Zubeir Engineering Limited is one of top high-speed boat Manufacturer in the Middle Eastern Region. The capital budgeting strategies in the company involves a three-phase approach: planning or budgeting, evaluation, and post completion reviews. The first phase involves identification of likely projects at strategic planning time. These are selected to support the strategic objectives of the corporation. This identification is generally broad in scope with minimal financial evaluation attached. Projects are classified as new product, cost savings, capacity expansion, etc. As the planning process focuses more closely on the short-term plans (or budgets), major capital expenditures are scrutinized more rigorously, Project costs are more closely honed, and specific projects may be reconsidered. Each project is then individually reviewed and authorized. Planning, developing. and refining cash flows underlie capital analysis at Zubeir Engineering. Once the cash flows have been determined, the application of capital evaluation techniques such as those using net present value, internal rate of return, profitability index and payback period is routine. Presentation of the results is enhanced using sensitivity analysis, which plays a major role for management in assessing the critical assumptions and resulting impact. The final phase relates to post completion reviews in which the original forecasts of the project's performance are compared to actual results and/or revised expectations. Zubeir Engineering has identified two mutually exclusive projects, Gen 1. powerboat and Gen 2. Powerboat. The company is considering Gen 2 as a green alternative to Gen 1 and requires further information to assist in the final decision. According to Viviers and Cohen (2011), motor manufacturers with projects that span on average 6 years equally prefer the net present value (NPV) and internal rate of return (IRR) methods, followed by payback period (PB). The Chief Financial Officer of Zubeir Engineering is looking to substantiate the financial implications of the manufacture of a new powerboat. At the request of the Chief Financial Officer, you are required to use projected cashflow to write comprehensive report on merit of each project using common capital budgeting methods. The projects have a minimum required return of 10%. Below are the projected cashflows from the both the projects Year Gen 1-Powerboat Cash Flow Gen 3-puwerbuat Cable (521.500,000) $21.500.000 $8.924800 56.400,000 $3.294.00 57.400,000 $7.900,000 21.500,00 21 $8.600,000 $9.900.000 18.93400 6,400,000 $11.100.000 2.524,305 28,294 SOOS 7,400.0005 37.16-13005 $7.164.00 $7,034 00 $6,406800 $ 10,722.000 Zubeir Engineering Limited is one of top high-speed boat Manufacturer in the Middle Eastern Region. The capital budgeting strategies in the company involves a three-phase approach: planning or budgeting, evaluation, and post completion reviews. The first phase involves identification of likely projects at strategic planning time. These are selected to support the strategic objectives of the corporation. This identification is generally broad in scope with minimal financial evaluation attached. Projects are classified as new product, cost savings, capacity expansion, etc. As the planning process focuses more closely on the short-term plans (or budgets), major capital expenditures are scrutinized more rigorously, Project costs are more closely honed, and specific projects may be reconsidered. Each project is then individually reviewed and authorized. Planning, developing. and refining cash flows underlie capital analysis at Zubeir Engineering. Once the cash flows have been determined, the application of capital evaluation techniques such as those using net present value, internal rate of return, profitability index and payback period is routine. Presentation of the results is enhanced using sensitivity analysis, which plays a major role for management in assessing the critical assumptions and resulting impact. The final phase relates to post completion reviews in which the original forecasts of the project's performance are compared to actual results and/or revised expectations. Zubeir Engineering has identified two mutually exclusive projects, Gen 1. powerboat and Gen 2. Powerboat. The company is considering Gen 2 as a green alternative to Gen 1 and requires further information to assist in the final decision. According to Viviers and Cohen (2011), motor manufacturers with projects that span on average 6 years equally prefer the net present value (NPV) and internal rate of return (IRR) methods, followed by payback period (PB). The Chief Financial Officer of Zubeir Engineering is looking to substantiate the financial implications of the manufacture of a new powerboat. At the request of the Chief Financial Officer, you are required to use projected cashflow to write comprehensive report on merit of each project using common capital budgeting methods. The projects have a minimum required return of 10%. Below are the projected cashflows from the both the projects Year Gen 1-Powerboat Cash Flow Gen 3-puwerbuat Cable (521.500,000) $21.500.000 $8.924800 56.400,000 $3.294.00 57.400,000 $7.900,000 21.500,00 21 $8.600,000 $9.900.000 18.93400 6,400,000 $11.100.000 2.524,305 28,294 SOOS 7,400.0005 37.16-13005 $7.164.00 $7,034 00 $6,406800 $ 10,722.000
