...Current and Non-Current Assets Sonia Elias ACT400 February 14, 2013 Debra Luna Abstract In accounting there are two major types of assets which include current assets and non-current asset which are used to know the solvency a company can have and the facility to pay their bills and the liquidity of it. Current and Non-Current Assets In accounting there are the major equation what it is assets equal liabilities plus stock holders equity, and this is the main equation. Assets are the solvency a person or business has economically that can help provide for the future. There are also current assets and non-current. * Current Assets * Current Assets are anything that a business or individual can be used in a year or less. * According to According to "Accounting Coach" (2013), "Cash and other resources that are * Expected to turn to cash or to be used up within one year of the balance sheet date. (If a * Company’s operating cycle is longer than one year; an item is a current asset if it will turn to * cash or be used up within the operating cycle.) Current assets are presented in the order of * liquidity, i.e., cash, temporary investments, accounts receivable, inventory, supplies, prepaid * insurance” (para. 1). As the first current assets is cash what is the money the company or the * individual has in hand. Schoereder, Clark, and Cathey (2005) The accurate measurement of cash * is important not only because...
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...Comparing and Contrasting Current and Noncurrent Assets In financial accounting, a balance sheet statement is one of the main financial statements that managers and investors look at when looking at the financial health of any company. The balance sheet consists of assets, liabilities and ownership equity at a specific date in time. Most balance sheet statements are created to reflect the financial health of the company at the end of the company’s fiscal period. This paper will be focusing on comparing and contrasting the two categories of assets. Assets can be divided in to two categories; current and noncurrent asset. These two categories of assets are an essential part of financial statements and are found in the balance sheet statement of any company. Current assets are defined as “the value of all assets that are reasonably expected to be converted into cash within one year in the normal course of business” (“Current Assets”, n.d). Current assets include cash, accounts receivable, inventory, marketable securities, prepaid expenses and other liquid assets that can be easily changed into cash. Current assets in personal financing follow the same concept as assets in a company. Current assets in personal financing are all assets that a person can readily convert into cash to pay outstanding debts and cover liabilities without having to sell any of their fixed assets (“Current Assets”, n.d). Noncurrent or fixed assets are defined as a company’s long-term investments where...
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...How to value tangible non current assets “Valuing tangible non-current assets is subjective and complex and can therefore result in different companies valuing similar assets very differently.” Discuss this statement with specific regard to your knowledge of how tangible non-current assets discussion. Valuing tangible non-current assets can be subjective and complicated. This essay explains it from two aspects, costs of PPE and depreciation respectively, under the international accounting standards. Property, plant and equipment are the representative of tangible non-current assets which commonly are held by business entity. When to value assets the definition from the outset that should be understood is carrying account. According to IAS16, carrying amount is defined as” the amount at which an asset is recognized after deducting any accumulated depreciation and accumulated impairment losses”. Therefore, subjectivity of valuing tangible non-current assets can be attributed to recognized cost, accumulated depreciation. From the outset the cost should be measured after assets are recognized. This is the first step that confirms initial costs. When buying same assets, the costs can be totally different. For example, the items of assets can have many spare parts which may be minor or major for corporation usage. However, if the corporation defines that this spare parts is important-major spare parts, this amount should belong to part of costs of this assets. In contrary...
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...AWC Inc., is an aluminum manufacturing company located in Southwestern Ontario. The company has been around since 1950, and was founded by Mr. Jim MacDonald, father of the current president Mr. Alex MacDonald. AWC specializes in the fabrication of aluminum windows, doors, storefronts, and curtain wall products. AWC has 100 committed staff with 45 in production, and 55 in the offices. The company is well known for the high quality of it�s products and their competitive prices. AWC Inc. is facing a decision regarding air treatment in the welding portion of the plant, as new government regulations are introduced to the industry. Currently there is a recession in the construction industry, and it is projected to last another three years. Buying the air cleaning equipment would devastate the companies profits and cash flows. Fines are ever-present, however highly unlikely. The air cleansing equipment is between $240,000 and $400,000. SWOT analysis of the current issue Strengths with respect to the current issue are. - Quality design and competitive prices. - Popularity of the new aluminum doors. - Extremely committed employees. - Experienced and family owned (since 1950). - Not located where neighbors would complain ( near cement quarry). Weaknesses of AWC Inc. with regard to the issue are. - no current ventilation systems. - Alex MacDonald has limited experience (1 year running company). - Limited money to spend due to 3% profit margins on normal contracts. - Contemplating...
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...intellectual property including engineering and process patents shall be transferred to the new entity. C. All real-state assets shall remain in the current Yeats legal entity (land and buildings) D. All facilities will be leased back to the new TSEYEATS LLC entity by the original skeleton of Yeats Corporation. E. Capital Lease value will be based on a 30 year amortization schedule and 7.5% per year interest rate F. Cash payment of $92.5 Million for all assets to be transferred to TSE, as described in items A through E G. Yeats bonus payment: $350K total bonus to be paid over a period of 5 years in 5 installments of $70K H. No layoffs for 18 months with ability to relocate labor as needed across organization. First refusal right granted to YVC employees 3. Form of Consideration: A. Cash: $92.5 million for selected YVC assets B. TSE Stock: N/A C. Notes: N/A D. Other: Capital Lease of current Yates Facilities E. Total per Share: N/A 4. Proposed Closing Date: A. Closing to take place in 90 days pending on due-diligence due to start on the day this instrument is executed 5. Conditions Precedent to Closing: A. Main representations made by Yeats to be verified during the due-diligence period: 1. Yates is unaware of any existing liability related to defective product or manufacturing process 2. No Labor union pending suits or know non-compliance with labor regulations 3. No known violation of Intellectual Property and/or Patent Law and regulations 4. All data in presented...
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...contract offer from the mass merchandiser is ill-advised for the following reasons: loss of competitive strength, demoralize buyers, and create the challenge of meeting demand of replicas. Artifacts which are sold to collectors at a high price will become less common and perceived as fake while replicas which can be bought by anyone for decorative purposes will increase in number. Accepting the contract will change the current distinctive competency and brand image. Furthermore, a main competitive strength is the credibility and trust with current buyers and customers. A contract that requires an increase in replicas and selling at a mass merchandiser deflates this exclusivity. In turn, this results in loss of serious clients who look for a personal connection when buying artifacts. The contract may result in a shift from high price collectable artifacts to cheaper replicas not only hurting brand image but sales as well. Additionally, there is the risk that current buyers may eliminate their market relationship. With other available companies in this field, a current buyer may be more likely to find a different opening where he can use his knowledge towards artifacts. Moreover, the exclusive stores that once sold Artifacts from Lancer may cut ties in order to remain exclusive and maintain their own reputation. The contract may result in finding new suppliers and stores. Lastly, the mere availability of replicas can create problems of its own. The native craftspeople, who take...
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...the development and growth of the organization. A fundamental objective is to find a location and set a new date for the conference. Another objective is to keep the cost the same. If the cost of resuming the conference rises and additional costs are presented to the attendees, the organizations will risks losing attendees. Means Objectives (used to generate alternatives and deepen your understanding of the decision problem) To get a better perspective of the prospective attendees I think it would be wise to contact the attendees and get a count of how many will be able attend during present date. Also to see if a change in venue location would affect their attendance. If a large number of attendees won’t be able to attend during the current date, then it would be safe to re-schedule the conference date and find another suitable location. By doing this it will give attendees enough time to reschedule their travel arrangements and to clear their calendars for a future potential date. Alternatives An obvious alternative is to cancel the conference. By cancelling the conference it may cause upset from the upper management and can also upset attendees who may not have flexible schedules or may not be able to reschedule/ refund their travel arrangements. Another alternative it to resume the conference during the original date, but move it to another city. Since the city of New Orleans and surrounding impacted areas will be recovering from the disaster, there is no other...
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...various tasks among the group members and established the deadlines so we don’t miss anything. The first thing that we will do in terms of analysis is to write down a brief description of Ben and Jerry’s current CSR practices. However, before that, we need to take a closer look to see whether the current practices of Ben and Jerry’s Portugal fit into the company’s global corporate strategy. In order to take that closer look, we sent an email to Ben and Jerry’s manager in Portugal so that, if possible, we could schedule a meeting to obtain more information about their CSR program, in special to be more specific than the website. This information will be extremely important not only to the description and the analysis, but also to give us a general overview of the problem. By now, we are waiting for an answer from their manger and we hope to have it by Wednesday the latest. We would also request a meeting with their marketing director to have more specific and actual insights. Data Collecting Additionally, we decided to modify our survey pool so that we do not have biased information, so our pool will not be only formed by college students, instead, we will diversify it by handing out surveys to a wider segment ranging from 15 to 35 years old, men and women, customers and non-customers of B&J. This change will allow us to have a more realistic sample of the whole market and be therefore more realistic and applied to the actual market. We started to collect data this week,...
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...| Compensation and R&R: Current Issues and Proposed Reform | A Critique | Manish Gupta Roll No 13 | Current Issues and Proposed Reform The current Resettlement & Rehabilitation policy has set a very high threshold of 500 families or more together in plains and 250 families together in hills, Desert Development Programme (DDP) blocks, and the areas which have been mentioned in Schedule V and Schedule VI of the Constitution of India. This high threshold fails to capture the cases in which the family number is not as high as 500 in plains or 250 in cases of hills. This high threshold totally defeats the purpose of the Resettlement & Rehabilitation policy as it will still cause the families to be traumatized due to loss of land and in most of the cases, means of the livelihood and social status of the families. In Indian society, the families having land have always enjoyed a higher social status than the ones having less or no land at all. Displacement from the land also may result in the families losing the same society of people in which they have been living in prior to land acquisition. The Resettlement & Rehabilitation policy also failed to put stress on an option that causes non-displacement or minimum displacement for the execution of the project for which the land has been acquired from the landowners. The Resettlement & Rehabilitation policy also did not make any provision for prior assent of the affected people before forced displacement...
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...Question 1 | | High | Low | Total | Assumptions / Calculations | Regular Sales | | 372 000.00 | 198 000.00 | $570 000.00 | ($62K/mth x 6mth)($33K/mth x 6mth) | CoGS | | 256 680.00 | 136 620.00 | $393 300.00 | | GM | | 115 320.00 | 61 380.00 | $176 700.00 | | New Gummies Sales | | 37 536.00 | 12 597.00 | $ 50 133.00 | (24/day x $8.50) x 184 days(13/day x $8.50) x 114 days | CoGS (Gummies) | | 22 146.24 | 7 432.23 | $ 29 578.47 | 59% of Sales | GM (Gummies) | | 15 389.76 | 5 164.77 | $ 20 554.53 | 41% GM | | | | | | | Total Sales | | 409 536.00 | 210 597.00 | $620 133.00 | | Total CoGS | | 278 826.24 | 144 052.23 | $422 878.47 | | GM | | 130 709.76 | 66 544.77 | $197 254.53 | | | | | | | | Expenses: | | | | | | | AdMad | 27 000.00 | 27 000.00 | $ 54 000.00 | | | Advertising | 21 000.00 | 21 000.00 | $ 42 000.00 | | | Samples | 4 200.00 | 4 200.00 | $ 8 400.00 | | | Edith's Salary | 18 400.00 | 11 400.00 | $ 29 800.00 | | | Students Wages | 26 496.00 | N/A | $ 26 496.00 | | | Total Expenses | $97 096.00 | $63 600.00 | $160 696.00 | | | Net Profit | 33 613.76 | 2 944.77 | 36 558.53 | | | Less: Dividends | 28 571.70 | 2 503.05 | 31 074.75 | | | Profit | $ 5 042.06 | $441.72 | $ 5 483.78 | | | Yr 1 | Yr 2 | Yr 3 | Totals | Assumptions | Franchise Fee | 480...
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... 1. The bank can apply expert knowledge to estimate distribution functions 2. Reflect the Level of operational risk: adjustment on the result of the scorecard 3. Identify the Source of Operational risk: This will help in specifically what part of the product or business lines and which units causes operational risk 4. Present causes of operational risk: management can take actions on what the operational scorecard shows which will help mitigate operational risk 5. Reflect on quality of operations: the operational risk level of a bank depends on the quality level. Changes on operational level can help reduce current risk by improving quality of operations. 6. Supplement information: information is really vital and it will help for the bank to pinpoint which contributes to its current operational risk. 7. Adjust on the current level of operational risk: this will allow for the management to set its priorities. Source: Anders, U., & Sandstedt, M. (2001). An Operational Risk Scorecard Approach.Operational Risk, 1, 47. Retrieved April 14, 2013, from...
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...Point In Time No additional ACOE districts should be brought online to Escape OL5 software. The current districts on Escape OL5 in Alameda County remain in an implementation phase expectation of support. * OL5 is not yet a turnkey software package- * Still in development with goal of effective & efficient processes * Districts are part of the “debugging” * CRs appear to languish for some time & priority is determined by whom? * Frequent releases yet work-arounds continue for basic California school business accounting and payroll processes * Reliable? Successive releases sometimes lose previous fixes * Accurate? Successive trials do not always yield the same result * Responsive? Does not provide for some basic processes * Confusing? Too many options when the basics aren’t reliable * Credible? One whole manual chapter & report are not usable * Resources? ET expanding to other districts… * Current on-line districts have not all completed a full year cycle * Steeper learning curves due to frequent releases * Flux in legislation & resources is dynamic as it is * Accountants struggle with “art” - custom reports, data access * Basic business processes “science” must be tight * Key accounting positions are not being backfilled * Current ACOE support staff is in flux * Forensic accounting skills to drill down into software &...
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...Executive Summary Widget Production ISCOM / 305 University of Phoenix Taylor Inc is manufacturing the Widget X that requires a special assembly line. At this point re-evaluation of labor productivity is needed due to the difference between the regular Widgets and the Widget X. With careful consideration of this project, operations-management must compare the current labor productivity to two alternative methods that would help them with the increase. A cost-benefit matrix will be provided to show comparison of current labor productivity, alternative one and alternative two labor productivity as well as, the effects the alternatives would have, and what the benefits of networking strategies to streamline operational procedures would be. Taylor Inc Cost Benefit Matrix | |Current |Alternative 1 |Alternative 2 | |Wasted Motion |27% |1% |7% | | Physical Lifting |42 |12 |23 | |People Required |17 |6 |9 | |Productivity |208 |392 |288...
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...Brewster-Douglass projects revealed almost nothing concerning the current internal state of the buildings. Friends would later tell me that even local explorers don’t venture inside the towers. My online research regarding the Brewster-Douglass projects revealed almost nothing concerning the current internal state of the buildings. Friends would later tell me that even local explorers don’t venture inside the towers. My online research regarding the Brewster-Douglass projects revealed almost nothing concerning the current internal state of the buildings. Friends would later tell me that even local explorers don’t venture inside the towers. My online research regarding the Brewster-Douglass projects revealed almost nothing concerning the current internal state of the buildings. Friends would later tell me that even local explorers don’t venture inside the towers. My online research regarding the Brewster-Douglass projects revealed almost nothing concerning the current internal state of the buildings. Friends would later tell me that even local explorers don’t venture inside the towers. My online research regarding the Brewster-Douglass projects revealed almost nothing concerning the current internal state of the buildings. Friends would later tell me that even local explorers don’t venture inside the towers. My online research regarding the Brewster-Douglass projects revealed almost nothing concerning the current internal state of the buildings. Friends would later tell me that...
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...* How information systems are helping the company To keep its place as one of the leading consumer product goods companies, Procter & Gamble is focused on understanding the current market state and predicting how future market changes affect consumer behavior and global brand strategy. P&G tasked the MIS team with two projects to support these goals. Firstly, the team developed a method of estimating key consumer metrics by country and built an application to facilitate analysis of these metrics and assessment of future opportunities. In addition, the team created a process by which specific brand measures could be compared over time and assessed for positive growth. Secondly, the team has benchmarked and recommended a data visualization solution for global market and economic data to aid decision makers’ focus on salient issues. This recommendation will be supplemented by a selection of customized graphs and dashboards, focusing on important concepts and trends. With these new capabilities, P&G will be better able to identify where current and new market opportunities lie, and how it can successfully implement its brand strategy in those areas. Currently, the team has completed all major deliverables and is preparing for its final presentation. The project has been a valuable learning experience for the team, exposing them to the fast-paced world of marketing strategy and analytics. MIS program allows students to work on real projects that provide real value...
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