Our Total Current Liabilities are as follows: Accounts Payable 96,500 Sales Tax Payable 3,950 Payroll Tax Payable 15,840 and our Total Long Term Liabilities are the following: Long Term Notes Payable 630,000 Therefore, the Total Liabilities we have is $ $746,290 and our Total Assets is $2,675,250. 746,290 / 2,675,250 = 0.27 or 27%. The Acid Test Ratio or Quick Ratio for the company is computed as follows: Cash $1,430,000 Accounts Receivable $86,000 Short Term Investment $0 = $1,516,000 Current Liabilities $116,290 $1,516,000/$116,290 = 13.036 or 13.07 With this result, our financial statement is showing that our company can immediately convert a portion of our assets into cash to pay our short term debts. The Inventory Turnover of the company is computed as follows: Cost of Goods Sold $8,474,831 Less: Ending Inventory $429,090 $8,474,831/$429,090 = 19.75 or 19.8 times The Receivables Turnovers of the company is computed as follows: Total Net Sales $10,796,200 Accounts Receivable $86,000 $10,796,200/$86,000 = 125.5 times MY SHARE OF THE MEMO This memo is to discuss the liquidity ratio that was performed recently in regards to Kudler Fine Foods. The liquidity ratio that was performed indicated that the amount of the company’s
Margin of Safety (DOLLARS) Budgeted – break even = 100,000-62500= 37500 (Percentage) 37.500/100.000= 37.5% (Units) 37500/250= 150 3.Compute the company’s margin of safety in units assuming the proposal is accepted. Margin of Safety (Dollars) 137500-58929= 78571 (Units) 78571/275= 286 4. Compute the increase or decrease in profit assuming the proposal is accepted, show the contribution Income Statement for current and proposed. Present Proposed Sales 100,000 137500 Variable expense 64000 80000 CM 36000 57500 Fixed cost 22500 244750 Net income 13500 32750 difference: 19250 4a. What is the operating leverage for the current and proposed?
Answer: 2 6. What is the part number, description, and price for the least expensive part in the database? Answer: PART_NUM | DESCRIPTION | PRICE | AT94 | Iron | $24.95 | 7. For each order, list the order number, order date, customer number, and customer name. Answer: ORDER_NUM | ORDER_DATE | CUSTOMER_NUM | CUSTOMER_NAME | 21608 | 10/20/2007 | 148 | Al's Appliance and Sport | 21610 | 10/20/2007 | 356 | Ferguson's | 21613 | 10/21/2007 | 408 | The Everything Shop | 21614 | 10/21/2007 | 282 | Brookings Direct | 21617 | 10/23/2007 | 608 | Johnson's Department Store | 21619 | 10/23/2007 | 148 | Al's Appliance and Sport | 21623 | 10/23/2007 | 608 | Johnson's Department Store | 8.
5) Information about Clearwater Company's direct materials cost follows: Standard price per materials ounce $ 100 Actual quantity used 8,700 grams Standard quantity allowed for production 9,100 grams Price variance $ 76,125 F ________________________________________ Required: What was the actual purchase price per gram? (Round your answer to 2 decimal places. Omit the "$" sign in your response.) Actual purchase price $ 91.25 Total grade: 0.0×1/1 = 0% Feedback: Actual Costs = AP × 8,700 Actual Inputs at Standard Price = $100 × 8,700 =$870,000 Price Variance = $76,125 F 8,700 × AP = $870,000 – $76,125 AP = $91.25 ________________________________________ Question 3: Score
1. a. The cost related to processing (i.e., warehousing) a carton through the facility $54 ($4,320,000/80,000) b. The cost of entering an electronic and a manual customer order 840,000/(16*1500*60)=.5833333 $/productive minute $3.50 for an electronic (.5833333*6) $5.25 + 2.625*(number of lines in order) was the cost of a manual ($0.5833333*9)+($0.5833333*4.5)*number of lines per order c. The cost of shipping a carton on commercial carriers $6 per carton ($450000/75000) d. The cost per hour for desktop deliveries. (200000+250000)/(4*1500) = $75/hour * What are the advantages of using the per hour cost driver vs. other potential drivers such as cost/carton or cost per delivery? Variation in shipping costs relates to costs associated with shipping time (i.e.
Elyse Segebart NT1110 Computer Structure and Logic 02.15.2014 Unit 6 Analysis 1: Memory Cost RAM Prices throughout the years: Year | Average Cost Per Gigabyte | 2013 | $5.5 | 2010 | $12.37 | 2005 | $189 | 2000 | $1,107 | 1995 | $30,875 | 1990 | $103,880 | 1985 | $859,375 | 1980 | $6,328,125 | Historic RAM Prices | Year | Manufacturer | Size (KB) | Price | Price / MB | 1957 | C.C.C. | 0.00098 | $392 | $411,041,792 | 1960 | E.E.Co. | 0.00098 | $5 | $5,242,880 | 1965 | IBM | 0.00098 | $2.52 | $2,642,412 | 1970 | IBM | 0.00098 | $0.70 | $734,003 | 1975 | MITS | 0.25 | $103 | $421,888 | 1980 | Interface Age | 64 | $405 | $6,480 | 1985 | Do Kay BYTE | 512 | $440 | $880 | 1990 | Unitex BYTE | 8,192 | $851 | $106 | 1995 | Pacific Coast Micro | 16,384 | $494 | $30.9 | 2000 | Crucial | 65,536 | $72 | $1.12 | 2005 | Corsair | 1,048,576 | $189 | $0.185 | 2010 | Kingston | 8,388,608 | $99 | $0.0122 | 2013 | Crucial | 16,777,216 | $88 | $0.0054 | In 1957, one bit of RAM cost roughly $49 dollars based on the chart above. Just last year in 2013, the price per bit for ram storage is not even pennies. (My calculator doesn’t go that far, ha.)
For the year 2007 the ratio was less than 1 meaning it needed to liquidated it marketing securities in that year, to pay bills. In year 2008, the ratio increased over one and hence there was not a need to liquidate its securities. * Acc receivable turnover ratio = Net credit Sales/ Average accounts receivable Acc receivable turnover 2008 = $875,250/ (($84,120+$128,420)/2) =8.24 times Average collection period = 360days/ 8.24 = 44 days We would need to know the credit policy of the company to determine if this collection period is reasonable. * Inventory turnover = Cost of goods sold/ Average inventory Inventory turnover 2008 = $542,750/ (($96,780+$135,850) = 4.67
Huffman TruckingBalance Sheet | (Unaudited) | | | December 31st | | 2011 | 2010 | | (In Thousands) | | Assets | Current Assets | | Cash & Cash Equivalents | $89,664 | $58,003 | Accounts Receivable | 51,869 | 81,557 | Prepaid Expenses & Supplies | 6,267 | 5,529 | Total Current Assets | $147,800 | $145,089 | | Carrier Operating Property (at cost) | $85,306 | $81,461 | Less: Allowance for Depreciation | (69,536) | (67,119) | Net Carrier Operating Property | $15,770 | $14,342 | | Assets of Discontinued Operations | 7,516 | 8,739 | Goodwill (net) | 49,852 | 49,852 | Other Assets | 46,327 | 37,306 | Total Assets | $267,265 | $255,328 | | | Liabilities and Shareholders' Equity |
Assume commercial use is at the March level. Also assume that the Sales Promotion and Corporate Services expenses will be at the same levels as in March. Salem Data Services Contribution Margin Income Statement For the Quarter Ended March 31, 2004 Revenues Intracompany $ 82,000 Commercial 110,400 Total Revenues: $ 192,400 Less: Variable Expenses Power (at $4.70) $ 1,612 Operations: Hourly Personnel (at $24.00) 8,232 Total Variable Expenses: $ 9,844 Contribution Margin $ 182,556 Less: Fixed Expenses Rent $ 8,000 Custodial Services 1,240 Computer Leases 95,000 Maintenance 5,400 Depreciation 26,180 Operations: Salaried Staff 21,600 Systems Development & Maintenance 12,000 Administration 9,000 Sales 11,200 Sales Promotion 8,083 Corporate Services 15,236 Total Fixed Costs: $ 212,939 Net Income $ (30,383) 4. Assuming the intracompany demand for service will average 205 hours per month, what level of commercial revenue hours of computer use would be necessary to
The purchasing agreements between contracts suppliers were never compared, thus the pricing and terms of the contract varied greatly. Eagle’s catalog supplier issued bi-weekly catalogs with deeply discounted specials and gave gift incentives to administrative staff for purchasing minimum quantities. Price comparison between Catalog and contract suppliers showed that non-discounted items from Catalog supplier were premium priced compared to contract supplier but the discounted items were priced below the contract supplier’s pricing. 87% of Eagle’s $3.8M office-supply spending in 2003 by its 15,000 employees was made through three suppliers - Two contract suppliers and one catalog supplier. Q3: Discuss potential implementation barriers?