FINANCIAL ACCOUNTING
10th Edition
ISBN: 9781259964947
Author: Libby
Publisher: MCG
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Danielle Hastings was recently hired as a cost analyst by CareNet Medical Supplies Inc. One of Danielle’s first assignments was to perform a
Jerrod: Danielle, you’re new here, aren’t you?
Danielle: Yes, I am.
Jerrod: Well, Danielle, I’m not at all pleased with the capital investment analysis that you performed on this new warehouse. I need that warehouse for my production. If I don’t get it, where am I going to place our output?
Danielle: Well, we need to get product into our customers’ hands.
Jerrod: I agree, and we need a warehouse to do that.
Danielle: My analysis does not support constructing a new warehouse. The numbers don’t lie; the warehouse does not meet our investment return targets. In fact, it seems to me that purchasing a warehouse does not add much value to the business. We need to be producing product to satisfy customer orders, not to fill a warehouse.
Jerrod: The headquarters people will not allow me to build the warehouse if the numbers don’t add up. You know as well as I that many assumptions go into your net present value analysis. Why don’t you relax some of your assumptions so that the financial savings will offset the cost?
Danielle: I’m willing to discuss my assumptions with you. Maybe I overlooked something.
Jerrod: Good. Here’s what I want you to do. I see in your analysis that you don’t project greater sales as a result of the warehouse. It seems to me that if we can store more goods, then we will have more to sell. Thus, logically, a larger warehouse translates into more sales. If you incorporate this into your analysis, I think you’ll see that the numbers will work out. Why don’t you work it through and come back with a new analysis. I’m really counting on you on this one. Let’s get off to a good start together and see if we can get this project accepted.
What is your advice to Danielle?
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