Answer:
The given statement is True.
Explanation:
In the short run, fixed costs remain the same. There are only variable costs that are incurring and changing the costs incurred in the manufacturing of the products. So a company should accept the special orders as long as the rice of the order is greater than the variable cost incurred in the production of that order. For example, if there is a bakery which bakes cakes. They have their fixed cost of baking oven, the Chef, electricity, etc. They usually bakes sponge cakes. So if they receive the order of Chocolate cake, they can easily get this order because the fixed costs are same, and there will be a slight difference in the making of chocolate cake that can be covered in the price of the cake. So as long as the variable costs of the product is less than the order price, the company should continue producing the special orders.
Answer: B. Backordering is not a strategy to manage service capacity.
Explanation: Service capacity is making sure that everyone involved in the business is producing the highest possible output of their services. All staff, departments and equipments should be pushing to maintain a high level of service capacity which is why hiring extra workers to make sure the job gets done is a strategy to manage service capacity. Pricing and promotion is also a strategy to manage service capacity so that the products/services are being used.
Answer:
The best overall price will be the bank offer because the cash disbursement are lower. Zara is looking for the cheapest overall price, which means the less cash disbursement regardless of the interest.
Explanation:
For the dealer option we need to calculate the cuota for an annuity of 66 month at 1.9% rate which a present value of 24,145 - 4,000 = 20,145
The cuota for the dealer will be 321.69447 = 321.69
321.69 x 66 = 21231.54 overall cash price
Bank couta will be the annuity of 48 months at 3.50%
here we are using the cash rebate so 24,145 - 4,000 - 750 = 19,395
Cuota from the Bank 431.01181 = 431.01
431.01 x 48 = 20688.48 overall cash price
Our denials to divine nature and lack of appreciation of our connection to all things
Answer:
The BCWS is also known as Planned Value (PV).
So, in this way, <em>PV = 3.125.000</em>
Explanation:
With the data we can obtain the PV as follows:
First, let's calculate EV as EV = CV + AC.
EV = -500.000 + 4.000.000 = <em>3.500.000</em>
After this, we can calculate PV with this formula: SPI = EV/PV
PV = EV/SPI
PV = 3.500.000/1.12 = <em>3.125.000</em>
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<em>We can conclude, with these results, that the project actually is forward about the schedule but with an overcost about the budget. In other words, the project advance must be 41% but now is on 36% due to the negative variance on the costs (CV).</em>
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