...Pre-Feasibility Study ICE PLANT (50 Tons) Small and Medium Enterprise Development Authority Government of Pakistan www.smeda.org.pk HEAD OFFICE Waheed Trade Complex, 1 Floor , 36-Commercial Zone, Phase III, Sector XX, Khayaban-e-Iqbal, DHA Lahore Tel: (042) 111-111-456, Fax: (042) 5896619, 5899756 Helpdesk@smeda.org.pk st REGIONAL OFFICE PUNJAB Waheed Trade Complex, 1st Floor, 36-Commercial Zone, Phase III, Sector XX, Khayaban-e-Iqbal, DHA Lahore. Tel: (042) 111-111-456 Fax: (042) 5896619, 5899756 helpdesk@smeda.org.pk REGIONAL OFFICE SINDH 5TH Floor, Bahria Complex II, M.T. Khan Road, Karachi. Tel: (021) 111-111-456 Fax: (021) 5610572 Helpdesk-khi@smeda.org.pk REGIONAL OFFICE NWFP Ground Floor State Life Building The Mall, Peshawar. Tel: (091) 9213046-47 Fax: (091) 286908 helpdesk-pew@smeda.org.pk REGIONAL OFFICE BALOCHISTAN Bungalow No. 15-A Chaman Housing Scheme Airport Road, Quetta. Tel: (081) 831623, 831702 Fax: (081) 831922 helpdesk-qta@smeda.org.pk Feburary, 2004 Pre-feasibility Study Ice Plant (50-tons) 1 INTRODUCTION TO SMEDA The Small and Medium Enterprise Development Authority (SMEDA) was established with the objective to provide fresh impetus to the economy through the launch of an aggressive SME support program.1 Since its inception in October 1998, SMEDA had adopted a sectoral SME development approach. A few priority sectors were selected on the criterion of SME presence. In depth research was conducted and comprehensive development...
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...------------------------------------------------- Table of Contents CHAPTER: ONE INTRODUCTION OF THE PROJECT………………………….1-4 CHAPTER: TWO INTRODUCTION OF THE ORGANIZATION……..…………5-9 CHAPTER: THREE CAPITAL STRUCTURE ANALYSIS………………………….10-15 Fixed Assets……………………………………………………….10-12 Inventories…………………………………………………………12-15 CHAPTER: FOUR ANALYSIS OF ASSETS…………………………………………..16-18 CHAPTER: FIVE CASH FLOW ANALYSIS………..………………………………19-26 CHAPTER: SIX FINANCIAL RATIO ANALYSIS…...............................27-28 CHAPTER: SEVEN SUMMARY AND CONCLUSION……………………… CHAPTER: ONE INTRODUCTION OF THE PROJECT Theory is just limited to knowledge, but practical approach gives the platform for applicability. Learning only on theoretical basis limits our knowledge horizon and keeps us far from real world. So, in order to have enough understanding on the accounting process, this project aims at applying theory into practice. The annual report project in the first term of our accounting course in MBA is assigned to us to make us learn everything we can about one company using its annual report, the internet, the press, stock market and contract with company officials. Thus, this annual report project on Unilever Nepal Limited (UNL) is prepared as a part of learning practical applicability of accounting processes. Objectives of the report Every report has objectives. It is on the basis of these objectives that report is directed in a fixed path and contains...
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...orders being misread and a higher customer turnaround as customers will be served faster. In accordance to this, this system is a proposal on computerized ordering system for Pizza, other foods and beverages. The system is developed specially to meet the needs of Seafront. Point-of-Sale Inventory System is one of the essential components of a successful business. It is a modern replacement for the cash register in retail applications. It can help to record securely all the sales and customer’s orders, track products which are poor on business’ sales and of course manage inventory. This particular system can improve the way, the small and mid-sized businesses do their inventory and sale transactions. It will aid some of the common problems facing by business industries, that in this era of modernization, still using a manual process of inventory. Common problems like slow inventory process, lost records, inventory shortages, and high risk of errors can affect the whole business. A manual POS Inventory System can affect the whole business process in terms of sales and confidential document security because a manual process is not reliable enough. PURPOSE AND DESCRIPTION Inventory, Purchasing, and Invoice System...
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...Start-up Summary We will invest $60,000 in Arco Exclusive. We aim to secure an SBA of $150,000 to finance the remainder of the start up costs. The following chart and table show projected initial start-up costs for Arco Exclusive Food and Gas. Start-up Requirements | Start-up Expenses | | Legal | $1,000 | Insurance | $1,000 | Rent | $1,500 | State Permits | $3,000 | Gas Station Setup | $70,000 | Store Setup | $20,000 | Promotional Sign | $5,000 | Total Start-up Expenses | $101,500 | Start-up Assets | | Cash Required | $18,500 | Start-up Inventory | $10,000 | Other Current Assets | $0 | Long-term Assets | $80,000 | Total Assets | $108,500 | Total Requirements | $210,000 | Start-up Funding | Start-up Expenses to Fund | $101,500 | Start-up Assets to Fund | $108,500 | Total Funding Required | $210,000 | Assets | | Non-cash Assets from Start-up | $90,000 | Cash Requirements from Start-up | $18,500 | Additional Cash Raised | $0 | Cash Balance on Starting Date | $18,500 | Total Assets | $108,500 | Liabilities and Capital | | Liabilities | | Current Borrowing | $0 | Long-term Liabilities | $150,000 | Accounts Payable (Outstanding Bills) | $0 | ...
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...review prior year’s working papers to enable himself to familiarize with the nature volume and location of inventories. Consideration must be made with regard to the controlling and recording procedures over inventory and the timing of the count. 2.Problem identification and reliance: The must identify problem areas in relation to the system of internal control and decide whether reliance can be placed on internal auditors. This also assists in risk assessment and timing audit procedures. 3.Risk and materiality: Assessment of inherent, control and detection risks is necessary for a comprehensive stocktaking audit programme and this will assist the auditor to establish materiality levels before undertaking the stock count. 4.Inventory held by third parties: Arrangement must be made to ensures that third party holding inventories confirms .Depending on materiality of the inventory held the auditor should also consider the integrity and independence of the third party and whether it is necessary to arrange for other auditors to observe the count or whether it is sufficient to obtain another auditor’s report on the adequacy of the third party’s systems or merely to inspect relevant documentation held at client place. 5.Expert assistance: Assessment must be made by the auditor regarding the nature of the inventories thus if the inventory is considered specialized the auditor must arrange for expert help. 6.Counting instructions: The auditor...
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...and factors that are not part of the operational processes that will cause mistakes. Is imporant that every company must find its target. The ideal is to do things fast, not having much product in the warehouse, that the goods can in and out, and not have stock. Maybe some large multinationals can get this, but if we observe that in any country the majority percentage of enterprises are small and médium and is very difficult that they can keep well in complex flows. So it is important to understand a strategy, know what the company want to achieve in terms of quality of service and costs. Understanding demand and buying trends of a customer are a key element to maintaining a economic supply chain. It can also reduce, significantly, inventory levels of finished goods contributing to a positive net income results. Using in a corrcet way the information of the supply chain, can provide a great focus on the performance of its partners in the supply chain, including suppliers, transportation providers and third party logistics. Each of these partners in the supply chain plays a significant role in the success of their supply chain; so all areas within and outside the company must understand all components of the supply chain. Improving the ability to tackle the real-time problems means investing in technology to manage the supply chain by identifying the problems quickly when they occur, or before they occur in order to positively affect the outcome, so the use of technology...
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...timeliness of Digitprint’s supply chain for a standard product, a basic laser printer. Moreover, he felt that any improvements for this product line likely could be applied to other product lines. For this printer, the supply chain was quite straightforward. Digitprint routinely had containerized shipments dispatched every two weeks from the subcontractor’s manufacturing plant, with the order size depending on the existing inventory levels in the North American warehouse. Demand for the product averaged 150 cases per week with a standard deviation of approximately 15 cases per week (each case contained one dozen printers and weighs 24 pounds). Because of poor transportation infrastructure in China, export and import customs-related delays and Digitprint’s desire to minimize shipping costs, the printers typically arrived 10 weeks later at the North American distribution center. The total cost of manufacturing was approximately $90 per printer. Senior management had adopted a general guideline of applying an annual carrying charge of 25% to all inventories to reflect shrinkage, obsolescence and opportunity costs. Currently emergency shipments are a flown in at a cost of $54.00 per pound weight/measure. Each emergency case has the following dimensions: length - 1.5 feet, width- 2 feet, height 2.5 feet. The subcontractor was responsible for the procurement of most standard parts, with these parts being shipped directly from suppliers in Asia to the Chinese plant for...
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...1 - The summary various accounting systems that each firm provides: ➢ Peachtree is a Sage product that and use by SGPYY, MSFT, and SAP AG ➢ QuickBook is an Intuit product that use by APPL, NIKE, and INTU QuickBooks holds 89 percent of the small business accounting software market in the United States. However, Sage’s small business product, Peachtree, is another popular product that has always given QuickBooks a run for its money. They both have their strengths and weaknesses. Here are the key comparisons from a general standpoint. ❖ Peachtree • It offers a tight integration between desktop accounting and online store. • It’s the best choice for Web-minded small businesses. • Stronger inventory management • Job costing capabilities • Over 140 customizable reports • Work flow management • Scalability/multi-user performance • Through GAP checks for duplicates and suspicious activity • Can accommodate up to 40 users, 10 more than QB • Easy to navigate. • Installation and Configuration are complicated than QuickBooks. • Peachtree scatters windows across the screen as open major modules. • PC version only ❖ QuickBook • The all-around best small business accounting program for the PC • Covers almost every accounting task in the book • Companies can integrate the program with almost any application • Attractive and very...
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...Fin 221 Fall 2006 Exam 2 Multiple Choice Identify the choice that best completes the statement or answers the question. 1) Marcus Nurseries Inc.'s 2005 balance sheet showed total common equity of $2,050,000, which included $1,750,000 of retained earnings. The company had 100,000 shares of stock outstanding which sold at a price of $57.25 per share. If the firm had net income of $250,000 in 2006 and paid out $100,000 as dividends, what would its book value per share be at the end of 2006, assuming that it neither issued nor retired any common stock? A.|$19.00| B.|$20.00| C.|$21.00| D.|$22.00| E.|$23.00| 2) Lennox Furniture Company's 2005 balance sheet showed total current assets of $1,500,000. All of the current assets were required in operations, and its current liabilities consisted of $300,000 of accounts payable, $200,000 of 6% short-term notes payable to the bank, and $100,000 of accrued wages and taxes. What was the net operating working capital that was financed by investors at the end of 2005? A.|$1,100,000| B.|$1,200,000| C.|$1,300,000| D.|$1,400,000| E.|$1,500,000| 3) Johnson Battery Systems Metals recently reported $9,000 of sales, $6,000 of operating costs other than depreciation, and $1,500 of depreciation. The company had no amortization charges, it had $4,000 of bonds that carry a 7% interest rate, and its federal-plus-state income tax rate was 40%. In order to sustain its operations and thus generate sales and cash flows in the future...
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...change over cost, led to excess finished goods, high inventory carrying cost for Barilla, and ultimately, the “bullwhip effect”. The underlying causes of these issues, particularly pertinent to demand fluctuation from Barilla’s distributors, are excessive promotional activities, volume discount/order batching, and lack of specified minimum and maximum order quantities. These led to led to poor forecasting, increased lead-time, price variations, and heightened level of inventory. Upper management at Barilla, specifically Giorgio Maggiali, the company’s director of logistics, felt that implementing a sound JITD (Just-In-Time Distribution) program could provide some solutions to these issues. Rather than distributors specifying their own orders, JITD would enable Barilla to monitor the flow of its product through the supply chain (BarillaDistributorsRetailersConsumers), and then dictate order quantity to its distributors, including when these orders would be filled. However, this proposed solution has benefits and drawbacks. JITD is advantageous because Barilla would have better control of its operation as a whole by having better demand forecast, improved production and distribution planning, reduce stock outs, etc. These are cost savers that can be passed on the Barilla’s distributors. Distributors would also benefit from quick response times, better order fulfillment, improved fill rates to retailers, and reduced inventory carrying cost; all at no extra cost to the distributors...
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...is far more comprehensive than would be expected from a candidate in exam conditions. It is more detailed for teaching purposes. T4- Part B – Case Study Jot – toy case – March 2012 REPORT To: Jon Grun, Managing Director, Jot From: Management Accountant Date: 28 February 2012 Review of issues facing Jot Contents 1.0 2.0 3.0 4.0 5.0 6.0 7.0 Introduction Terms of reference Prioritisation of the issues facing Jot Discussion of the issues facing Jot Ethical issues and recommendations on ethical issues Recommendations Conclusions Appendices Appendix 1 Appendix 2 Appendix 3 Appendix 4 Appendix 5 Appendix 6 Appendix 7 SWOT analysis PEST analysis Selection of new outsourced manufacturer for products YY and ZZ VP “own brand” proposal Inventory valuation Calculations for outsourced manufacturers P and Q for licensed action figures Email on the key criteria for the selection of outsourced manufacturers 1.0 Introduction Jot is a small unlisted company which designs and outsources the manufacture of a range of children’s toys. It has grown rapidly since it was established in 1998. It is currently experiencing manufacturing problems due to an earthquake affecting 2 of its outsourced manufacturers and also quality problems with another outsourced manufacturer. The quality of the company’s products, upon which its reputation is based, must not be compromised. The Jot brand name is known for quality toys but it is important that its products appeal to costconscious retailers and price...
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...Working Capital Following are some of the details of Cost, Investment, Profit center. Cost center Unit within the organization in which the manager is responsible only for costs. A cost center has no control over sales or over the generating of revenue. An example is the production department of a manufacturing company. The performance of a cost center is measured by comparing actual costs with budgeted costs for a specified period of time. Revenue center Unit within an organization that is responsible for generating revenues. A revenue center is a profit center since for all practical purposes there is no revenue center that does not incur some costs during the course of generating revenues. A favorable variance occurs when actual revenue exceeds expected revenue. Profit center Responsibility unit that measures the performance of a division, product line, geographic area, or other measurable unit. Divisional profit figures are best obtained by subtracting from revenue only the costs the division manager can control (direct division costs) and eliminating allocated costs common to all divisions (e.g., an allocated share of company image advertising that benefits all divisions but is not controlled by division managers). Profit is a very often used method to evaluate a division's financial success as well as the performance of its manager. In determining divisional profit, a transfer price may have to be derived. The divisional profit center allows for decentralization...
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...GLOBAL LOGISTICS MANAGEMENT IE 576 ASSIGNMENT: BARILLA SpA, Case Study ELABORATED BY: Jose David Padilla 1028909 Cindy Sutanto 1025458 Karina Anchecta 1025454 1. What factors, internal and external, contribute to the Barilla supply chain carrying large quantities of inventory? Be specific about how these factors increase inventory in the Barilla supply chain. Internally, their manufacturing process causes long lead time and slow responsiveness to quick changes in demands, especially cause by the constant sale promotions. The Barilla manufacturing’s weakness is shown on how they built the plants based on the type and even size of pasta. Also, there are too many SKU’s available, many which are just different presentations of the same product. Their distribution system has at least one unnecessary level, and instead of pooling their demand it adds more variance to it affecting whatever possible forecast they could have. The external factor that causes large quantities of inventory is the highly unpredictable demand they face. It seems that the sales team doesn’t have an organized schedule of when each promotion will begin or at least they don’t communicate it to the production plants. The company has many promotional activities throughout the year and the customers buy in advance to benefit from lower prices. This causes increased variation in orders and since there is no minimum order quantity customers are allowed to order whatever they “feel” they...
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...Case Study: Zara, IT for Fast Fashion EXECUTIVE SUMMARY The action recommended is to purchase a new POS system to support integration of all levels of the business from manufacturing to the customer. Because of Zara’s current solid financial position and leader in the marketplace, Zara will withstand the initial interruption of business to allow implementation of new technology due to their current solid financial position and leadership. KPIs are implemented to provide efficiencies within manufacturing, the DCs and sales to enhance the successful unique business model. ISSUE IDENTIFICATION The following are a list of issues/problems that must be addressed: • DOS system is no longer supported by Microsoft • In-house applications created by vendor • Writing applications versus buying applications • Transparency between stores • Order processing time • No formal IT process for setting budget or deciding on specific technology, investments or projects • Store managers scope of responsibility is high versus no discretion for store layout • No performance measures • No forecasting, buy and respond “on the fly” • Not high end fashion • High capital costs for DCs, manufacturing, and factories • Small batch production ENVIRONMENTAL AND ROOT CAUSE ANALYSIS 1. DOS system is no longer supported by Microsoft since 2003. Zara chooses to write all their applications in house. This matches the philosophy for...
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...coffee retailer in the world, now operating over 19,000 stores across 62 countries. Through their commitment to sourcing and roasting the highest quality Arabic coffee in the world, Starbucks has become engrained in our society and many of those throughout the world, offering a wide array of products ranging from more than 30 blends of premium coffee, hot and iced espresso beverages, teas, merchandise, baked pastries, sandwiches, and more. This report will analyze and assess certain operations within Starbucks, and how these operations are able to add value to Starbucks and work to meet customer needs. In particular, we will look at Starbucks first rate service quality and product quality, their ability to manage a global supply chain and inventory, and their continuing effort of making process improvements. Quality Management at Starbucks Starbucks offers a combination of services and products to create “The Starbucks Experience”. This requires quality management in both areas of its operations to ensure not only that each is of the highest quality, but also that the combination of the two produce the desired result. Starting with service quality, Starbucks strictly manages the service process through multiple systems. The first system starts with the baristas on the floor. Drink orders are called out from the cashier to the first barista. The barista repeats the order to confirm out loud that the drink order has both been received and communicated correctly. Because...
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