methods used for the project’s analysis are NPV approach, IRR and payback period. The project will be evaluated based on the new financial discipline adopted by it.
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Running head: MANAGERIAL FINANCE Managerial finance Name of the student Name of the university Student ID Author note
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1MANAGERIAL FINANCE Executive summary Aim of the report is to analyse one manufacturing project that is planned by Dell to be started in near future. However, the company wants to evaluate the project in context of its profitability before investing the amount. Different methods those will be used for the project’s analysis are NPV approach, IRR and payback period. In addition to that the project will be evaluated based on the new financial discipline adopted by it.
2MANAGERIAL FINANCE Table of Contents Introduction................................................................................................................................3 Question 1..................................................................................................................................3 (a)Expenses for yearly depreciation.................................................................................3 (b)Year 1 to 9 – yearly cash flows...................................................................................3 (c)Year 0 – cash flow.......................................................................................................4 (d)Year 10 – cash flows...................................................................................................4 (e)Calculation of NPV and interpretation........................................................................4 (f)Payback period and IRR and interpretation................................................................5 (g)Applying same discount rate for all the projects.........................................................6 Question 2..................................................................................................................................6 (a)Maximum rate of interest............................................................................................6 (b)Pros and cons of new requirement...............................................................................6 Conclusion and recommendation...............................................................................................7 Reference....................................................................................................................................8
3MANAGERIAL FINANCE Introduction The report will majorly focus on the proposed manufacturing plant that will be set-up by Dell Inc. however, before taking the final decision regarding setting up of the plant Dell will conduct the feasibility test for the project through various techniques those are generally used to evaluate any investment. Based on the projected cash flow from the project the report in the 2ndpart will consider the bank loan and capability regarding whether the project will be able to bear the interest on loan along with principal repayment. Taking both the aspects in consideration it will be recommended whether the project is acceptable or not (Levy 2015) Question 1 (a)Expenses for yearly depreciation (b)Year 1 to 9 – yearly cash flows
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4MANAGERIAL FINANCE (c)Year 0 – cash flow (d)Year 10 – cash flows (e)Calculation of NPV and interpretation In financial aspect, net present worth is applicable to the series of the cash flows expected from the project at regular interval over the project’s useful life. However, the cash flows are dependent on the discounting rate applicable to the project taking into consideration the time value of money. The entire discounted flows are reduced by the amount of initial investment required for the project (Wiesemann and Kuhn 2015). Though NPV is just a projection of future cash flows and can be changed on the basis of market fluctuations and discountrate,forthepurposeofproject’sfeasibilityanalysis,theprojectedvalueis considered. While NPV is considered for accepting any project the positive NPV suggests that if the project is proceeded with it will provide positive return and hence the same project shall be accepted. On the other side negative NPV suggests that if the project is proceeded with it will provide negative return and hence the same project shall not be accepted (Leyman and Vanhoucke 2016)If the NPV of manufacturing plant is considered it can be found that the NPV of the said project is $ 2586,59,222.81. Positive NPV of the project is indicating that
5MANAGERIAL FINANCE if the project is proceeded with it will provide positive return and hence the same project shall be accepted. (f)Payback period and IRR and interpretation Payback periodassumes the time that will be taken by the project to recover the initial capital outlay made by the entity for project acquisition. As the cash flows for the near future is comparatively more accurate as compared to the cash flow for the distant period, the payback period also indicates the inherent risk with the project. However the major drawback of this approach it does not consider the cash flows generated by the project after the payback period that is after the initial amount of investment is recovered. While considering payback period the project with larger cash flows in the initial period of the project are considered as better as compared to the project with larger cash flows at later period (Qiu, Wang and Wang 2015). Similarly, the project with longer payback period is involved with higher risk. While payback period is the deciding factor for any project’s acceptability the project with the payback period of lower than its useful life is considered acceptable. On the other side, if the project’s initial investment cannot be recovered within the useful life of the project, it is rejected as it indicates that the project is not able to recover the initial investment amount (Gorshkov et al. 2018).If the payback period of manufacturing plant is considered it can be found that the simple payback period of the said project is 3.66 years and discounted payback period is 5.88 years. Payback period of less than the lifetime of the project is indicating that if the project is proceeded with it will be able to recover the initial investment within its lifetime and hence the same project shall be accepted. IRRis the minimum rate of discount that is used by the management for identifying what will be yielded by the project in future and whether the return will be acceptable as well as worth to pursue. It is the particular rate that is equates NPV of the future cash flows of the project to nil. To be more specific, if the PV of future cash flow is projected through using of internal rate as discounting rate and the initial investment is deducted from that, NPV of the project will be zero. While IRR is used for measuring the feasibility of the project, the project is accepted if IRR is more than cost of capital and conversely the project is not accepted if he IRR is lower than the capital cost (Magni, C.A., 2016). It can be found from the computation that the IRR of the project is 26% that is more than the capital cost of 16% and hence the same project shall be accepted.
6MANAGERIAL FINANCE (g)Applying same discount rate for all the projects Discounting rate has 2 components – uncertainty risk and time value of money those in combination form theoretical basis for rate of discount. Higher rate of discount signifies higher risk and uncertainty and lower PV for the future cash flows. Hence, the discount rate for each of the project shall be different based on the risk involved, duration and timing of cash flows. Further, the discount rate is also become different based on the uncertainty involved with the project in context of inflation, market condition and profitability (Campani 2014). Hence, risk as well as uncertainty both shall be adjusted while applying the discount ratewhichisdifferentforindividualproject.Hence,thecompany’sapproachisnot appropriate. Question 2 (a)Maximum rate of interest For meeting the financial discipline the entity will consider the lowest amount of cash flows for meeting the principal payment along with interest. Lowest amount of cash flows earned by it is $ 1499,94,428.07 whereas the principle payment is $ 600 million / 10 = $ 60 million per year. Hence the interest rate calculation will be as follows – From the above, it can be identified that the maximum rate of interest that can be paid by the entity is 15%. (b)Pros and cons of new requirement Pros– major advantage of the new system will be that the company will always have sufficient amount to meet the principle and interest expenses if the entire amount is raised through borrowing. It will further, enable the entity to maintain its good reputation and credit rating. Cons– due to the changes is the inflation rate, market condition and profitability the projected cash flow of the project for any particular period may be changed. Likelihood is also there that the unfavourable scenario may get change in very next period and the project
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7MANAGERIAL FINANCE will earn the expected amount. Hence, with changes in the scenario the company may suffer short of liquidity and may not be in a position to meet the interest expenses (El Tahir and El Otaibi 2014) Conclusion and recommendation It can be concluded that the project’s analysis is revealing that it is fulfilling all the criteria those are considered for acceptability of the same. For instance, the project has positive NPV, IRR greater than cost of capital and payback period shorter than useful life of the project. Hence, it can be recommended that the project shall be accepted as it will generate profit for the entity. Regarding new financial discipline of the entity it can be recommended that based on only the projection the decision for raising such big amount through debt shall not be made. It shall consider the market scenario, its liquidity position, leverage position and past periods profitability.
8MANAGERIAL FINANCE Reference Campani,C.H.,2014.OntheRateofReturnandValuationofNon-Conventional Projects.Business and Management Review,3(12), pp.01-06. El Tahir, Y. and El Otaibi, D., 2014. Internal Rate of Return: A suggested alternative formula and its macroeconomics implications.Journal of American Science,10(11), pp.216-221. Gorshkov, A.S., Vatin, N.I., Rymkevich, P.P. and Kydrevich, O.O., 2018. Payback period of investments in energy saving.Magazine of Civil Engineering,78(2). Hopkinson, M., 2017.Net Present value and risk modelling for projects. Routledge. Levy,H.,2015.Stochasticdominance:Investmentdecisionmakingunderuncertainty. Springer. Leyman, P. and Vanhoucke, M., 2016. Payment models and net present value optimization forresource-constrainedprojectscheduling.Computers&IndustrialEngineering,91, pp.139-153. Magni, C.A., 2016. Capital depreciation and the underdetermination of rate of return: A unifying perspective.Journal of Mathematical Economics,67, pp.54-79. Qiu, Y., Wang, Y.D. and Wang, J., 2015. Implied discount rate and payback threshold of energy efficiency investment in the industrial sector.Applied Economics,47(21), pp.2218- 2233. Wiesemann, W. and Kuhn, D., 2015. The stochastic time-constrained net present value problem. InHandbook on project management and scheduling vol. 2(pp. 753-780). Springer, Cham.