4. Delilah, the Product Manager, is convinced the new capability will allow better control of quality and on-time delivery, and that it will last longer than 5 years. He recommends using a 7 Year Equipment Life (which means a 7 -year project and that savings will continue for 7 years), flat annual savings, and 10% discount rate. In other words, assume that the machine will last 2 more years and deliver 2 more years of savings. Delilah also feels the equipment will have an estimated terminal value of $20,000 at the end of its 7 - year useful life as it will be utilized longer thus having less value at the end of the project and savings. 5. Edward, the head of Operations, is concerned that instead of stabilizing the supply chain, it will just add another process to be managed, and will distract from the core competencies the company currently has. He feels the company should focus on improving communication and supply chain management with its current vendor, and he feels confident he can negotiate a discount of 3% off of the annual outsourcing cost of $1,500,000 if he lets it be known they are considering taking over this step of the process. As there is little risk associated with Edward's proposal due to no upfront capital requirements, a lower risk-free discount rate of 7% would be appropriate. Edward feels that any price reductions from the current vendor will last for five years. (NOTE: because there is no "investment", the Payback and IRR metrics are not meaningful. Simply provide the NPV of the Savings cash flows). The new equipment would allow your company to manufacture a critical component in-house instead of buying it from a supplier. This capability would help you stabilize your supply chain (which has suffered from some irregularities and quality issues in the past). It could also have a positive impact on profitability through the absorption of fixed costs since this new machine will have plenty of excess capacity. There may even be a possibility that the company could leverage this capability to create a new external revenue stream by providing services to other companies. The company has been growing steadily over the past 5 years, and the financials and future prospects look good. Your CEO has asked you to run the numbers. After doing some digging into the business, you have gathered information on the following: - The estimated purchase price for the equipment required to move the operation in-house would be $700,000. Additional net working capital to support production (in the form of cash used in Inventory, AR net of AP) would be needed in the amount of $30,000 per year starting in year 0 and through all years of the project to support production as raw materials will be required in year o and all years to run the new equipment and produce components to replace those purchased from the vendor. - The current spending on this component (i.e., annual spend pool) is $1,500,000. The estimated cash flow savings of bringing the process in-house is 16.67% or annual savings of $250,000. This includes the additional labor and overhead costs required. - Finally, the equipment required is anticipated to have a somewhat short useful life, as a new wave of technology is on the horizon. Therefore, it is anticipated that the equipment will be sold after the end of the project (the last year of generated cash flow) for $30,000. (i.e. the terminal value). 4. Delilah, the Product Manager, is convinced the new capability will allow better control of quality and on-time delivery, and that it will last longer than 5 years. He recommends using a 7 Year Equipment Life (which means a 7 -year project and that savings will continue for 7 years), flat annual savings, and 10% discount rate. In other words, assume that the machine will last 2 more years and deliver 2 more years of savings. Delilah also feels the equipment will have an estimated terminal value of $20,000 at the end of its 7 - year useful life as it will be utilized longer thus having less value at the end of the project and savings. 5. Edward, the head of Operations, is concerned that instead of stabilizing the supply chain, it will just add another process to be managed, and will distract from the core competencies the company currently has. He feels the company should focus on improving communication and supply chain management with its current vendor, and he feels confident he can negotiate a discount of 3% off of the annual outsourcing cost of $1,500,000 if he lets it be known they are considering taking over this step of the process. As there is little risk associated with Edward's proposal due to no upfront capital requirements, a lower risk-free discount rate of 7% would be appropriate. Edward feels that any price reductions from the current vendor will last for five years. (NOTE: because there is no "investment", the Payback and IRR metrics are not meaningful. Simply provide the NPV of the Savings cash flows). The new equipment would allow your company to manufacture a critical component in-house instead of buying it from a supplier. This capability would help you stabilize your supply chain (which has suffered from some irregularities and quality issues in the past). It could also have a positive impact on profitability through the absorption of fixed costs since this new machine will have plenty of excess capacity. There may even be a possibility that the company could leverage this capability to create a new external revenue stream by providing services to other companies. The company has been growing steadily over the past 5 years, and the financials and future prospects look good. Your CEO has asked you to run the numbers. After doing some digging into the business, you have gathered information on the following: - The estimated purchase price for the equipment required to move the operation in-house would be $700,000. Additional net working capital to support production (in the form of cash used in Inventory, AR net of AP) would be needed in the amount of $30,000 per year starting in year 0 and through all years of the project to support production as raw materials will be required in year o and all years to run the new equipment and produce components to replace those purchased from the vendor. - The current spending on this component (i.e., annual spend pool) is $1,500,000. The estimated cash flow savings of bringing the process in-house is 16.67% or annual savings of $250,000. This includes the additional labor and overhead costs required. - Finally, the equipment required is anticipated to have a somewhat short useful life, as a new wave of technology is on the horizon. Therefore, it is anticipated that the equipment will be sold after the end of the project (the last year of generated cash flow) for $30,000. (i.e. the terminal value)