Billingham Packaging is considering expanding its production capacity by purchasing a new machine, the XC-750. The cost of the XC-750 is

$2.76

million. Unfortunately, installing this machine will take several months and will partially disrupt production. The firm has just completed a

$50,000

feasibility study to analyze the decision to buy the XC-750, resulting in the following estimates:

Marketing: Once the XC-750 is operational next year, the extra capacity is expected to generate

$10.05

million per year in additional sales, which will continue for the 10-year life of the machine.

Operations: The disruption caused by the installation will decrease sales by

$4.95

million this year. As with Billingham's existing products, the cost of goods for the products produced by the XC-750 is expected to be

75%

of their sale price. The

increased production will also require increased inventory on hand of

$1.14

million during the life of the project, including year 0.

Human Resources: The expansion will require additional sales and administrative personnel at a cost of

$1.99

million per year.

Accounting: The XC-750 will be depreciated via the straight-line method over the 10-year life of the machine. The firm expects receivables from the new sales to be

15%

of revenues and payables to be

10%

of the cost of goods sold. Billingham's marginal corporate tax rate is

35%.

a. Determine the incremental earnings from the purchase of the XC-750.

b. Determine the free cash flow from the purchase of the XC-750.

c. If the appropriate cost of capital for the expansion is

10.4%,

compute the NPV of the purchase.

d. While the expected new sales will be

$10.05

million per year from the expansion, estimates range from

$8.15

million to

$11.95

million. What is the NPV in the worst case? In the best case?

e. What is the break-even level of new sales from the expansion? What is the breakeven level for the cost of goods sold?

f. Billingham could instead purchase the XC-900, which offers even greater capacity. The cost of the XC-900 is

$3.92

million. The extra capacity would not be useful in the first two years of operation, but would allow for additional sales in years 3 through 10. What level of additional sales (above the

$10.05

million expected for the XC-750) per year in those years would justify purchasing the larger machine?