ok what’s the question tho
Answer:
The dollar value of ending inventory is $7.500.000
Explanation:
To calculate the dollar value of ending inventory you need to use the next formula:
End inventory= (Beginning inventory + production - sales).$
In this case:
- Beginning inventory: 10.000 units
- January Production: 20.000 units
- Sales: 15.000 units
End inventory= 10000+20000-15000
End inventory= 15.000 units
Dollar value= 150000 . $500= $7.500.000
Answer:
Part 1.
3.1 times
Part 2.
a. total assets
Part 3
d. the company's ability to generate sufficient cash to repay debt when due.
Explanation:
<u>For Part 1</u>
Inventory turnover measures the activity of liquidity of a company`s inventory. The higher the ratio in comparison, the more efficient the inventory is managed.
<em>Inventory turnover = Cost of Sales ÷ Inventory</em>
therefore,
Inventory turnover = $982,500 ÷ $ 312,500 = 3.1 times
<u>For Part 2</u>
In a common-size Balance Sheet, each item is expressed as a percentage of total assets whereas in a common size Income Statement, Sales revenue is expressed as 100 % and every other item is expressed as a percentage of sales revenue.
<u>For Part 3</u>
Solvency or Liquidity is the ability of short term assets to cover short term liabilities. Also put, it is the company's ability to generate sufficient cash to repay debt when due.
Option D
Product Managers are expected to collaborate in planning the amount of upcoming Enabler work by establishing Completed epic acceptance criteria
<u>Explanation</u>:
Acceptance criteria are a formalized schedule of elements that assure that all user narratives are developed and complete synopses are carried into account. Acceptance Criteria are a collection of observations, respectively with a precise pass/fail outcome, that defines all specifications and are suitable at the Epic, Feature, and Story Level.
An epic is an excellent method to endure the trace of the huge idea in agile circumstances. It enhances crews split their job while proceeding to operate towards a larger intention.
