Production budgets are used by manufacturers to determine the quantity of product units that will be produced. Based on the predicted sales, the production budget is chosen.
Regarding projected inventory levels, it is modified in accordance with the company's inventory policy. A manufacturer creates cost budgets for the direct materials, direct labour, and overhead expenses needed for manufacturing based on the production budget.
The company's inventory policy should be kept in mind while creating a production budget. The production budget is built on the sales budget, with changes made for starting and ending inventories.
The company's inventory management strategy affects the production budget as well. Depending on the company's strategic outlook, inventories may be increased or decreased.
For the given question, the production budget is prepared and attached in the form of an image.
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Answer:
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Explanation: Up at answer
Answer:
5.75%
Explanation:
First, find the coupon payment amount . Using a financial calculator, key in the following inputs for this the bond valuation.
<em>Note: Make adjustment on the rate and time since the coupon payments are made semi-annually i.e 2 times a year</em>.
Maturity of the bond ; N = 14.5*2 = 29
Semi-annual rate ; I/Y = (5.3%/2) = 2.65%
Face value ; FV = 1000
Price of the bond or PV = -1045
then compute semiannual coupon payment ; CPT PMT = $28.743
Annual coupon rate is therefore = $28.743*2 = $57.486
Coupon rate = coupon payment / face value
Coupon rate = $57.486 / 1000
= 0.05749 or 5.75%
<span>Economists who criticize trade adjustment assistance argue that macroeconomics is just apprehensive with the large scale. It is just undertaking the issues with regards to national performance and interest rates. Macroeconomics focuses on the general economic factors of the whole economies.</span>
Answer:
b. evaluating alternatives
Explanation:
Decision making process involves identifying a problem, defining the decision criteria, determining the decision type, generating alternatives, evaluating and selecting the best possible alternative,
A problem is defined when a gap exists between actual and desired state. Next step is to identify the organizational criteria upon which decisions would be based.
Third step is to weigh pros and cons of the criteria in light of the situation. Next step is to generate alternatives and options which are available.
In the next step, all the available options are weighed w.r.t organizational criteria, which is the evaluation stage.
The last step is the selection of the most feasible alternative and it's implementation.
