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bearhunter [10]
3 years ago
7

The December 31, 2015, balance sheet of Schism, Inc., showed long-term debt of $1,460,000, $152,000 in the common stock account,

and $2,770,000 in the additional paid-in surplus account. The December 31, 2016, balance sheet showed long-term debt of $1,700,000, $162,000 in the common stock account, and $3,070,000 in the additional paid-in surplus account. The 2016 income statement showed an interest expense of $100,000 and the company paid out $157,000 in cash dividends during 2016. The firm’s net capital spending for 2016 was $1,080,000, and the firm reduced its net working capital investment by $137,000. What was the firm's 2016 operating cash flow, or OCF? (A negative answer should be indicated by a minus sign. Enter your answer in dollars, not millions of dollars, e.g., 1,234,567. Do not round intermediate calculations and round your answer to the nearest whole number, e.g., 32.)
1. What was the cash flow to creditors during 2014? Cash flow to creditors:
2. What was the firm’s cash flow to stockholders during 2014? Cash flow to stockholders $
3. What was the firm’s cash flow from assets during 2014? Cash flow from assets $
4. What was the firm’s operating cash flow during 2014? Operating cash flow $
Business
1 answer:
elixir [45]3 years ago
6 0

Answer:

Follows are the solution to this question:

Explanation:

Formula:

\text{Asset cash flow = creditors cash flow + equity cash flow}\\\\ \text{creditors cash flow = payment of interest-net new loans}\\\\ \text{Cash flow to lenders = interest charged}-( LTD_{end}-LTD_{beg}) \\

\text{Cash flow} =100000 -(1700000- 1460000) = - \$ 140,000 \\

\text{Shareholder cash flow = paid dividends-net new shares} \\\\\text{Cash flow = interest paid - (Common} + APIS_{end})- \text{(Common +} APIS_{beg}))\\\\

\text{Cash flow to the inventory holders}=  157000 -(162000 +3070000))-(152000+2770000) = - \$ 5997000

\text{Asset cash flow = - \$ 6,137,000}

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Anvisha [2.4K]

Incomplete question. The full question read:

Power Force Corporation Kip Himmer, executive vice president of operations of Power Force Corporation (PFC), is feeling stressed out. The producer of power tools for the do-it-yourself market is experiencing higher fulfillment costs as retailers change their buying patterns. They all seem to want smaller, more frequent shipments to a larger number of locations. And, the retailers' service expectations are on the rise. They are demanding advanced shipping notification, RFID tags on all products, and improved inventory visibility. Gone are the days when the retailers bought power tools by the truckload for delivery to a few regionally dispersed distribution centers. Instead, they are asking for smaller shipments to multiple distribution centers and direct delivery to stores. Some retailers are also inquiring about PFC's ability to deliver orders for individual customers direct to their homes. This drop-shipping strategy is completely new to PFC and Himmer worries that it could create major bottlenecks at the company's centralized delivery center that sits next to the factory in Louiseville Kentucky. And, all of these new requirements are accompanied by shorter order cycle time goals. Himmer feels that he is stuck between a rock and a hard place as the major home improvement chain stores (Home Depot, Lowe's, and True Value) account for more than 80 percent of PFC's sales. Although compliance is proving to be very expensive, PFC cannot afford to deny the requests. Doing so would have an unwelcome effect on revenues. After consulting with his fulfillment team, Himmer has come to the conclusion that he has three reasonable options to address the emerging marketplace requirements.

Option 1 - Upgrade the existing PFC distribution center in Kentucky to handle multiple order types and smaller shipments. Deploy warehouse automation to improve order fulfillment speed and efficiency.

Options 2 - Expand the PFC fulfillment network. Add regional distribution centers in Nevada and New Jersey to the existing Kentucky distribution center. Modify operational processes and flows so that orders for delivery centers, stores, and individual consumers can be fulfilled.

Options 3 - Outsource fulfillment to a capable third party logistics company so that PFC can focus its efforts on quality production, accurate demand planning, and lean inventory management.

Himmer's next step is to fully evaluate the three options and choose a path forward before his upcoming meeting with Marcia Avis, the owner of PFC. Avis will ask tough questions and Himmer must be confident in his recommendations.

<em>Compare and contrast the three options from the perspective of customer service. Which one do you believe will provide the most economical solution for PFC?</em>

Answer:

<u>Options 3 - Outsource fulfillment to a capable third party logistics company so that PFC can focus its efforts on quality production, accurate demand planning, and lean inventory management.</u>

Explanation:

In terms of cost, it will be preferable if Himmer outsourced the fulfillment objectives to another company that is capable because if for example, they decide to go with:

option 1: they will need to set aside large funds investing in physical infrastructure; such as upgrading the existing PFC distribution center in Kentucky, buying warehouse automation tools, etc. Or they chose;

option 2: It also requires even more funds to be able to expand and add new regional distribution centers in Nevada and New Jersey, etc.

7 0
3 years ago
John walks into a grocery store and suddenly realizes that the prices on most of his favorite imported products are reduced. Whi
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3 0
4 years ago
You are scheduled to receive annual payments of $11,100 for each of the next 24 years. Your discount rate is 10 percent. What is
Lisa [10]

Answer:

The difference in the present value is $988.32.

Explanation:

The difference in the present value can be calculated using the following 3 steps:

Step 1: Calculation of the present value if you receive these payments at the beginning of each year

This can be calculated using the formula for calculating the present value (PV) of annuity due given as follows:

PVA = P * ((1 - (1 / (1 + r))^n) / r) * (1 + r) .................................. (1)

Where;

PVA = Present value if you receive these payments at the beginning of each year = ?

P = Annual payments = $11,100

r = interest rate = 10%, or 0.10

n = number of years = 24

Substitute the values into equation (1), we have:

PVA = $11,100 * ((1 - (1 / (1 + 0.10))^24) / 0.10) * (1 + 0.10)

PVA = $10,871.54

Step 2: Calculation of the present value if you receive these payments at the end of each year

This can be calculated using the formula for calculating the present value of an ordinary annuity as follows:

PVO = P * ((1 - (1 / (1 + r))^n) / r) …………………………………. (2)

Where:

PVO = Present value if you receive these payments at the end of each year = ?

Other values are as defined in Step 1 above.

Substitute the values into equation (2), we have:

PVO = $11,100 * ((1 - (1 / (1 + 0.10))^24) / 0.10)

PVO = $9,883.22

Step 3: Calculation of the difference in the present value

This can be calculated as follows:

Difference in the present value = PVA - PVO = $10,871.54 - $9,883.22 = $988.32

3 0
3 years ago
Addie, Brady and Carson form Capital City Partnership. The Partnership Agreement provides profits and losses are divided equally
irinina [24]

Answer:

Brady will receive $850,000

Carson will receive $250,000

Addie will receive $100,000

Creditors will receive $300,000  

Explanation:

The partnership is being dissolved and $1,500,000 will be distributed as follows:

$300,000 to pay debts to creditors

$450,000 to pay for Brady's loan

$300,000 for Brady's initial contribution

<u>$150,000 for Carson's initial contribution</u>

$300,000 are left to be divided equally between the three partners:

  • Brady will receive: $450,000 + $300,000 + $100,000 = $850,000
  • Carson will receive: $150,000 + $100,000 = $250,000
  • Addie will receive $100,000

3 0
4 years ago
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