The assumption that a system will operate in a stable environment without risk is not realistic (Sales et al., 2018). Risk is widely classified into disruption and operational risks (Kleindorfer & Saad, 2005; Tang, 2006). Extreme uncertainty and the absence of synchronization between supply and demand are linked to operational risks while circumstances such as labor strikes, terrorist attacks, and natural calamities are related to disruption risks (Lockamy & McCormack, 2010). The probability of human injury or even death is high in disruptions such as multi-casualty disasters which brings about the challenge of increased pressure on healthcare. Healthcare institutions are required to become capable of understanding and adapting to environmental changes to mitigate such unexpected changes. These unexpected changes can affect the competitiveness, responsiveness and operating procedures of a firm significantly (Huang, Yen, & Liu, 2014), and for healthcare institutions, the economic well-being and reputation of the nation as well.

There is a growing need for healthcare institutions to develop responsiveness (Tolf, Nyström, Tishelman, Brommels, & Hansson, 2015; Vissers, Bertrand, & De Vries, 2001). However, the responsiveness of healthcare systems remains a complex, distinct and still not adequately investigated concept (Brinkerhoff & Bossert, 2013; Cleary, Molyneux, & Gilson, 2013; Gilson, Palmer, & Schneider, 2005; Siddiqi et al., 2009). Responsive healthcare systems anticipate and adjust to meet evolving requirements, exploiting opportunities to enhance access to effective interventions and to enhance health services (Hanefeld, Powell-Jackson, & Balabanova, 2017; Lodenstein, Dieleman, Gerretsen, & Broerse, 2013), ultimately resulting in improvements in outcomes of healthcare (Allotey, Davey, & Reidpath, 2014; Smith, Mossialos, Papanicolas, & Leatherman, 2009). A better understanding of healthcare responsiveness is particularly important for many nations with low and medium incomes such as Ghana, where economic and social development is rapidly advancing.

Nevertheless, responsiveness always implies that a flexible central system exists (More & Babu, 2008). Flexibility is required to respond quickly to the rapidly changing unique patient needs and demands (Aronsson, Abrahamsson, & Spens, 2011; Peltokorpi, Torkki, & Lillrank, 2011). Flexibility remains an expensive and challenging capability to develop and incorporate in any system completely. Identifying the right flexibility capabilities to develop can efficiently improve responsiveness to meet changing needs and demands of healthcare patients (Aronsson et al., 2011; Peltokorpi et al., 2011). Moreover, flexible scheduling and resources can help healthcare institutions respond more effectively to their patients by better matching the variable demand for care with the supply of physical resources such as beds, pharmaceutical, people and space required (Chen, Zhou, Ma, & Pham, 2011; Laker, Froehle, Lindsell, & Ward, 2014). Researchers have asserted that flexibility can be proactively employed as well to create a competitive advantage for a business (Chang, Yang, Cheng, & Sheu, 2003; Ettlie & Penner-Hahn, 2008; D. M. Upton, 2008). Profitable flexibility applications have been demonstrated in various ways: by the National Bicycle Industrial Company (Moffat, 1990), and by the General Motors ' Lordstown factory experiment (Kasarda and Rondinelli, 1998). Flexibility is clearly of the utmost significance (J. H. M. Manders, Caniëls, & Ghijsen, 2017) to the responsiveness of healthcare institutions, the economy, patient satisfaction and yet significant amount of existing literature focuses on the manufacturing sector (Chang, Chen, Lin, Tien, & Sheu, 2006; Jack & Raturi, 2002; Koste, Malhotra, & Sharma, 2004), with little or no attention to the service sector..

However, understanding the impact of specific flexibility capabilities and their application is critical to organizations as flexibility is expensive to implement; hence any investment in flexibility based on wrongly considered competences might be (Gerwin, 2008; Narasimhan, Talluri, & Das, 2004). There is also a paucity of studies concerning flexibility capabilities relating to operations of healthcare institutions. The quality of care and satisfaction with health facilities have been seen in most research as the perfect measure of assessing health systems performance. However, the WHO suggests responsiveness as a better measure of the performance of health systems (NB Valentine et al., 2003). Healthcare institutions are challenged by many sources of uncertainty in the supply chain and at an operational level. Though supply chain and operations flexibilities have the potential to promote the resilience and responsiveness of healthcare institutions, the scarcity of the literature in this respect makes this study worthwhile. As a result of limited literature at present, little knowledge exists on the extent to which supply chain and operations flexibilities individually promote responsiveness, or impact customer satisfaction, particularly within the service sector in Ghana.

Required:

1. Propose an appropriate research title whch will adequately capture the research gaps and issues discussed.                                                                                                                                 
2. Propose FOUR (4) research objectives which will reflect the research issues discussed.  
3. Propose FOUR (4) research questions which will satisfy the research issues discussed.    

Question:
Consider a project to supply your church with 55,000 gallons of hand sanitizer annually for church services. You estimate that you will need an initial Gh¢4,200,000 in terms of investment to get the project started. The project will last for 5 years.
The project will bring in annual cash flows of Gh¢1,375,000. It also estimates a salvage value of Gh¢300,000 after dismantling costs.
Your cost of capital is 13 percent. Assume no taxes or depreciation.
Required:

(a) What is the NPV of the sanitizer project? Should you pursue this project?

b) Suppose you believe that there is a best case scenario where initial investment could be 15% lower with salvage value and revenue being 10% higher, what would be the NPV under this scenario?

c) In the worst case scenario, you expect annual cash inflows to be 10% lower, salvage value to be 12% lower and initial investment to be 10% higher. Calculate the NPV under this worst case scenario. Would you still pursue the project?

d) You just received additional information that suggests that your base case (answer to a), best case (b) and worst case (c) scenarios have probabilities of 0.35, 0.35 and 0.30 respectively. What will be the expected NPV of the sanitizer project. What about the standard deviation of the sanitizer project? Do you think the project is still viable?

Please I need help on this question

Church Company completes these transactions and events during March of the current year (terms for all its credit sales are 1/10, n/30).

Assume the following ledger account amounts Inventory (March 1 beg. bal. is $64,000), Z. Church, Capital (March 1 beg. bal. is $64,000) and Church Company uses the perpetual inventory system.

Required:
2-a. Enter the transactions in a sales journal.
2-b. Enter the transactions in a purchases journal.
2-c. Enter the transactions in a cash receipts journal.
2-d. Enter the transactions in a cash disbursements journal.
2-e. Enter the transactions in a general journal.

On a normal weekend, 12% of those attending Mass at a local Catholic church donate over $200 per week, 26% donate between $100 and $200 per week, and the remaining donate less than $100 per week. At Christmas time, a survey of 225 people attending Masses finds that 29% donate over $200, 48% donate between $100 and $200, and the remaining donate less than $100. When testing (at the 10% level of significance) whether the proportions are different at Christmas time than during other weekends, what is the test statistic (please round your answer to 3 decimal places)

Church Company completes these transactions and events during March of the current year (terms for all its credit sales are 2/10, n/30).

Assume the following ledger account amounts Inventory (March 1 beg. bal. is $61,000), Z. Church, Capital (March 1 beg. bal. is $61,000) and Church Company uses the perpetual inventory system.

Problem 7-1A Part 3

Post information from the journals in Part 2 to the general ledger and the accounts receivable and accounts payable subsidiary ledgers.

Prepare the March 31 trial balance, schedule of accounts receivable and schedule of accounts payable.

Prepare the March 31 schedule of accounts receivable.

Prepare the March 31 schedule of accounts receivable.

The following information applies to the questions displayed below.]

Church Company completes these transactions and events during March of the current year (terms for all its credit sales are 3/10, n/30).

Assume the following ledger account amounts Inventory (March 1 beg. bal. is $61,000), Z. Church, Capital (March 1 beg. bal. is $61,000) and Church Company uses the perpetual inventory system.

Required:
2-a. Enter the transactions in a sales journal.
2-b. Enter the transactions in a purchases journal.
2-c. Enter the transactions in a cash receipts journal.
2-d. Enter the transactions in a cash payments journal.
2-e. Enter the transactions in a general journal.

a) Post information from the journals in Part 2 to the general ledger and the accounts receivable and accounts payable subsidiary ledgers.

b) Prepare the March 31 trial balance, schedule of accounts receivable and schedule of accounts payable.

Church Company completes these transactions and events during March of the current year (terms for all its credit sales are 3/10, n/30).

Assume the following ledger account amounts Inventory (March 1 beg. bal. is $61,000), Z. Church, Capital (March 1 beg. bal. is $61,000) and Church Company uses the perpetual inventory system.

Required information

• Returned $3,100 of unsatisfactory merchandise purchased on March 14 to CD Company. Church reduces accounts payable by that amount.

  2-a.

  SALES JOURNAL
  Date	Account Debited	Invoice Number	Accounts Receivable Dr. Sales Cr.	Cost of Goods Sold Dr. Inventory Cr.
  Mar. 2	Min Cho	854	15200	7600
  Mar. 3	Linda Witt	855	7600	3800
  Mar. 10	Jovita Albany	856	3800	1900
  Mar. 27	Jovita Albany	857	11400	4560
  Mar. 28	Linda Witt	858	4560	1824
  Mar. 31	Totals		42560	19684

  2-b.

  PURCHASES JOURNAL
  Date	Account	Date of Invoice	Terms	Accounts Payable Cr.	Inventory Dr.	Office Supplies Dr.	Other Accounts Dr.
  Mar. 1	Van Industries	Mar. 1	3/15, n/30	38000	38000
  Mar. 3	Gabel Company	Mar. 3	n/30	1140		1140
  Mar. 9	Spell Supply	Mar. 9	n/30	19000			19000
  Mar. 14	CD Company	Mar. 14	3/10, n/30	31000	31000
  Mar. 16	Gabel Company	Mar. 16	n/30	1660			1660
  Mar. 31	Totals			90800	69000	1140	20660

  2-c.

  CASH RECEIPTS JOURNAL
  Date	Account Credited	Cash Dr.	Sales Discount Dr.	Accounts Receivable Cr.	Sales Cr.	Other Accounts Cr.	Cost of Goods Sold Dr. Inventory Cr.
  Mar. 6	Note payable	72000				72000
  Mar. 12	Min Cho	14744	456	15200
  Mar. 13	Linda Witt	7372	228	7600
  Mar. 15	Sales	60800			60800		48640
  Mar. 20	Jovita Albany	3686	114	3800
  Mar. 31	Sales	66880			66880		40128
  Mar. 31	Totals	225482	798	26600	127680	72000	88768

  2-d.

  CASH PAYMENTS JOURNAL
  Date	Ck. No.	Payee	Account Debited	Cash Cr.	Inventory Cr.	Other Accounts Dr.	Accounts Payable Dr.
  Mar. 13	416	Van Industries	Accounts payable	36860	1140		38000
  Mar. 15	417	Payroll	Sales salaries expense	17500		17500
  Mar. 23	418	CD Company	Accounts payable	27063	837		27900
  Mar. 31	419	Payroll	Sales salaries expense	17500		17500
  Mar. 31		Totals		98923	1977	35000	65900

  2-e.

  Date	General Journal	Debit	Credit
  Mar. 17	Accounts payable-CD Company	3100
  	Inventory		3100
  Mar. 19	Accounts payable-Spell Supply	570
  	Office equipment		570

General Ledger is needed, Trail Balance is needed, Schedule of AR needed and Schedule of AP needed, Thanks