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11ch21.ppt
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Capital Budgeting
and Cost Analysis
Chapter 21
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Learning Objective 1
Recognize the multiyear focus
of capital budgeting.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Two Dimensions of Cost Analysis
1. A project dimension
2. An accounting-period dimension
The accounting system that corresponds to the
project dimension is termed life-cycle costing.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
2002 2003 2004 2005 2006
Project A
Project B
Project C
Project D
Two Dimensions of Cost Analysis
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Learning Objective 2
Understand the six stages of
capital budgeting for a project.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Capital Budgeting
Capital budgeting is the making of long-run
planning decisions for investments in
projects and programs.
It is a decision-making and control tool that
focuses primarily on projects or programs
that span multiple years.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Capital Budgeting
Capital budgeting is a six-stage process:
1. Identification stage 2. Search stage
3. Information-acquisition stage
4. Selection stage 5. Financing stage
6. Implementation and control stage
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Capital Budgeting Example
One of the goals of Assisted Living is to improve
the diagnostic capabilities of its facility.
Management identifies a need to consider the
purchase of new equipment.
The search stage yields several alternative
models, but management focuses on
one particular machine.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Capital Budgeting Example
The administration acquires information.
Initial investment is $245,000.
Investment in working capital is $5,000.
Useful life is three years.
Estimated residual value is zero.
Net cash savings is $125,000,
$130,000, and $110,000 over its life.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Capital Budgeting Example
Working capital is expected to be recovered at
the end of year 3 with an expected return of 10%.
In the selection stage, management must decide
whether to purchase the new machine.
Operating cash flows are assumed to occur
at the end of the year.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Learning Objective 3
Use and evaluate the two main
discounted cash-flow (DCF)
methods: the net present value
(NPV) method and the internal
rate-of-return (IRR) method.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Time Value of Money
Compound Growth,
5 periods at 6%
Year 0: $1.00
Year 1: $1.06
Year 2: $1.124
Year 3: $1.91
Year 4: $1.262
Year 5: $1.338
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Discounted Cash Flow
There are two main DCF methods:
Net present value (NPV) method
Internal rate-of-return (IRR) method
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Net Present Value Example
Only projects with a zero or positive
net present value are acceptable.
What is the the net present value of
the diagnostic machine?
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Net Present Value Example
Year in the Life of the Project
$(250,000) $125,000 $130,000 $115,000
0 1 2 3
Net initial
investment
Annual cash
inflows
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Net Present Value Example
Net Cash NPV of Net
Year 10% Col. Inflows Cash Inflows
1 0.909 $125,000 $113,625
2 0.826 130,000 107,380
3 0.751 115,000 86,365
Total PV of net cash inflows $307,370
Net initial investment 250,000
Net present value of project $ 57,370
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Net Present Value Example
The company is considering another investment.
Initial investment is $245,000.
Investment in working capital is $5,000.
Working capital will be recovered.
Useful life is three years.
Estimated residual value is $4,000.
Net cash savings is $80,000 per year.
Expected return is 10%.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Net Present Value Example
Net Cash NPV of Net
Years 10% Col. Inflows Cash Inflows
1-3 2.487 $80,000 $198,960
3 0.751 9,000 6,759
Total PV of net cash inflows $205,719
Net initial investment 250,000
Net present value of project ($ 44,281)
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Internal Rate of Return
Investment
= Expected annual net cash inflow
× PV annuity factor
Investment
÷ Expected annual net cash inflow
= PV annuity factor
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Internal Rate of Return Example
Initial investment is $303,280.
Useful life is five years.
Net cash inflows is $80,000 per year.
What is the IRR of this project?
$303,280 ÷ $80,000 = 3.791 (PV annuity factor)
10% (from the table, five-period line)
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Comparison of NPV and IRR
The NPV method has the advantage that the end
result of the computations is expressed in
dollars and not in a percentage.
Individual projects can be added.
It can be used in situations where the required
rate of return varies over the life of the project.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Comparison of NPV and IRR
The IRR of individual projects cannot be
added or averaged to derive the IRR
of a combination of projects.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Learning Objective 4
Use and evaluate the
payback method.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Payback Method
Payback measures the time it will take to
recoup, in the form of expected future cash
flows, the initial investment in a project.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Payback Method Example
Assisted Living is considering buying Machine 1.
Initial investment is $210,000.
Useful life is eleven years.
Estimated residual value is zero.
Net cash inflows is $35,000 per year.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Payback Method Example
How long would it take to recover the investment?
$210,000 ÷ $35,000 = 6 years
Six years is the payback period.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Payback Method Example
Suppose that as an alternative to the $210,000
piece of equipment, there is another one
(Machine 2) that also costs $210,000 but will
save $42,000 per year during its five-year life.
What is the payback period?
$210,000 ÷ $42,000 = 5 years
Which piece of equipment is preferable?
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Payback Method Example
Assisted Living is considering buying Machine 3.
Initial investment is $250,000.
Useful life is eleven years.
Cash savings are $160,000, $180,000,
and $110,000 over its life.
What is the payback period?
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Payback Method Example
Year 1 brings in $160,000.
Recovery of the amount
invested occurs in Year 2.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Payback Method Example
Payback = 1 year
$ 90,000 needed to complete recovery
180,000 net cash inflow in Year 2
1 year + 0.5 year
1.5 years or 1 year and 6 months
+
÷
=
=
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Learning Objective 5
Use and evaluate the accrual
accounting rate-of-return
(AARR) method.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Accrual Accounting
Rate-of-Return Method
The accrual accounting rate-of-return (AARR)
method divides an accounting measure of
income by an accounting measure of investment.
AARR =
Increase in expected
average annual
operating income
÷
Initial
required
investment
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Accrual Accounting
Rate-of-Return Method Example
Initial investment is $303,280.
Useful life is five years.
Net cash inflows is $80,000 per year.
IRR is 10%.
What is the average operating income?
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Accrual Accounting
Rate-of-Return Method Example
Straight-line depreciation is $60,656 per year.
Average operating income is
$80,000 – $60,656 = $19,344.
What is the AARR?
AARR
= ($80,000 – $60,656) ÷ $303,280
= .638, or 6.4%
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Learning Objective 6
Identify and reduce conflicts
from using DCF for capital
budgeting decisions and
accrual accounting for
performance evaluation.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Performance Evaluation
A manager who uses DCF methods to make capital
budgeting decisions can face goal congruence
problems if AARR is used for
performance evaluation.
Suppose top management uses the AARR to
judge performance if the minimum desired
rate of return is 10%.
A machine with an AARR of 6.4% will be rejected.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Performance Evaluation
The conflict between using AARR and
DCF methods to evaluate performance
can be reduced by evaluating managers
on a project-by-project basis.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Learning Objective 7
Identify relevant cash
inflows and outflows for
capital budgeting decisions.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Relevant Cash Flows
Relevant cash flows are expected future cash
flows that differ among the alternatives.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Relevant Cash Flows
Net initial investment components
– cash outflow to purchase investment
– working-capital cash outflow
– cash inflow from disposal of old asset
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Relevant Cash Flow
Analysis Example
Old equipment:
Current book value $50,000
Current disposal price $ 3,000
Terminal disposal price (5 years) 0
Annual depreciation $10,000
Working capital $ 5,000
Income tax rate 40%
G. T. is considering replacing old equipment.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Relevant Cash Flow
Analysis Example
Current disposal price of old equipment $ 3,000
Deduct current book value of old equipment 50,000
Loss on disposal of equipment $47,000
How much are the tax savings?
$47,000 × 0.40 = $18,800
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Relevant Cash Flow
Analysis Example
What is the after-tax cash flow from
current disposal of old equipment?
Current disposal price $ 3,000
Tax savings on loss 18,800
Total $21,800
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Relevant Cash Flow
Analysis Example
New equipment:
Current book value $225,000
Current disposal price is irrelevant
Terminal disposal price (5 years) 0
Annual depreciation $ 45,000
Working capital $ 15,000
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Relevant Cash Flow
Analysis Example
How much is the net investment
for the new equipment?
Current cost $225,000
Add increase in working capital 10,000
Deduct after-tax cash flow from
current disposal of old equipment – 21,800
Net investment $213,200
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Relevant Cash Flow
Analysis Example
Assume $90,000 pretax annual cash flow from
operations (excluding depreciation effect).
What is the after-tax flow from operations?
Cash flow from operations $90,000
Deduct income tax (40%) 36,000
Annual after-tax flow from operations $54,000
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Relevant Cash Flow
Analysis Example
What is the difference in depreciation deduction?
Annual depreciation
of new equipment $45,000
Deduct annual depreciation
of old equipment 10,000
Difference $35,000
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Relevant Cash Flow
Analysis Example
What is the annual increase in income tax
savings from depreciation?
Increase in depreciation $35,000
Multiply by tax rate .40
Income tax cash savings
from additional depreciation $14,000
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Relevant Cash Flow
Analysis Example
What is the cash flow from operations,
net of income taxes?
Annual after-tax flow from operations $54,000
Income tax cash savings from
additional depreciation 14,000
Cash flow from operations,
net of income taxes $68,000
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Relevant Cash Flow
Analysis Example
G. T. requires a 14% rate of return
on its investments.
What is the net present value of the new
equipment incorporating income taxes?
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Relevant Cash Flow
Analysis Example
Net Cash NPV of Net
Years 14% Col. Inflows Cash Inflows
1-5 3.433 $68,000 $233,444
5 0.519 10,000 5,190
Total PV of net cash inflows $238,636
Investment 213,200
Net present value of new equipment $ 25,436
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Postinvestment Audit
A postinvestment audit compares the actual
results for a project to the costs and benefits
expected at the time the project was selected.
It provides management with feedback
about performance.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
Strategic Considerations
Capital investment decisions
that are strategic in nature
require managers to consider
a broad range of factors that
may be difficult to estimate.
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©2003 Prentice Hall Business Publishing, Cost Accounting 11/e, Horngren/Datar/Foster
End of Chapter 21