In: Accounting
The product development department of Dalglish plc is contemplating renting a factory building on a four-year lease from 1 January Year 1, investing in some new plant and using it to produce a new product, code named DAG7. Since there appears to be no possibility of the plant continuing to be economically viable beyond a four-year life, it has been decided to assess the new product over a four-year manufacturing and sales life.
Under the lease the business will pay £100,000 annually. The plant is expected to cost £600,000. This will be bought and paid for on 1 January Year 1 and is expected to be scrapped (with zero proceeds) on 31 December Year 4. The business will depreciate this asset, in its accounts, on a straight-line basis (25 per cent each year).
Each unit of DAG7 is estimated to give rise to a variable labour cost of £200 and a variable material cost of £100. DAG7 manufacture will be charged with an annual share of the business’s administrative costs, totalling £150,000 each year. Manufacture and sales of DAG7s are expected to increase total administrative costs by £90,000 each year.
Manufacture and sales of DAG7s are expected to be as follows:
Year Ending 31 December |
Year |
Units of DAG7 |
1 |
400 |
|
2 |
600 |
|
3 |
500 |
|
4 |
200 |
These will be sold for an estimated £1,400 each.
For investment appraisal purposes you should assume that all cashflows relating to revenue and costs occur at the end of the year to which they relate.
The business’s accounting year end is 31 December each year. It has been decided, given the level of risk involved with the project to use a discount rate of 15 per cent a year.
An extract from the present values tables is given here:
Discount Factor |
Year 1 |
Year 2 |
Year 3 |
Year 4 |
10% |
0.909 |
0.826 |
0.751 |
0.683 |
15% |
0.870 |
0.756 |
0.658 |
0.572 |
20% |
0.833 |
0.694 |
0.579 |
0.482 |
25% |
0.800 |
0.640 |
0.512 |
0.410 |
30% |
0.769 |
0.592 |
0.455 |
0.350 |
Required
Dalglish Plc. | ||||||
Investment Apprisal | ||||||
We are not considering part of the allocation of share of Buisness admin cost as relevant cash flow | ||||||
Total Admin cost increase in Pound 90000 specific to this project , rest 60000 (of total 150000) | ||||||
will not be relevant for cash flow cosndieration as that cost os already existing and not incremental cost. | ||||||
Assuming zero tax as nothing mentioned about tax. | ||||||
Depreciation excluded from cash flow as it is non cash spend | ||||||
All numbers in Pound | ||||||
Year 0 | Year 1 | Year 2 | Year 3 | Year 4 | ||
Sales units | 400 | 600 | 500 | 200 | ||
Sales Revenue at unit price 1400 | 560,000 | 840,000 | 700,000 | 280,000 | ||
Relevant Cash flow Details | Year 0 | Year 1 | Year 2 | Year 3 | Year 4 | |
1 | Initial Investment in Plant | (600,000) | ||||
Cash flow fropm Operations | ||||||
Sales Revenue | 560,000 | 840,000 | 700,000 | 280,000 | ||
Direct Material cost @100/unit | 40,000 | 60,000 | 50,000 | 20,000 | ||
Direct Labor @200 | 80,000 | 120,000 | 100,000 | 40,000 | ||
Lease Rental | 100,000 | 100,000 | 100,000 | 100,000 | ||
Business Admin cost (relevant incremental cost) | 90,000 | 90,000 | 90,000 | 90,000 | ||
2 | Net Cash flow from Operations | 250,000 | 470,000 | 360,000 | 30,000 | |
3 | Total Cash flow=1+2 | (600,000) | 250,000 | 470,000 | 360,000 | 30,000 |
4 | Discount factor @15% =1/1.15^n | 1.000 | 0.870 | 0.756 | 0.658 | 0.572 |
5 | PV of cash flows =3*4= | (600,000) | 217,500 | 355,320 | 236,880 | 17,160 |
6 | NPV = | 226,860 | ans i | |||
PI = | 38% | |||||
If we use discount rate 34.8197% , the NPV becomes zero | =NPV(34.8197%,F1083,G1083,H1083,I1083)+E1083 | |||||
ii | so the IRR of the project is 34.8197% approx | |||||
iii | I shall also consider the discounted payback period and that is | |||||
years and close to half of project life | ||||||
%Profitability Index is also quite good= | ||||||
IRR is much higher that required rate of return. | ||||||
So considering NPV, IRR, discounted payback and PI factors, we can recommend the investment in the project. |