Inventory TableClose

The following data pertain to Company A’s inventory that was purchased on January 5, Year 1, for $40,000:

Note: Entire inventory was sold on May 1, Year 2.

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Hey Bill,

As you have probably already seen, there is a great newspaper article detailing the company’s plans to go global. You will notice that the biggest challenge that we face is learning the new accounting standards (IFRS). To get us started, I will need your help in calculating some of the Year 1 quarterly inventory balances under both U.S. GAAP policy and IFRS policy. I know that this is a bit of a challenge, but I have ultimate faith in you. Let me know if I can do anything to help.

Sincerely,

Rufus

P.S. Remember that Company A accounts for its inventory using the LIFO method under U.S. GAAP and the FIFO method under IFRS.

Newspaper Article Announcing Global ExpansionClose

Company Seeks to Go Global

Company A is a publicly traded company that reports interim financial statements on a quarterly basis. Until recently, that is all that Company A has ever been. Now, Company A seeks to maintain their old traditions while simultaneously traversing the unknown seas into foreign lands, in the hopes of increasing their global market share.

“We really believe that going global will not only benefit our current employees and their families, but also the lives of potential future employees and their families,” the CEO stated when asked about the decision to go global. “I am really looking forward to leading the way in the greatest project that this company has ever undertaken,” the CEO continued, beaming with pride.

When asked about the challenges that lie ahead, the CEO responded, “Our biggest challenge so far has been learning the new accounting rules and regulations that are applied overseas. For the most part they are similar to the regulations that we abide by here in the States, but there are some instances in which the two standards are wildly different.” However, despite whatever adversity might lie ahead, Company A has an attitude that cannot and will not be defeated.

Scroll down to complete all parts of this task.

Use the information provided in the exhibits to calculate the inventory amounts as they should be reported in the financial statements prepared under U.S. GAAP and IFRS. Enter the appropriate amounts in the associated cells. Enter all amounts as positive values. Round all amounts to the nearest whole number.

Case 4-1 Bessrawl Corporation

Bessrawl Corporation is a U.S.-based company that prepares its consolidated financial statements in accordance with U.S. GAAP. The company reported income in 2014 of $1,000,000 and stockholders’ equity at December 31, 2014, of $8,000,000.

The CFO of Bessrawl has learned that the U.S. Securities and Exchange Commission is considering requiring U.S. companies to use IFRS in preparing consolidated financial statements. The company wishes to determine the impact that a switch to IFRS would have on its financial statements and has engaged you to prepare a reconciliation of income and stockholders’ equity from U.S. GAAP to IFRS. You have identified the following five areas in which Bessrawl’s accounting principles based on U.S. GAAP differ from IFRS.

1.Inventory

2. Property, plant, and equipment

3.Intangible assets

4. Research and development costs

5.Sale-and-leaseback transaction

Bessrawl provides the following information with respect to each of these accounting differences.

Inventory

At year-end 2014, inventory had a historical cost of $250,000, a replacement cost of $180,000, a net realizable value of $190,000, and a normal profit margin of 20 percent.

Property, Plant, and Equipment

The company acquired a building at the beginning of 2013 at a cost of $2,750,000. The building has an estimated useful life of 25 years, an estimated residual value of $250,000, and is being depreciated on a straight-line basis. At the beginning of 2014, the building was appraised and determined to have a fair value of $3,250,000. There is no change in estimated useful life or residual value. In a switch to IFRS, the company would use the revaluation model in IAS 16 to determine the carrying value of property, plant, and equipment subsequent to acquisition.

Intangible Assets

As part of a business combination in 2011, the company acquired a brand with a fair value of $40,000. The brand is classified as an intangible asset with an indefinite life. At year-end 2014, the brand is determined to have a selling price of $35,000 with zero cost to sell. Expected future cash flows from continued use of the brand are $42,000, and the present value of the expected future cash flows is $34,000.

Research and Development Costs

The company incurred research and development costs of $200,000 in 2014. Of this amount, 40 percent related to development activities subsequent to the point 178 at which criteria had been met indicating that an intangible asset existed. As of the end of the 2014, development of the new product had not been completed.

Sale-and-Leaseback

In January 2012, the company realized a gain on the sale-and-leaseback of an office building in the amount of $150,000. The lease is accounted for as an operating lease, and the term of the lease is five years.

Required

Prepare a reconciliation schedule to convert 2014 income and December 31, 2014, stockholders’ equity from a U.S. GAAP basis to IFRS. Ignore income taxes. Prepare a note to explain each adjustment made in the reconciliation schedule.

Explain the impact on US export and import if the US dollar has depreciated in comparison with other currencies. For example, the exchange rate for the Canadian dollar was 1.36 per U.S dollar in 2003. Now in 2020, it is 1.31 Canadian dollars per U.S.dollar under this case the dollar has suffered a slight depreciation. Also, when the dollar has depreciated in the case of the Chinese Yuan from 8.27 in 2003 to 6.69 yuans in 2020 per U.S dollar. Also, when there is not either appreciation or depreciation from 2003 to 2020 which is the case of Saudi Arabia currency its exchange rate remains the same 3.75 Riyals per dollar since 2003. Then explain the impact of U.S. exports and imports under these scenarios.

Hedged Sale Commitment and Exposed Asset Position

On June 25, 2020, GlobalAgra Inc., a U.S. company, received a purchase order from a Swiss customer for delivery of merchandise on July 10, 2020, at a price of CHF10,000,000, payable in Swiss francs (CHF) on September 10, 2020. To hedge its exposure to exchange rate changes, on June 25, 2020, GlobalAgra entered a forward contract for delivery of CHF10,000,000 to the broker on September 10, 2020. The merchandise was delivered as scheduled. On September 10, 2020, GlobalAgra received payment from the customer, and delivered the Swiss francs to the broker to close the forward contract. GlobalAgra’s accounting year ends December 31. Exchange rates ($/ CHF) are as follows:

Required

Prepare the journal entries GlobalAgra made on July 10, 2020, and September 10, 2020, to record the above transactions.

Your firm has a contract to purchase 1000 laptops from a Taiwanese company. The payment is due on receipt of the shipment and must be delivered in Taiwan on June 31, 2020. In March 2020, when you are arranging the contract, the laptops are each priced at 20,000 NT$ (New Taiwan Dollar). The spot rate in March 2020 is $1 in exchange for 30 NT$.

a) [5 points] What is the U.S. dollar price of one unit of laptop in March 2020?

b) [5 points] What will be the total USD price of the laptops when payment is due in June if the exchange rate does not change between March and June?

c) [10 points] What will be the total USD price of the laptops when payment is due in June if the USD depreciates against NT$ by 10% between March and June?

Katie is 23 years old and graduated in 2016 from Niagara with a degree in Supply Chain

Management. She works as a planning analyst at Labatt USA, located in Buffalo, NY. She currently earns

a salary of $54,000 per year, and she expects to get salary increases of 3% per year. After your meeting

with Katie last week, she has asked for your assistance with these questions:

Education:

She is considering going back to Niagara to get a Masters of Business Administration

(MBA). The MBA will take two years, and she expects that it will cost at total of $32,000. She would

receive her degree in 2021, when she is 26 years old. She has been told that with a MBA, she would

receive a salary increase of $6,000 per year. If she stays with her present company until she retires at

age 67, what is the total value of the MBA (assume a 5% interest rate and calculate the present value).

Given the MBA cost, and the present value, is this a good financial move?

Also,

Retirement Planning:

She plans on working until she is 67. She feels that in retirement, she would be

comfortable living on 70% of the income she had in the year before she retires. If she gets the MBA, and

lives for 25 years in retirement, with a 5% interest rate, how much would she need to have saved to

retire? How much does she need to save every month to get to that amount?

A company has the following information related to its ending inventory:

The company’s accountant informs the CEO that because the company reports using LIFO instead of FIFO, gross profit will be lower in 2021. Which of the following statements is correct?

A. The accountant is incorrect because the LIFO reserve has increased in the current year.

B. The accountant is correct.

C. The accountant is incorrect because the choice of LIFO or FIFO does not affect gross profit.

D. The accountant is incorrect because the LIFO reserve has decreased in the current year.

Siemens’ Simple Structure–Not

There is perhaps no tougher task for an executive than to restructure a European organization. Ask former Siemens CEO Klaus Kleinfeld.

Siemens, with 77 billion Euros in revenue in 2008, some 427,000 employees, and branches in 190 countries, is one of the largest electronics companies in the world. Although the company has long been respected for its engineering prowess, it’s also derided for its sluggishness and mechanistic structure. So when Kleinfeld took over as CEO, he sought to restructure the company along the lines of what Jack Welch did at General Electric. He has tried to make the structure less bureaucratic so decisions are made more quickly. He spun off underperforming businesses. And he simplified the company’s structure.

Kleinfeld’s efforts drew angry protests from employee groups, with constant picket lines outside his corporate offices. One of the challenges of transforming European organizations is the customary active participation of employees in executive decisions. Half the seats on the Seimens board of directors are allocated to labor representatives. Not surprisingly, the labor groups did not react positively to Kleinfeld’s GE-like restructuring efforts. In his efforts to speed those efforts, labor groups alleged, Kleinfeld secretly bankrolled a business-friendly workers’ group to try to undermine Germany’s main industrial union.

Due to this and other allegations, Kleinfeld was forced out in June 2007 and replaced by Peter Löscher. Löscher has found the same tensions between inertia and the need for restructuring. Only a month after becoming CEO, Löscher was faced with a decision whether to spin off the firm’s underperforming 10 billion-Euro auto parts unit, VDO. He had to weigh the forces for stability, which want to protect worker interests, against U.S.-style pressures for financial performance. One of VDO’s possible buyers is a U.S. company, TRW, the controlling interest of which is held by Blackstone, a U.S. private equity firm. German labor representatives have derided such private equity firms as “locusts.” When Löscher decided to sell VDO to German tire giant Continental Corporation, Continental promptly began to downsize and restructure the unit’s operations.

Löscher has continued to restructure Siemens. In mid- 2008, he announced elimination of nearly 17,000 jobs worldwide. He also announced plans to consolidate more business units and reorganize the company’s operations geographically. “The speed at which business is changing worldwide has increased considerably, and we’re orienting Siemens accordingly,” Löscher said.

Since the switch from Kleinfeld to Löscher, Siemens has experienced its ups and downs. Since 2008, its stock price has fallen 26 percent on the European stock exchange and is down 31 percent on the New York Stock Exchange. That is better than some competitors, such as France’s Alcatel-Lucent (down 83 percent) and General Electric (down 69 percent), and worse than others, such as IBM (up 8 percent) and the Swiss/Swedish conglomerate ABB (down 15 percent).

Though Löscher’s restructuring efforts have generated far less controversy than Kleinfeld’s, that doesn’t mean they went over well with all constituents. Of the 2008 job cuts, Werner Neugebauer, regional director for a union representing many Siemens employees, said, “The planned job cuts are incomprehensible nor acceptable for these reasons, and in this extent, completely exaggerated.”

When asked by a reporter whether the cuts would be controversial, Löscher retorted, “I couldn’t care less how it’s portrayed.” He paused a moment, then added, ““Maybe that’s the wrong term. I do care.”

Questions. ANSWERS SHOULD BE 1500 WORDS

1. What do Kleinfeld’s efforts at Siemens tell you about the difficulties of restructuring organizations?
2. Why do you think Löscher’s restructuring decisions have generated less controversy than did Kleinfeld’s?
3. Assume a colleague read this case and concluded “This case proves restructuring efforts do not improve a company’s financial performance.” How would you respond to this statement?
4. Do you think a CEO who decides to restructure or downsize a company takes the well-being of employees into account? Should he or she do so? Why or why not?

As of December 31, 2020 Big USA Company owns a foreign subsidiary (Taco) based in Mexico. Big is in the process of preparing consolidated financial statements and must translate the trial balance of Taco to U.S. Dollars. Selected financial information of Taco in pesos is presented below.

                                                                                       Pesos

Inventory 12/31/20                                                       300,000

Purchases in 2020                                                         2,600,000

Inventory 12/31/19                                                       420,000

Equipment purchased as follows

            1/1/18                                                             250,000                        

            Purchases during 2018                                      150,000

            Purchases during 2019                                     350,000

            Purchases during 2020                                     620,000

All equipment is depreciated over 8 years on a straight-line basis with a full year taken in year of acquisition.

The inventory turnover rate is 90 days.

Relevant Exchange Rates                                Pesos per dollar

1/1/18                                                                          8.0

Average Rates 2018                                                       8.5

Average Rate   2019                                                      9.3

Average Rate 2020                                                        9.8

Rate 4^th quarter 2019                                                     8.9

Rate 4^th quarter 2020                                                     9.6

Current rate 12/31/18                                                   8.9

Current Rate 12/31/19                                                  9.2

Current Rate 12/31/20                                                 9.9

REQUIRED (In US Dollars)

1. Assuming the U.S. Dollar is functional currency determine following

            Cost Goods Sold for 2020

            Balance in Equipment 12/31/20

            Balance in Accumulated Depreciation 12/31/20

            Depreciation Expense – 2020

2. Assuming the Peso is functional currency determine following

            Cost Goods Sold for 2020

            Balance in Equipment 12/31/20

            Balance in Accumulated Depreciation 12/31/20

            Depreciation Expense – 2020