Write code in SAS to do each of the following I have posted the data below from a pace delimited data set consisting of 66 randomly selected cars

1. Upload the data set to SAS and store it as a SAS data set called cars. Make sure the full values are stored for all character variables.
2. Create a comparative bar chart (with appropriate title and labels) displaying the brands of each car by fuel type (so that fuel type is on the x-axis). Do not stack the bars.
3. Write a program to determine the mean, variance, 20th percentile, and mode (and only those statistics) of the KMs and Price variables.
4. Perform a hypothesis test to determine if the mean price of cars with the petrol fuel type differs from the mean price of cars with the CNG fuel type.
5. Run a regression analysis using Price as the dependent variable and KMs as the independent variable such that 90% confidence intervals on the coefficients are included.

"Brand" "Condition" "Fuel" "KMs" "Model" "Price" "City" "Transaction" "Year"
"Daihatsu" "New" "Petrol" 19000 "Move" 1125000 "Karachi" "Cash" 2014
"Mazda" "Used" "Petrol" 89999 "Azwagon" 799999 "Karachi" "Cash" 2007
"Toyota" "Used" "Petrol" 140000 "Prius" 1225000 "Karachi" "Cash" 2007
"Toyota" "Used" "Petrol" 95000 "Corrolla Altis" 995000 "Karachi" "Cash" 1995
"Toyota" "Used" "Petrol" 61000 "Passo" 1150000 "Karachi" "Cash" 2012
"Suzuki" "Used" "Petrol" 100000 "Alto" 380000 "Karachi" "Cash" 2001
"Toyota" "Used" "Petrol" 86000 "Passo" 1650000 "Karachi" "Cash" 2015
"Suzuki" "New" "Petrol" 130000 "Alto" 525000 "Karachi" "Cash" 2001
"Nissan" "Used" "Petrol" 100000 "Tiida" 875000 "Karachi" "Cash" 2007
"Honda" "Used" "Petrol" 182000 "Civic EXi" 720000 "Karachi" "Cash" 2004
"Daihatsu" "Used" "Petrol" 85000 "Other" 625000 "Karachi" "Cash" 2011
"Suzuki" "Used" "Hybrid" 78523 "Alto" 545000 "Karachi" "Cash" 2010
"Suzuki" "Used" "CNG" 105000 "Mehran VX" 255000 "Karachi" "Cash" 2000
"Suzuki" "Used" "CNG" 100000 "Khyber" 135000 "Karachi" "Cash" 1989
"Other Brands" "New" "CNG" 660 "Other" 250000 "Karachi" "Cash" 1993
"Nissan" "New" "Petrol" 97000 "Dayz" 985000 "Karachi" "Cash" 2015
"Suzuki" "Used" "Petrol" 35000 "Cultus VXR" 580000 "Karachi" "Cash" 2008
"Toyota" "Used" "CNG" 127000 "Corolla GLI" 1390000 "Karachi" "Cash" 2012
"Suzuki" "Used" "CNG" 20880 "Mehran VXR" 430000 "Karachi" "Cash" 2011
"Suzuki" "Used" "Petrol" 88000 "Every" 885000 "Karachi" "Cash" 2012
"Suzuki" "Used" "CNG" 60000 "Mehran VXR" 150000 "Karachi" "Cash" 1998
"Toyota" "Used" "Petrol" 118000 "Corolla XLI" 975000 "Karachi" "Cash" 2008
"Honda" "New" "Petrol" 80999 "Civic VTi" 350000 "Karachi" "Cash" 1995
"Daihatsu" "Used" "Petrol" 10000 "Mira" 1500000 "Karachi" "Cash" 2017
"Toyota" "New" "CNG" 80000 "Corolla XLI" 1250000 "Islamabad" "Cash" 2005
"Toyota" "Used" "Petrol" 120000 "Prado" 5500000 "Karachi" "Cash" 2007
"Daihatsu" "New" "Petrol" 68000 "Mira" 1100000 "Karachi" "Cash" 2014
"Suzuki" "Used" "CNG" 123456 "Cultus VXR" 470000 "Karachi" "Cash" 2003
"Suzuki" "Used" "Petrol" 95000 "Mehran VX" 325000 "Gujranwala" "Cash" 2003
"Toyota" "Used" "Petrol" 127000 "Corolla GLI" 1150000 "Karachi" "Cash" 2009
"Suzuki" "Used" "CNG" 50000 "Cultus VXR" 430000 "Karachi" "Cash" 2003
"Mitsubishi" "New" "Petrol" 100000 "Pajero Mini" 500000 "Karachi" "Cash" 1998
"Suzuki" "Used" "Petrol" 8884 "Swift" 795000 "Karachi" "Cash" 2011
"Daihatsu" "Used" "Petrol" 22500 "Mira" 1250000 "Karachi" "Cash" 2016
"Honda" "Used" "Petrol" 560800 "Civic EXi" 240000 "Karachi" "Cash" 1990
"Suzuki" "Used" "CNG" 114000 "Alto" 595000 "Karachi" "Cash" 2011
"Suzuki" "Used" "Petrol" 35000 "Wagon R" 1200000 "Karachi" "Cash" 2014
"Suzuki" "Used" "CNG" 111111 "Mehran VX" 200000 "Karachi" "Cash" 1996
"Toyota" "Used" "CNG" 123 "Estima" 650000 "Karachi" "Cash" 1993
"Suzuki" "Used" "CNG" 14500 "Alto" 420000 "Karachi" "Cash" 2008
"Suzuki" "Used" "CNG" 10000 "Alto" 435000 "Karachi" "Cash" 2004
"Suzuki" "New" "CNG" 5 "Mehran VX" 250000 "Karachi" "Cash" 2003
"Toyota" "New" "Petrol" 59000 "Prado" 6000000 "Karachi" "Cash" 2009
"Suzuki" "Used" "Petrol" 28000 "Swift" 1400000 "Karachi" "Cash" 2015
"Hyundai" "Used" "Petrol" 70000 "Santro" 515000 "Karachi" "Cash" 2007
"Suzuki" "New" "Petrol" 45000 "Mehran VXR" 480000 "Karachi" "Cash" 2012
"Suzuki" "Used" "CNG" 2500 "Margalla" 335000 "Karachi" "Cash" 1996
"Daihatsu" "Used" "Petrol" 113000 "Cuore" 555000 "Karachi" "Cash" 2005
"Toyota" "Used" "Petrol" 84000 "Other" 1300000 "Karachi" "Cash" 2005

READ DOCUMENT AND ASNWER THE FOLLOWING QUESTIONS

1.Explain what is meant by government policy. What change in government policy occurred in Korea in the 1960 – 1980 time period? What impact had the change in policy on the savings rate?

2. Looking back over corporate, private (personal) and public savings rate, describe the trend in South Korea. What is the driver of savings for the Koreans? Consider the corporate, private (personal) and public savings rate.

A number of East-Asian nations have experienced significant economic growth, and the rapid nature of this growth rate has allowed them to be classified as Newly Industrialised Countries (NICs). South Korea is a prime example, and major NIC, since the 1960s

BACKGROUND Since World War II, South Korea has achieved an incredible record of growth of per annum GDP growth of well over 9% and integration into the high-tech modern world economy. An extremely competitive education system and a highly skilled and motivated workforce are two key factors driving this knowledge economy. In recent years, Korea's economy moved away from the centrally planned, government-directed investment model toward a more marketoriented one. Economists are concerned that South Korea's economic growth potential has fallen because of a rapidly aging population and structural problems that are becoming increasingly apparent.

1950s After World War II, South Korean policymakers set upon stimulating economic growth by promoting indigenous industrial firms, following the example of many other post-World War II developing countries. The government selected firms in targeted industries and gave them privileges to buy foreign currencies and to borrow funds from banks at preferential rates. It also erected tariff barriers and imposed a prohibition on manufacturing imports, hoping that the protection would give domestic firms a chance to improve productivity through learning-by-doing and importing advanced technologies. However, unproductive profit-seeking activities such as bribing were common which caused efficiency to decrease and living standards to stagnate, providing a background to the collapse of the First Republic in April 1960. With living standards

1960s In the early 1960s, as a result of rapid industrialization the government adopted of an outward-looking strategy. This strategy was particularly well suited to that time because of South Korea's poor natural resource endowment, low savings rate, and tiny domestic market. In the 1960s, the Koreans saved about 10 percent of their gross national product. In 1965, the national saving ratio was 13.2%. The reason Koreans saved "so little" during a period of rapid capital accumulation between 1962 and 1976 may have been a consequence of government policy.

1970s - 1980s The increase in the national savings ratio was not always smooth. The ratio reached a 28 percent level as early as 1977 but then slipped to 22 percent during 1980-82 with the slowdown of economic growth, before rising sharply again. By 1986, Korea was experiencing real growth of 12.9% and had achieved a saving ratio of 33.1%. South Korea’s sustained growth boom resulted in a national saving rate that was among the highest in the world. The growth was attributable to increased use of productive inputs, physical capital in particular, than to productivity advances. The rapid capital accumulation was driven by an increasingly high savings rate due to a falling dependency ratio, a lagged outcome of rapidly falling mortality during the colonial period.
Saving rates sharply declined from 1989. The fall in Korea's saving rates for this period can be attributed to lowered income growth rates, rising inflation rates, and increased government budget deficits. The Asian financial crisis of 1997-98 exposed longstanding weaknesses in South Korea's development model including high public debt/equity ratios, massive foreign borrowing, and an undisciplined financial sector. The decline in gross savings rates fell from 36.6% in 1998 to 30.7% in 2008 due to a dramatic decrease in personal savings.

Personal savings collapsed from 18.5% of GDP in 1998, to about 5% between 2006 and 2008; the net personal savings rate was roughly 2.5% in 2008. Despite this trend in personal savings, gross savings have remained durable due to economic expansion and income growth. In the aftermath of the Asian financial crisis, increased risk and uncertainty have increased precautionary savings by firms. The demographic transition of the Korean population may have influenced the savings rate. The life-cycle hypothesis posits that individuals save during their working years and spend their savings after retirement. Korea's population is rapidly ageing, rising the old-age dependency
ratio - the number of dissavers is rising relative to the number of savers, thus reducing aggregate savings. The rising old-age dependency ratio has had a large impact on savings rates.

Aarong Dairy’s use of different organizational structural forms to pursue its strategic goals is described in this case. Emphasis is placed on Aarong’s business model and how its structural forms play a key role in the business model.

Although Aarong Dairy neither owns cows nor an actual farm, it has successfully organized thousands of micro-scale dairy farmers to serve as a reliable supplier base for its milk needs. The key lesson of this case is about the significance of boundary-less structures to pursue certain firm strategies.

Read the case below and answer the questions that follow.

Founded in 1998, Bangladesh’s Aarong Dairy is a social enterprise that has employed boundary-less structural forms to implement its strategies of meeting consumer dairy needs and providing a selling platform for micro-scale milk producers.

In Bangladesh, the micro-scale dairy farmers had historically struggled to receive fair prices for the milk they produced. These farmers had cows that produced low quantities of milk. No systematic approach to administering and managing cow-feed existed. Notwithstanding the involvement of plenty of locals in the milk trade, there had been no permanent market. Rahman (2015) narrates that “at times … there was hardly any demand or the demand was too erratic to be profitable for them. Low quantities of milk produced by their cows also meant that milk production was an expensive process. Poor breeding, limited veterinary services and shortages in cow feed were some of the other challenges faced by dairy farmers.”

Aarong Dairy was founded in 1998 with an aim to provide a permanent market place for the thousands of micro-scale dairy farmers. As a result, Aarong Dairy is a dairy farm that neither owns cows, nor engages in actual milk production. For a dairy farm that does not own any cows and does not directly engage in milk production, “Aarong Dairy collects 102,559 liters milk daily and serves 50,000 farmers, 64 percent being women” (Rahman, 2015).

From Aarong Dairy the micro-scale dairy farmers receives training in para-veterinary services, cattle feed administration, and artificial insemination for improved breeds of cows that produce more milk. To provide access to a permanent and reliable market, Aarong Dairy bought the milk that the farmers produced. This arrangement allowed the micro-scale dairy farmers to have guaranteed payments based on their individual level and quality of milk production. The advantage for Aarong Dairy is that thousands of micro-scale dairy farmers serve as its dedicated milk production units, yet Aarong Dairy does not have to be responsible for the operations and overhead of these micro-scale dairy farmers. The permeable structure allows Aarong Dairy to operate as if it were fully vertically integrated.

At times, Aarong Dairy has extended loans to micro-scale dairy farmers to expand their milk production scale. Those are akin to contractually agreed upon partnerships between two businesses. Here, Aarong’s financial support helps the micro-scale farmer to expand the production scale and become a more reliable milk supplier for Aarong Dairy. Each of these partnerships are governed by a different kind of permeable structure where formal contracts help the parties involved to bridge some of the typical barriers to help each other for the greater collective good.

Aarong Dairy adds value to the milk production process precisely in areas where micro-scale dairy farmers are unable to do so. Aarong Dairy plays essential roles in milk preservation, pasteurization, quality control, logistics, and marketing. The micro-scale dairy farmers are not capable of fulfilling this requirement, and thus Aarong Dairy serves as the permanent market place for these thousands of micro-scale dairy farmers. According to Rahman (2015), “Aarong Dairy thus removed the major headaches for the farmers such as where to store to the milk and how to transport the milk. Aarong Dairy has gone on to set up 101 chilling plants….”

1. According to the story, for a dairy farm that neither owns any cows nor directly engages in milk production, how much milk does Aarong Dairy collect every day?

Multiple Choice

• Between 100,000 and 105,000 liters

• Between 95,000 and 100,000 liters

• Between 105,000 and 110,000 liters

• Between 110,000 and 115,000 liters

2. To ensure smooth functioning of its supply chain, Aarong has most likely utilized which form of boundaryless structure to organize the 50,000 dairy farmers?

Multiple Choice

• Vertical Integration

• Virtual

• Modular

• Barrier-free

3. Aarong Dairy extends loans to micro-scale dairy farmers to expand their milk production scale. Aarong’s financial support helps the micro-scale farmer to expand the production scale and become a more reliable milk supplier for Aarong Dairy. What kind of permeable structure is most likely used to manage these partnerships?

Multiple Choice

• Vertical Integration

• Barrier-free

• Modular

• Virtual

4. Which of the following is NOT one of the ways that Aarong Dairy adds value?

Multiple Choice

• Logistics and marketing

• Milk preservation

• Milk production

• Milk pasteurization

Please study the article below and choose one specific corporation & business at your choice from the most unstable industries in the U.S. right now, in April 2020 due to corona virus impact and discuss in a word document the following topics (please do a brief research using external internet resources, website of the corporation, annual or quarterly company reports or your required book and OSM 311 power points):

-Company products & services

-The impact on sales or revenue or profit for this corporation of the corona virus effect on customers, supply chain, operation & employees, distribution, shelter in place government & state decision.

-What should you decide on inventory management (Anticipation inventory or Seasonal Inventory and safety inventory) as an operation manager for this company

-How can you reduce the inventory cost (slide 14) and Total cost minimization (slide 22-25).

-Losses & how to maximize the gross profit (review the break-even point)?

-Operations Strategies that your recommend for this business & corporation in this difficult situation of the economy (required book, page 581).

Airlines

With people around the world being asked to stay home and travel bans preventing people from entering and leaving certain countries becoming more common, the airline industry has been suffering major losses. Vertical Research Partners said that passenger revenues could decline to zero by the end of the first quarter and stay there for the whole year, Reuters reported.

Many major airlines have taken a hit. For example, Lufthansa has idled 700 of its 763 aircraft, and Qantas made plans to cut all international flights, which means 30,000 of its workers would need to take paid or unpaid leave.

The airline industry has been asking for government aid to get through the crisis, and on March 27, the U.S.’s coronavirus aid package passed, which would provide $58 billion to the American airline industry, Business Insider reported. The bill protects airline employee jobs through Sept. 30.

Many stakeholders see this as a win, including Delta Airlines and the Association of Flight Attendants.

“This is an unprecedented win for frontline aviation workers and a template all workers can build from,” Association of Flight Attendants president Sara Nelson said in a statement obtained by Business Insider. “The payroll grants we won in this bill will save hundreds of thousands of jobs and will keep working people connected to healthcare many will need during this pandemic.”

However, other experts think the bailout won’t be enough to save the industry, which relies on passengers to make revenue.

“We have an airline industry right now that is flying empty planes,” airline consultant Mike Boyd told CNN. “This isn’t going to save the industry unless we get back in [the] business of flying people.” And it’s unknown when that time might come.

“We’re talking about at least six to eight months down the road before flying starts to resume at anything approaching normal,” Boyd said. “And even then, we’re likely to see a significant reduction. One way or another, we’re going to have a smaller airline industry.”

Auto Manufacturing

Ford, General Motors, Fiat Chrysler, Honda, Toyota, Nissan and Hyundai have all shut down manufacturing plants amid concerns about the spread of the coronavirus, ABC News reported. The closing of  Ford, General Motors and Fiat Chrysler’s Detroit facilities will leave 150,000 workers without jobs, though they are likely to receive supplemental pay in addition to unemployment benefits.

However, the slowdown in demand for cars as a result of the coronavirus could have major ripple effects. According to one projection, for every seven-day period that consumers stop buying new vehicles, the U.S. economy would lose roughly 94,400 jobs and $7.3 billion in overall earnings, NBC News reported.

Construction

Although the construction industry is pushing to be seen as “essential” to keep their projects running, there could still be some major impacts to the industry. The shutdown of the production of construction materials in China could lead to material delays and more expensive materials stateside, Construction Dive reported. It could also lead to fewer projects, especially in the realm of hospitality, as clients and lenders pull back on funding and expansion in these times of uncertainty.

“My gut tells me we’re going to see higher prices and projects canceled, although I can’t point to the extent of it,” Joe Natarelli, national construction industry leader at accounting services firm Marcum, told Construction Dive.

Cruises

All the major cruise lines have ceased operations as countries continue to close their ports. Thousands of workers have lost their jobs — both those who work on the cruise ships and those who work at the ports — and the values of the three biggest U.S. cruise lines — Carnival, Royal Caribbean and Norwegian — have all plummeted, The Guardian reported.

“This will be a disastrous time for the industry,” Dr. Christopher Muller, a senior professor at Boston University’s School of Hospitality Administration, told The Guardian. “When you have 3,500 people booked on one of these mega cruises and the boat doesn’t go, it’s an enormous expense. Someone’s paying for that boat that’s sitting idle in the harbor and it’s very hard to recapture those ongoing fixed-cost losses.”

However, he believes the industry will be able to bounce back eventually.

“The logical thing is they will have to have very deep discounts, and those deep discounts will be especially present in the next cycle of cruise seasonality in September,” Muller said. “By August and September, the consuming public will be enticed to go back on cruises because the pricing is going to be outrageously good with enormous discounts.”

Film and TV Production

Major networks and film studios have put a halt on production as a result of the coronavirus outbreak. Netflix has stopped production on all shows in the U.S. and Canada, including “Stranger Things” season four; NBC Universal has suspended production on 35 or more shows; and Warner Bros., Disney +, Apple TV +, CBS, AMC and Viacom have all also paused production on their shows, Forbes reported.

The release dates of several major films have also been pushed, including “Wonder Woman 1984,” “In the Heights,” “Black Widow” and “A Quiet Place Part II,” while others have been released straight to streaming.

Over 100,000 entertainment industry workers have lost their jobs, while studios, networks and producers face major losses, the Los Angeles Times reported.

“There may be irrecoverable losses to the movie and entertainment industry,” Brian Kingman, who helps film and television companies find insurance policies, told the Los Angeles Times. “It’s going to take a long time to sort out.”

Gambling

As a result of the coronavirus, 92% of all of the casinos in America are now closed, including those in Las Vegas, the Las Vegas Review-Journal reported. In addition, the legal sports betting industry is also suffering as live sporting events have been canceled or postponed, Business Insider reported.

These closures not only affect the hospitality and gaming employees who are now out of work, but also the U.S. economy as a whole. If casinos remain closed for two months, it would rob the U.S. economy of $43.5 billion in economic activity, the Las Vegas Review-Journal reported.

Gyms

Many gyms and fitness studios have temporarily closed as a result of the coronavirus. But the pandemic hasn’t been bad for all sectors of the fitness industry — it’s actually been good news for Peloton, which has seen an increase in share prices, CNBC reported. But as people invest more in their at-home gyms while traditional gyms and fitness studios are closed, they might be reluctant to go back once they are open, feeling that they need to justify the thousands they just spent on new equipment.

the external auditors and tax auditors today would ask for the cost accounting records when conducting their audit.

a. why is it necessary for the external auditors to study the cost accounting records when certifying the reporting of inventory?

b. why do tax auditors take an interest in perusing cost accounting records that deal with the costing certain products?

c. how does the perusal of cost accounting records help justify the accuracy of the reporting of revenue in the net income statement?

Classic Manufacturers invests $200,000 in a piece of equipment. The company’s management has estimated that the equipment will generate revenue of $50,000 in Year 1, $60,000 in Year 2, and $80,000 in Year 3 to Year 5. At the end of Year 5 the equipment will have zero salvage value. Given that the company depreciates the equipment on a straight-line basis and that there are no other revenues and expenses, the average accounting rate of return is closest to:

1 - A firm sells mid-range snowboards and estimates its demand curve to be Q = 15,700 – 17(P). Variable costs are $265.

At what price does marginal revenue equal 0? Round your answer to the nearest dollar.

2 - A firm sells mid-range snowboards and estimates its demand curve to be Q = 12,700 – 32(P). Variable costs are $240. At what price does the firm's total contribution margin equal zero?