Answer the following questions

A)- How could you use a system of location similar to north/south and east/west to describe location on a patient's body? Why is this important?

B)- Why is it important to be able to break down medical terms into component parts? Why not just memorize each term?

C)- Does the body use all of the food we eat?

D)- What is the function and basic structure of the nervous system?

E)- After a patient’s blood pressure is measured with a sphygmomanometer, it is reported in the form of a fraction (e.g., 120/80 mm Hg). What do these numbers represent?

1. Mr Michael Maguire lives in Wombat, in the central west of New South Wales. Michael owns a 3000 acre farm in Young, and the main crop he grows is cherries. He has decided he needs to acquire a better and more efficient spraying machine.
2. Some specialist spraying machines are available in Toronto, Canada at the firm Maple Partners Agricultural Supplies at the retail outlets of the pastoral company. Last month Michael flew to Toronto on Air Canada Flight AC31 for $2520 return. Michael stayed overnight in Toronto as a guest of Maple Partners Agricultural Supplies and so did not incur any accommodation expenses. In Toronto, Michael saw three different spraying machines, but he was unsure which one he should buy. They are all new and all manufactured in either Canada or United States.
3. One week ago Michael decided that the decision was a lot more complex than he could have imagined and decided to ask a consultant, Mrs Lynette Lowry, to advise on which of the three machines he should purchase. Lynette is an agricultural consultant, with an honours degree in Agricultural Economics although she did fail her second year accounting course. Michael has just received Mrs Lowry's report, which recommends the purchase of the Presetter 3000 Spraying Machine, which in Australian dollars will cost $400,000. Mrs Lowry charged $4,000 for his report, an expense which Michael can claim on tax. The Presetter 3000 machine is manufactured in Quebec, Canada.
4. Michael's next step is to determine if the purchase of the Presetter 3000 machine is financially viable, or whether he should stay with his existing machine, a Dutch machine.
5. If Michael buys the Presetter 3000 machine, he will fund it with $140,000 cash he has on hand plus a loan of $260,000 from Westpac. The loan will be at a fixed rate of 8% p.a. over 5 years, with interest only payable at the end of each year. The principal of $260,000 is repayable at the end of the fifth year.
6. Michael estimates that he would keep the Presetter 3000 machine for five years, after which time he should be able to sell it locally for $50,000. He therefore plans to depreciate it straight line to zero over five years, even though the Australian Tax Office has ruled that similar harvesters from Canada have an economic life of eight years.
7. The old machine was purchased five years ago and at that time was expected to have an economic life of nine years. It cost $180,000 and Michael has been depreciating it using straight-line depreciation over nine years. The Dutch machine is being depreciated to zero. If Michael buys the Presetter 3000 machine, he is confident of being able to sell his Dutch machine online on Gumtree. The sale on Gumtree would occur as soon as Michael receives the new Presetter 3000 machine (i.e. Period 0). Michael expects he will receive $70,000 if he sells the old machine. Michael believes the remaining economic life of the old machine is 4 years.
8. The Presetter 3000 machine is state-of-the-art, and much more efficient than the Dutch machine. The Dutch machine costs $160,000 per annum to operate, whereas the Presetter 3000 machine will only cost about $125,000 per annum to operate.
9. Due to the different manner in which the Presetter 3000 machine sprays, it will be necessary to purchase an additional $50,000 of inventory in year 0. Michael will be able to recover this cost when he disposes of the Presetter machine in five years' time.
10. One of the problems in Young is flying foxes, who love eating young cherries. For the last few years Michael has employed Mr Kelvin King, a professional flying fox trapper, to trap and remove flying foxes on a part-time basis. His annual salary is $14,000, which will stay the same if this new cherry spraying machine is purchased. Michael believes that this amount should be tax deductible.
11. Michael has thought very carefully about all the implications of buying the new machine. He is confident that if he does continue to use the Dutch machine (rather than buying the new Presetter 3000 one), then the Dutch machine will continue to work well, and in fact he could probably get about $20,000 when he disposes of it in the future. Michael is not sure how to handle this figure in his calculations
12. The appropriate required rate of return for these agricultural projects is 13% in nominal terms. The corporate tax rate is 15%. Assume tax is paid in the year of income. Inflation is projected to be 3.1% per annum for the foreseeable future. The cash flows given above are all in real terms.
13. The new machine will generate yearly revenue of $3m while the old machine was only able to generate annual revenue of $2m

The appropriate discount rate to use in deciding whether Michael should buy the new Presetter 3000 machine is?

The Cash Flow in period 0 is?

The Free Cash Flow in year 5 is?

The port of South Louisiana, located along 54 miles of the Mississippi River between New Orleans and Baton Rouge, is the largest bulk cargo port in the world. The U.S. Army Corps of Engineers reports that the port handles a mean of 4.5 million tons of cargo per week.† Assume that the number of tons of cargo handled per week is normally distributed with a standard deviation of 0.89 million tons.

(a)

What is the probability that the port handles less than 5 million tons of cargo per week? (Round your answer to four decimal places.)

(b)

What is the probability that the port handles 3 or more million tons of cargo per week? (Round your answer to four decimal places.)

(c)

What is the probability that the port handles between 3 million and 4 million tons of cargo per week? (Round your answer to four decimal places.)

(d)

Assume that 87% of the time the port can handle the weekly cargo volume without extending operating hours. What is the number of tons of cargo per week that will require the port to extend its operating hours? (Round your answer to one decimal places.)

Question 3

Samsung is the manufacturer of flat panel TV sets in South Korea. The company is

evaluating two different operating structures which are described below. Samsung has annual

interest expense   of $250,000   with 1,000,000   common   shares   outstanding.   The   firm’s

marginal tax rate is 40%.

.

Answer the following questions:

1. For each operating structure, calculate:

3. If Samsung projects sales to be 20,000 units, which operating structure

is recommended?                                                                                                                             

CASE STUDY - LG Electronics

From its origins as the progenitor of South Korea’s electronics industry and then its first global exporter, LG Electronics has evolved to a respected global brand with manufacturing facilities in China, India, Mexico, Brazil, Poland, and Russia and a presence in 49 countries. Headquartered in Seoul, South Korea, the company has 84,000 employees in 112 locations around the world, including 81 subsidiaries. Perhaps best known today for its quality mobile phones, LG Electronics is also one of the world’s top manufacturers of flat-screen televisions, air conditioners, washing machines, and refrigerators. Led primarily by exploding demand for flat-screen televisions and mobile phones in the past 15 years, LG Electronics’ European operations grew exponentially. By 2015, its logistics network was inadequate and severely overtaxed. Most of its transportation needs were outsourced to third-party logistics (3PL) providers. Internal knowledge and expertise were nonexistent. LG Electronics Europe wanted to change this equation. By creating a collaborative effort with its partners, LG believed that it could better control coordination of its transportation networks and realize aggregate cost savings. Management was clamoring for increased logistics visibility so that it could preempt bottlenecks rather than fashioning reflexive, and often imprudent, remedies. Dependent on their 3PL providers, managers had little to no control over transportation planning. Fixed routing in outsourced systems hamstrung management’s ability to optimize carriers, loads, and overall capacity. In order to control performance and costs, LG Electronics Europe knew it had to take control of its logistics system and adopt robust performance evaluation tools so that it could continually adapt and revise transportation decisions. LG Electronics already had a relationship with JDA Software, a leading vendor of supply chain management systems, employing many of its products in localities across the globe. Impressed with JDA’s global presence and armed with positive reports about its partnerships with other divisions, LG Electronics Europe chose JDA Software’s Intelligent Fulfillment solutions— Transportation Modeler, Transportation Manager, and Transportation Planner. The ease of use and exceptional data-sharing capabilities of this unified supply chain planning, optimization, and business analytics platform immediately drew favorable reviews.Once all managers could log in to a single source where all logistics data were shared, they could collaborate to find the most efficient and cost-effective transportation options. Transportation strategies could now be flexible and easily adapted to respond to fluctuations in product demand, shipping rates, fuel costs, and other factors. LG used JDA Transportation Modeler to model an ideal logistics system that consolidated orders, established transportation hubs, and selected carriers in a flexible manner based on costs and service levels. With Transportation Modeler, LG Electronics Europe can assess the abilities of alternative transportation hubs and associated carriers to optimize order consolidation. What-if scenarios examine various requirements and objectives to design possible networks and outline the best way to run them. Once a logistics system model has been settled upon, it is run through Transportation Manager to generate a new network. Transportation orders can then be dynamically managed. What’s more, cross-company workflows now connect LG Electronics Europe to its supplier network. Rather than ceding control to its 3PL providers, LG works in partnership with them. Freight audits reveal comprehensive statistical insight into logistics spending. Truck-loading efficiency ratios are used to optimize the vehicle-miles needed to transport like tonnages of freight. Consolidation ratios show how to combine two or more shipments to yield maximum cost savings. Transportation Planner then weighs product availability, customer delivery commitments, and facility, inventory, and transportation network constraints to create benchmarks. By focusing managerial attention only on activities that fall outside of these accepted norms, labor productivity is maximized. This built-in exception-based management functionality minimizes the need for human intervention and review. Three-dimensional load building automatically uses order line data to optimally configure pallets, taking into account weights, dimensions, stacking protocols, and other factors. A web-enabled interface displays this customizable 3-D view, and a Gantt bar chart illustrates the project schedule for dock and vehicle utilization. All transportation plans are archived so that they can be used in historical analysis and future what-if scenario construction, and previous asset allocations and carrier assignments are considered as new transportation plans are created. Multiple users can access and edit any active plan. As LG Electronics Europe’s users became comfortable with the system, they progressed beyond basic tasks such as loading trucks and scheduling deliveries to more complex issues including managing tariffs and checking for invoice duplication. Workload efficiency was bolstered by the ability to access realtime information, the exception-based management tools, and the ability to tailor logistics to local environments. Managers quickly gained confidence in their logistics decision making. Investing in JDA Services—Consulting, Education, Performance Engineering, and Support Services— provided valuable support with system implementation. Although change was introduced systematically with a comprehensive training regimen, LG Electronics Europe’s transportation manager, Menno Cleton, was thankful to have JDA consultants during the final three steps of the seven-step JDA Enterprise Methodology (JEM): Deploy, Transition, and Evolve. These experts walked users through equipment use, interface details, tool usage minutiae, and other miscellaneous issues. In addition, LG participated in a JDA Special Interest Group (SIG), which organized and supervised group meetings with other JDA customers to share experiences and offer peer-to-peer support. A true supply chain transportation knowledge base and increased visibility into LG’s transportation 3. How did implementing JDA Software solutions change the way LG ran its business? 4. How did LG’s new logistics and transportation management system improve management decision making? Describe two decisions that the new system solution improved. 5. Build the Organization, Management and Technology diagram, fill it in correctly and report it in details in written form. network quickly produced significant cost savings, yielding a generous profit. Dedicated performance analysis using the built-in business intelligence (BI) tools resulted in improvements in all transportation metrics. Managers can now see a load plan’s optimized cost compared with its implemented cost or how shipment costs are calculated from loads along with 60 other key metrics by selecting a report or dashboard directly within their current transportation workflow. Improved service (in-stock) levels, faster order cycle times, reduced time to implementation, and improvements in the freight audit process have all been achieved. LG Electronics Europe can now also assess the performance of its carriers and allocate loads accordingly. Improved service levels have yielded increased customer satisfaction. Consolidation ratios in all implementations saw a 10 percent improvement, and optimized load configurations improved truck-loading efficiency ratios. In partnership with its 3PL providers, LG Electronics Europe is poised for continuing improvement in its service levels and adoption of additional JDA solutions.

Question

1)Identify the supply chain management problems LG Electronics faced. What was the business impact of its inability to manage its supply chain well?

Wholesale and Retail of Food in South Africa 2020: Impact of COVID-19 on Consumer Shopping Patterns Competition has increased dramatically as the grocery market has matured. The lines between traditional retail and wholesale channels is blurred, and the larger players have substantial procurement, central warehousing and distribution divisions. The traditional wholesale and fresh produce markets are being eclipsed by the retail trade as larger farmers supply directly to supermarkets, and smaller and informal traders make more use of the leading grocery companies for their supply. Supermarkets have expanded into less central areas, local convenience stores and garage forecourt retailing. The coronavirus outbreak has had a significant effect on consumer shopping patterns, and analysts expect the rising demand for food and essential grocery products to provide a short-term boost to supermarket sales and revenues. While panic buying has subsided, overall demand for food remains elevated. There has also been a massive increase in demand for online shopping services.

1.Based on the information in the case study, identify any five factors affecting the demand in South Africa’s food sector

2.Suppose individual X opened a supermarket just before lockdown commenced and does not offer online shopping. With the aid of a graph, illustrate and explain the effect on the change in demand for groceries on equilibrium price and quantity of groceries post-lockdown, ceteris paribus.

3.Identify and explain the market structure to which the grocery market explained in the case study belongs.

Wholesale and Retail of Food in South Africa 2020: Impact of COVID-19 on Consumer Shopping Patterns Competition has increased dramatically as the grocery market has matured. The lines between traditional retail and wholesale channels is blurred, and the larger players have substantial procurement, central warehousing and distribution divisions. The traditional wholesale and fresh produce markets are being eclipsed by the retail trade as larger farmers supply directly to supermarkets, and smaller and informal traders make more use of the leading grocery companies for their supply. Supermarkets have expanded into less central areas, local convenience stores and garage forecourt retailing. The coronavirus outbreak has had a significant effect on consumer shopping patterns, and analysts expect the rising demand for food and essential grocery products to provide a short-term boost to supermarket sales and revenues. While panic buying has subsided, overall demand for food remains elevated. There has also been a massive increase in demand for online shopping services.

1.Based on the information in the case study, identify any five factors affecting the demand in South Africa’s food sector

2.Suppose individual X opened a supermarket just before lockdown commenced and does not offer online shopping. With the aid of a graph, illustrate and explain the effect on the change in demand for groceries on equilibrium price and quantity of groceries post-lockdown, ceteris paribus.

3.Identify and explain the market structure to which the grocery market explained in the case study belongs.

Stephen owns an importing wholesaler selling tilapia fish fillets that are imported from Uganda to South Africa. Recently Stephen has seen demand for the imported fillets soar as the local market demand for the fish has grown considerably. He has, however, been experiencing what he feels are frequent stock-outs and is considering keeping safety stock to avoid this in future. So far Stephen has used his experiences to create a probability distribution of demand in an average lead time: Demand in lead time Probability 500 0,10 1000 0,40 1100 0,30 1200 0,20 Sum 1,00 One fillet (one unit) sells for R20, while it costs R10. Stephen has estimated his carrying cost per unit at R2, while his order costs per order is R1000. His business usually sells 25 000 fillets per year. Required for question 10: Using the above information, determine the EOQ for Stephens’s business. Using the above information, determine how much safety stock Stephen should hold for his business. [Note the mark allocation for this question is 3 marks]

A. 0 units

B. 80 units

C. 180 units

D. 260 units

The port of South Louisiana, located along 54 miles of the Mississippi River between New Orleans and Baton Rouge, is the largest bulk cargo port in the world. The U.S. Army Corps of Engineers reports that the port handles a mean of 4.5 million tons of cargo per week (USA Today, September 25, 2012). Assume that the number of tons of cargo handled per week is normally distributed with a standard deviation of .82 million tons.

a. What is the probability that the port handles less than 5 million tons of cargo per week (to 4 decimals)?

b. What is the probability that the port handles 3 or more million tons of cargo per week (to 4 decimals)?

c. What is the probability that the port handles between 3 million and 4 million tons of cargo per week (to 4 decimals)?

d. Assume that 85% of the time the port can handle the weekly cargo volume without extending operating hours. What is the number of tons of cargo per week that will require the port to extend its operating hours (to 2 decimals)?

Many regions in North and South Carolina and Georgia have experienced rapid population growth over the last 10 years. It is expected that the growth will continue over the next 10 years. This has motivated many of the large grocery store chains to build new stores in the region. The Kelley’s Super Grocery Stores Inc. chain is no exception. The director of planning for Kelley’s Super Grocery Stores wants to study adding more stores in this region. He believes there are two main factors that indicate the amount families spend on groceries. The first is their income and the other is the number of people in the family. The director gathered the following sample information.

1. Develop a correlation matrix. (Round your answers to 3 decimal places. Negative amounts should be indicated by a minus sign.)

2. Determine the regression equation. (Round your answer to 3 decimal places.)

The regression equation is: Food = ____ + _____ income + _____ size

3. How much does an additional family member add to the amount spent on food? (Round your answer to the nearest dollar amount.)

Another member of the family adds _________ to the food bill.

4. What is the value of R²?

5. Complete the ANOVA (Leave no cells blank - be certain to enter "0" wherever required. Round SS, MS to 4 decimal places and F to 2 decimal places.)

6. State the decision rule for 0.05 significance level. H₀: = β₁ = β₂ = 0; H₁: Not all β_i's = 0.

7. Complete the table given below. (Leave no cells blank - be certain to enter "0" wherever required. Round Coefficient, SE Coefficient, P to 4 decimal places and T to 2 decimal places.)