The Campbell Company is considering adding a robotic paint sprayer to its production line. The sprayer's base price is $870,000, and it would cost another $20,000 to install it. The machine falls into the MACRS 3-year class (the applicable MACRS depreciation rates are 33.33%, 44.45%, 14.81%, and 7.41%), and it would be sold after 3 years for $566,000. The machine would require an increase in net working capital (inventory) of $18,500. The sprayer would not change revenues, but it is expected to save the firm $392,000 per year in before-tax operating costs, mainly labor. Campbell's marginal tax rate is 30%. Cash outflows, if any, should be indicated by a minus sign. Do not round intermediate calculations. Round your answers to the nearest dollar.

1. What is the Year-0 net cash flow?

   $   

2. What are the net operating cash flows in Years 1, 2, and 3?

   Year 1:	$
   Year 2:	$
   Year 3:	$

3. What is the additional Year 3 cash flow (i.e, the after-tax salvage and the return of working capital)?

   $   

4. If the project's cost of capital is 10 %, what is the NPV of the project?

   $   

   Should the machine be purchased?

JAVA PROGRAM

Create a Binary Search Tree with the following elements in the order mentioned below:

5, 85, 89, 3, 2, 8, 65, 92

Print the Pre-order of this tree

Print the height and the balance factor of the nodes in the order they were inserted (5, 85, 89, 3, 2, 8, 65, 92) in the form of a table with three columns and 9 rows. Use column headers “Node”, “Height”, and “Balance Factor” for the three columns respectively. Use the following table as reference for your output. Don't worry about printing the table borders. Note: You are not balancing the tree. You are just computing the heights and balance factors of a BST.

Node Height Balance Factor

2          0

65    0

92    0

8          1

89        1

85         2

3           1

5           3

1. ABC is going to build a new manufacturing plant to serve five market regions. ABC has four supply sources. The coordinates of location, the demand of each market region, maximum units from each supply source and the shipping cost from each supply source or to each market region are shown below.

• a) Where should ABC locate its plant? (Hint: Use Gravity Model and Excel Solver).

• b) Identify some of the influencing factors that affect ABC’s network design decision.

Explain line-by-line what the following snippet code from a .htaccess (WordPress) file means:

RewriteEngine On
RewriteBase /
RewriteRule ^wp-admin/includes/ - [F,L]
RewriteRule !^wp-includes/ - [S=3]
RewriteRule ^wp-includes/[^/]+\.php$ - [F,L]
RewriteRule ^wp-includes/js/tinymce/langs/.+\.php - [F,L]
RewriteRule ^wp-includes/theme-compat/ - [F,L]

The consumer journey has changed and has become more complicated. Do you agree or disagree? Use your ‘recent purchase’ or ‘intent to purchase’ to define the new consumer journey and how you believe it has changed. What has changed? What makes it more complicated to understand from a marketer’s perspective? Highlight at least 3 ways in which the consumer journey has changed and how the marketer has to adapt to this new reality.

Create a 300–400 word report outlining the following:

• What are the two types of file exists on all computers?
• List the best practices for File Management.

Embedded computer systems:

Configure and code clock for Pic24e referring to the example C code given below.

a) Write code on how to configure bits that uses its fast RC oscillator with PLL to run at 40MHz. Assume the RC's frequency is 7.5MHz.

b) Write code on how to configure bits that uses its primary crystal (XT) with PLL to run at 40MHz. Assume the external clock is a crystal oscillator of 8MHz.

====== Given C Code =======

#include "ConfigurationBits.h"

void initializeSystem() {

// Configure the device PLL to obtain 60 MIPS operation. The crystal

// frequency is 8MHz. Divide 8MHz by 2, multiply by 60 and divide by

// 2. This results in Fosc of 120MHz. The CPU clock frequency is

// Fcy = Fosc/2 = 60MHz.

PLLFBD = 58; /* M = 60 */

CLKDIVbits.PLLPRE = 0; /* N1 = 2 */

CLKDIVbits.PLLPOST = 0; /* N2 = 2 */

/* Initiate Clock Switch to Primary

* Oscillator with PLL (NOSC= 0x3)*/

__builtin_write_OSCCONH(0x03);

__builtin_write_OSCCONL(0x01);

while (OSCCONbits.COSC != 0x3);

// Wait for PLL to lock

while (OSCCONbits.LOCK != 1);

}

Crank Ltd Crank has been in business since the 1920’s and have three locations in the UK. Their Head Office and main manufacturing site is in Leicester. This site makes complex tubular assemblies for defence organisations, oil and gas and transportation. There is a site at Southampton making tubular shafts for golf clubs, and a site in Glasgow manufacturing aerospace Duct assemblies up to 8″ diameter. The procurement organisation is currently decentralised. At Leicester, there is a Purchasing Manager, whereas at Southampton and Glasgow, each site has a Chief Buyer in charge of small procurement teams. There is a new Chief Executive of Crank who fervently believes that he needs a new approach for the Group in the way procurement is structured. Over the past month, he has, quietly, been obtaining some salient facts.

The more important ones are

• Each site operates as a ‘Profit Centre’ and the Site Director has to deliver a targeted Return on Capital Employed;

• There are no Group purchase contracts;

• Five major purchases account for 61% of total Group expenditure – they are all raw material including different specifications of tubing;

• There are more than 40 suppliers for the five major purchases; • No formal tendering has taken place, on any site, for more than two years;

• Capital equipment is purchased by the Group Chief Engineer;

• The company has embraced modern logistics practices including JIT and OTIF (On Time In Full);

• There is no savings plan for purchasing;

• The purchasing teams do not liaise.

The Chief Executive intends to consider an alternative purchasing structure that can deliver benefits for the Group and each operational site. On the basis of your knowledge and the salient facts above what advice could you give him?

Tasks

(c) What alternative structures could be considered?

(d) What are the potential obstacles to change?

(e) What business benefits could accrue from a changed purchasing structure?

I need to write an accounting-internship report for my accounting class which will answer these questions:

i. What you achieved during the internship

ii. What you did well

iii. What you could have done better

iv. Any conflicts that arose during the internship; how you dealt with them

v. How you will apply what you learned to your desired career

vi. Your next career steps

One of the costs of unexpected inflation is an arbitrary redistribution of purchasing power. Find the loser and winner of the following transactions. In other words, describe how the purchasing power is redistributed with these transactions. b. Jennifer took out a fixed-interest-rate loan from Bank H when the CPI was 100. She expected the CPI to increase to 103 but it actually increased to 105. c. Nick bought some shares of stock and, over the next year, the price per share decreased by 7 percent and the price level decreased by 9 percent. c. Nick bought some shares of stock and, over the next year, the price per share decreased by 7 percent and the price level decreased by 9 percent. d. Jackie saves $100 and receives $106 the next year. During the same year, the price of the basket of goods that she purchases increases from $100 to $104.e. Fifteen years ago T’s parents purchased some land with the idea of selling it later to help pay your college expenses. They purchased the land for $100,000. They sold if for $180,000. During the time they held it the price level rose from 80 to 120.f. One year ago Sam purchased bonds for $100,000. He just sold them for $120,000. During the year the price level rose by 5%.g. Mitch makes payments on a car loan. If the price level a year ago was 120 and people expected it to rise to 125 but it actually rose to 128.

Identify three themes in the Case in Point about "Working with jerks" from chapter 9 in the textbook Organizational Communication - Approaches and Processes by Katherine Miller and identify 3 recommendations of how the themes discovered in the case could be used to improve communication in other organizations. Explain why your recommendations will work.

What role did women play in the early-twentieth-century fight for social justice?

Do you think the stock market is rational? Why or why not? Requirement: 150 words or more

Crank Ltd Crank has been in business since the 1920’s and have three locations in the UK. Their Head Office and main manufacturing site is in Leicester. This site makes complex tubular assemblies for defence organisations, oil and gas and transportation. There is a site at Southampton making tubular shafts for golf clubs, and a site in Glasgow manufacturing aerospace Duct assemblies up to 8″ diameter. The procurement organisation is currently decentralised. At Leicester, there is a Purchasing Manager, whereas at Southampton and Glasgow, each site has a Chief Buyer in charge of small procurement teams. There is a new Chief Executive of Crank who fervently believes that he needs a new approach for the Group in the way procurement is structured. Over the past month, he has, quietly, been obtaining some salient facts.

The more important ones are

• Each site operates as a ‘Profit Centre’ and the Site Director has to deliver a targeted Return on Capital Employed;

• There are no Group purchase contracts;

• Five major purchases account for 61% of total Group expenditure – they are all raw material including different specifications of tubing;

• There are more than 40 suppliers for the five major purchases; • No formal tendering has taken place, on any site, for more than two years;

• Capital equipment is purchased by the Group Chief Engineer;

• The company has embraced modern logistics practices including JIT and OTIF (On Time In Full);

• There is no savings plan for purchasing;

• The purchasing teams do not liaise.

The Chief Executive intends to consider an alternative purchasing structure that can deliver benefits for the Group and each operational site. On the basis of your knowledge and the salient facts above what advice could you give him?

Tasks

(c) What alternative structures could be considered?

(d) What are the potential obstacles to change?

(e) What business benefits could accrue from a changed purchasing structure?

4. What is ZooKeeper? Who developed it? Describe its main functions.