By switching suppliers, a small circuit board manufacturing company has the potential to reduce its costs, thus allowing the company to increase productivity. The engineering manager estimates that the company will save $1,000 each year for the next 5 years (starting at the end of year 1). To offer an additional incentive, the new supplier has informed the manager that, if the terms of business are agreed upon, the estimated savings will increase by $100 each year (starting at the end of year 2) for the lifetime of the 5 year contract. However, the manager is aware that, if their circuit boards are developed with the new supplier's raw materials, there is a 1% chance that the final product will be DOA, i.e., dead on arrival. As a result, the manager, if he agrees, would have to implement a post-manufacture product validation inspection that would at the end of year 1 cost $500, then increase with increasing production at a rate of 10%. To determine whether the savings (revenue) outweigh the costs of the additional inspection equipment, compute the present worth of the aforementioned cash flows assuming an annual interest rate of 8.41%. Should the manager switch suppliers? Why or why not