This document outlines the timeline and details of a proposed perishable expansion project for AGME from 1998-2004. Key events in the timeline include beginning a review process for warehouse expansion in 1998, appointing a building committee in 1999, and presenting expansion plans and cost analyses throughout 2000-2002 before authorizing M&A activity and ending expansion plans in 2002. The proposed expansion would add 41,000 square feet of space and modernize facilities. Analyses provide cost savings projections from improved efficiencies in labor, utilities, maintenance, damages and insurance that would result from the expansion.
The document discusses the expansion of the SPARC Green Prescription project in New Zealand, which involves prescribing physical activity to patients. It outlines plans to increase the number of referrals to 50,000 patients and 500 families annually by 2010. A key part of the expansion is developing an information system to improve monitoring and reporting nationally. The system aims to provide a single interface for various stakeholders while meeting the needs of Māori and Pacific communities. The expansion also involves other projects related to communications, accreditation, business models and evaluating the Green Prescription program for families. Overall planning for the expanded project is progressing well to increase accessibility of Green Prescriptions.
Net Access Data Center Expansion Update - Parsippany NJNACMktg
Steady progress on our Parsippany II data center expansion. Once completed it will give us 70,000 gross sq. ft. of additional building space, with the capacity for 1,500 new cabinets. Look for our Grand Opening in Q1 2015!
Net Access Data Center Expansion Updates - Parsippany NJNACMktg
The Net Access Parsippany II data center expansion project is progressing steadily, with construction of the security wall in November 2014 and the first floor poured concrete slab completed in September 2014. Once completed in the first quarter of 2015, the expansion will provide 70,000 additional square feet of building space and capacity for 1,500 new cabinets.
This document summarizes a four-year small business expansion project in Macedonia funded by USAID and the Government of Switzerland and implemented by CARANA Corporation. The project aims to stimulate economic growth through initiatives like optimization of assets, supply chain interventions, and public-private partnerships. Six key initiatives described are implementing the LEADER rural development approach, increasing corn production through drip irrigation, developing adventure tourism, collecting wild-gathered products, supporting women-owned businesses, and connecting local manufacturers. The project expects to leverage over $73 million in additional public and private funds by 2021 to support rural economic development and job creation in Macedonia.
Even during an economic slowdown, innovators will rise to the occasion. A bakery in Victoria, Ferguson Plarre Bakehouses, is doing just that as my colleague Craig Beaver has recently uncovered in a recent article in Manufacturing Supply Chain Magazine.
Savings on carbon emissions by the company demonstrated that by some fairly straight forward engineering delivered landfill, gas and electricity emissions reductions of 92, 76 and 62%, respectively, along with water savings of 2.5Ml per annum. This led to an overall reduction of more than 5000 CO2e annually and tens of thousands of dollars in cost savings, a strong business improvement in itself.
But what caught my eye was the story around how the improved safety culture of the bakery was reducing bottom line costs, and well below its industry peers. The company has demonstrated a strong correlation between sustainability effort and performance, and its safety metrics. For example, during the transformation to a sustainability–focused business, turnover reduced from 10% to 2 % per annum, incidents reduced by 58% from 33 to 14 per annum, and near misses decreased from 29 to 21 per annum.
As Craig illustrates, aside from the impact of carbon emissions and energy savings, it’s worth taking a deeper look at the impact of their sustainable business practices on their health and safety performance.
As a simple exercise:
They employ 150 people.
Assume average salary of $75,000 per annum.
Total wages bill equals $11,250,000 per annum.
Industry average worker’s compensation premium for their sector is 3.8860% of payroll.
Therefore their worker’s compensation premium should have been $437,175 per annum.
The really interesting piece here from a HSE perspective, is concurrent with their sustainability program, Ferguson Plarre Bakehouses have achieved significant improvements in their safety performance, such that their worker’s compensation premium is 1.8394% of their payroll – almost half the industry average!
Therefore their estimated workers compensation premium is in fact $206,932 per annum.
This equates to an estimated saving of $230,243 per annum.
As Craig points out, this is on top of all the financial returns from their other sustainability initiatives documented in the article.
This company is no stranger to those of you working in sustainability. Ferguson Plarre Bakehouses clearly have the ingredients for success as a sustainable business, taking the principles of sustainable development and mixing them into their every day work.
This document initiates coverage of Essar Oil Ltd as a buy recommendation. It notes that Essar Oil doubled the capacity and complexity of its Vadinar Refinery in less than 4 years. This allows it to process heavier crude oils at lower costs and produce more valuable products like gasoline and diesel. The analyst estimates earnings per share could grow 140% between FY2012-2013 due to improved margins. With the stock currently trading at 5x forward earnings, it recommends buying Essar Oil at 52 rupees per share with a target price of 78 rupees over the next 12-15 months.
This study piloted pyrolysis and gasification of abattoir solid wastes and reviewed using the wastes in boilers. Pyrolysis and gasification of dried paunch waste and DAF sludge were technically successful, producing char and syngas. However, waste processing fees of $65-90/tonne would be required for commercial viability. Co-combusting dewatered wastes in boilers could reduce costs. Thermal processing of wastes offers significant greenhouse gas reductions compared to current disposal methods.
The document discusses the expansion of the SPARC Green Prescription project in New Zealand, which involves prescribing physical activity to patients. It outlines plans to increase the number of referrals to 50,000 patients and 500 families annually by 2010. A key part of the expansion is developing an information system to improve monitoring and reporting nationally. The system aims to provide a single interface for various stakeholders while meeting the needs of Māori and Pacific communities. The expansion also involves other projects related to communications, accreditation, business models and evaluating the Green Prescription program for families. Overall planning for the expanded project is progressing well to increase accessibility of Green Prescriptions.
Net Access Data Center Expansion Update - Parsippany NJNACMktg
Steady progress on our Parsippany II data center expansion. Once completed it will give us 70,000 gross sq. ft. of additional building space, with the capacity for 1,500 new cabinets. Look for our Grand Opening in Q1 2015!
Net Access Data Center Expansion Updates - Parsippany NJNACMktg
The Net Access Parsippany II data center expansion project is progressing steadily, with construction of the security wall in November 2014 and the first floor poured concrete slab completed in September 2014. Once completed in the first quarter of 2015, the expansion will provide 70,000 additional square feet of building space and capacity for 1,500 new cabinets.
This document summarizes a four-year small business expansion project in Macedonia funded by USAID and the Government of Switzerland and implemented by CARANA Corporation. The project aims to stimulate economic growth through initiatives like optimization of assets, supply chain interventions, and public-private partnerships. Six key initiatives described are implementing the LEADER rural development approach, increasing corn production through drip irrigation, developing adventure tourism, collecting wild-gathered products, supporting women-owned businesses, and connecting local manufacturers. The project expects to leverage over $73 million in additional public and private funds by 2021 to support rural economic development and job creation in Macedonia.
Even during an economic slowdown, innovators will rise to the occasion. A bakery in Victoria, Ferguson Plarre Bakehouses, is doing just that as my colleague Craig Beaver has recently uncovered in a recent article in Manufacturing Supply Chain Magazine.
Savings on carbon emissions by the company demonstrated that by some fairly straight forward engineering delivered landfill, gas and electricity emissions reductions of 92, 76 and 62%, respectively, along with water savings of 2.5Ml per annum. This led to an overall reduction of more than 5000 CO2e annually and tens of thousands of dollars in cost savings, a strong business improvement in itself.
But what caught my eye was the story around how the improved safety culture of the bakery was reducing bottom line costs, and well below its industry peers. The company has demonstrated a strong correlation between sustainability effort and performance, and its safety metrics. For example, during the transformation to a sustainability–focused business, turnover reduced from 10% to 2 % per annum, incidents reduced by 58% from 33 to 14 per annum, and near misses decreased from 29 to 21 per annum.
As Craig illustrates, aside from the impact of carbon emissions and energy savings, it’s worth taking a deeper look at the impact of their sustainable business practices on their health and safety performance.
As a simple exercise:
They employ 150 people.
Assume average salary of $75,000 per annum.
Total wages bill equals $11,250,000 per annum.
Industry average worker’s compensation premium for their sector is 3.8860% of payroll.
Therefore their worker’s compensation premium should have been $437,175 per annum.
The really interesting piece here from a HSE perspective, is concurrent with their sustainability program, Ferguson Plarre Bakehouses have achieved significant improvements in their safety performance, such that their worker’s compensation premium is 1.8394% of their payroll – almost half the industry average!
Therefore their estimated workers compensation premium is in fact $206,932 per annum.
This equates to an estimated saving of $230,243 per annum.
As Craig points out, this is on top of all the financial returns from their other sustainability initiatives documented in the article.
This company is no stranger to those of you working in sustainability. Ferguson Plarre Bakehouses clearly have the ingredients for success as a sustainable business, taking the principles of sustainable development and mixing them into their every day work.
This document initiates coverage of Essar Oil Ltd as a buy recommendation. It notes that Essar Oil doubled the capacity and complexity of its Vadinar Refinery in less than 4 years. This allows it to process heavier crude oils at lower costs and produce more valuable products like gasoline and diesel. The analyst estimates earnings per share could grow 140% between FY2012-2013 due to improved margins. With the stock currently trading at 5x forward earnings, it recommends buying Essar Oil at 52 rupees per share with a target price of 78 rupees over the next 12-15 months.
This study piloted pyrolysis and gasification of abattoir solid wastes and reviewed using the wastes in boilers. Pyrolysis and gasification of dried paunch waste and DAF sludge were technically successful, producing char and syngas. However, waste processing fees of $65-90/tonne would be required for commercial viability. Co-combusting dewatered wastes in boilers could reduce costs. Thermal processing of wastes offers significant greenhouse gas reductions compared to current disposal methods.
Dr. Sreekanta Sheel has a PhD in Food Technology and expertise in logistics for agricultural projects. The presentation discusses factors that affect the freshness of horticultural produce like temperature, humidity, gas atmosphere, and volatile absorption. It then describes some low-cost storage techniques like zero-energy coolers and CoolBot technology. Finally, it discusses minimal processing of fruits and vegetables, which involves cutting, coating, drying and packaging to extend shelf life while maintaining fresh quality.
1) Smurfit-Stone Container Corporation reported a net income of $22 million or $0.09 per diluted share for Q4 2006, compared to a net loss of $0.36 per diluted share in Q4 2005.
2) For full year 2006, Smurfit-Stone reported a net loss of $71 million or $0.28 per diluted share, an improvement from a net loss of $339 million or $1.33 per diluted share in 2005.
3) The company exceeded its cost reduction target for 2006 from its strategic initiatives program, achieving $243 million in savings, and expects further meaningful earnings growth in 2007.
This presentation discusses creating green environments through energy efficiency. It focuses on reducing global warming and water shortages while cities urbanize. The presentation highlights reducing energy bills and using energy efficiently. It discusses a case study where energy costs were reduced by over 50% for 644 families in apartment towers through various efficiency measures. The presentation promotes wider adoption of these practices to significantly reduce greenhouse gas emissions and help industries.
This document discusses previous and potential future energy management initiatives at the Christian Health Care Center in Wyckoff, NJ. It outlines lighting retrofits, insulation upgrades, boiler replacements, and other past projects. It describes a proposed micro-turbine/chiller cogeneration system that would provide electricity and thermal output. The system would include micro-turbines, an absorption chiller, cooling towers, and backup chillers. It analyzes the potential energy and cost savings from decreased demand charges and thermal output. Recommendations are provided to refine the measurement and control of thermal loads from the system.
Birchcliff Energy Update - LNG Investment Conference 2014NAI 500
This document summarizes Birchcliff Energy Ltd., an unconventional natural gas and light oil company operating in Alberta, Canada. It outlines Birchcliff's assets in the Peace River Arch area, including multi-zone gas resources. Production has grown from 22,802 boe/day in 2012 to an estimated 31,800 boe/day in Q1 2014. Birchcliff plans $347.1 million in capital expenditures in 2014 to further expand production. Reserves have increased from 370 million BOE at the end of 2013 to over 410 million BOE after an acquisition in early 2014. Birchcliff aims to continue production growth through drilling its large undeveloped land base.
CASE Queensland Food CorpIn early January 2003, the senior-mana.docxjasoninnes20
CASE: Queensland Food Corp
In early January 2003, the senior-management committee of Queensland Food Corp was to meet to draw up the firm’s capital budget for the new year. Up for consideration were 11 major projects that totaled over $20.8 million. Unfortunately, the board of directors had imposed a spending limit of only $8.0 million; even so, investment at that rate would represent a major increase in the firm’s asset base of $65.6 million. Thus the challenge for the senior managers of Queensland Food Corp was to allocate funds among a range of compelling projects nominated for consideration.
The Company
Queensland Food Corp, headquartered in Brisbane, Australia, was a producer of high-quality ice cream, yogurt, bottled water, and fruit juices. Its products were sold throughout two states (Queensland, New South Wales) and two territories (ACT and Northern Territory). (See Exhibit 1 for map of the company’s marketing region.)
Exhibit 1 – Queensland Food Corp, located in Australia
Queensland Food Corp sales had been static since 2000 (see Exhibit 2), which management attributed to low population growth in Northern Territory and market saturation in some areas. Outside observers, however, faulted recent failures in new-product introductions.
Exhibit 2 - Summary of Financial Results (millions AUD except per share amounts)
End of Fiscal Year
2000
2001
2002
Gross Sales
$100.8
$100.7
$100.8
Net Income
5.1
4.9
3.7
Dividends
2.0
2.0
2.0
Earnings Per Share
0.85
0.82
0.66
Shareholders’ Equity (Book Value)
18.2
20.6
23.5
Shareholders’ Equity (Market value)
45.3
39.0
22.9
Total Assets
47.7
58.0
65.6
Most members of management wanted to expand the company’s market presence and introduce more new products to boost sales.
Resource Allocation
The capital budget at Queensland Food Corp was prepared annually by a committee of senior managers who then presented it for approval by the board of directors. The committee consisted of five managing directors, the president Chief Executive (CEO), and the chief finance officer (CFO). Typically, the CEO solicited investment proposals from the managing directors. The proposals included a brief project description, a financial analysis, and a discussion of strategic or other qualitative consideration.
As a matter of company policy, investment proposals at Queensland Food Corp were subjected to two financial tests, payback and internal rate of return (IRR). Financial tests were considered hurdles and had been established in 2001 by the management committee and varied according to the type of project:
Exhibit 3 -Company Policy for Project Approval
Project Type
Minimum Acceptable IRR
Maximum Acceptable Payback (Years)
1. Market/Product Extension
12%
6
2. New Product/Markets
10%
5
3. Efficiency Improvements
8%
4
4. Environmental/Safety
Not required
Not Applicable
In January 2003, the estimated weighted-average cost of capital (WACC) for Queensland Food Corp was 10.5 percent. In describing the capital-budgeting proce ...
CASE Queensland Food CorpIn early January 2003, the senior-.docxcowinhelen
CASE: Queensland Food Corp
In early January 2003, the senior-management committee of Queensland Food Corp was to meet to draw up the firm’s capital budget for the new year. Up for consideration were 11 major projects that totaled over $20.8 million. Unfortunately, the board of directors had imposed a spending limit of only $8.0 million; even so, investment at that rate would represent a major increase in the firm’s asset base of $65.6 million. Thus the challenge for the senior managers of Queensland Food Corp was to allocate funds among a range of compelling projects nominated for consideration.
The Company
Queensland Food Corp, headquartered in Brisbane, Australia, was a producer of high-quality ice cream, yogurt, bottled water, and fruit juices. Its products were sold throughout two states (Queensland, New South Wales) and two territories (ACT and Northern Territory). (See Exhibit 1 for map of the company’s marketing region.)
Exhibit 1 – Queensland Food Corp, located in Australia
Queensland Food Corp sales had been static since 2000 (see Exhibit 2), which management attributed to low population growth in Northern Territory and market saturation in some areas. Outside observers, however, faulted recent failures in new-product introductions.
Exhibit 2 - Summary of Financial Results (millions AUD except per share amounts)
End of Fiscal Year
2000
2001
2002
Gross Sales
$100.8
$100.7
$100.8
Net Income
5.1
4.9
3.7
Dividends
2.0
2.0
2.0
Earnings Per Share
0.85
0.82
0.66
Shareholders’ Equity (Book Value)
18.2
20.6
23.5
Shareholders’ Equity (Market value)
45.3
39.0
22.9
Total Assets
47.7
58.0
65.6
Most members of management wanted to expand the company’s market presence and introduce more new products to boost sales.
Resource Allocation
The capital budget at Queensland Food Corp was prepared annually by a committee of senior managers who then presented it for approval by the board of directors. The committee consisted of five managing directors, the president Chief Executive (CEO), and the chief finance officer (CFO). Typically, the CEO solicited investment proposals from the managing directors. The proposals included a brief project description, a financial analysis, and a discussion of strategic or other qualitative consideration.
As a matter of company policy, investment proposals at Queensland Food Corp were subjected to two financial tests, payback and internal rate of return (IRR). Financial tests were considered hurdles and had been established in 2001 by the management committee and varied according to the type of project:
Exhibit 3 -Company Policy for Project Approval
Project Type
Minimum Acceptable IRR
Maximum Acceptable Payback (Years)
1. Market/Product Extension
12%
6
2. New Product/Markets
10%
5
3. Efficiency Improvements
8%
4
4. Environmental/Safety
Not required
Not Applicable
In Janu.
Pastured Poultry Budgets: Slow Growing Broiler and Organic Comparisons Gardening
This document compares budgets for different pastured poultry production systems: fast-growing broilers, fast-growing organic broilers, slow-growing broilers, and slow-growing organic broilers. Slow-growing birds require 12 weeks to reach market weight compared to 8 weeks for fast-growing birds. Organic production incurs higher feed and certification costs. While slower-growing organic systems have higher costs, they can demand higher prices. The budgets provide a breakdown of expenses and projected profits to analyze the financial differences between these approaches.
Smurfit-Stone Container Corporation reported a net loss of $229 million or $0.90 per share for Q3 2005, primarily due to a $293 million pretax restructuring charge related to mill closures in Canada and a paper machine closure. Net sales were $2.1 billion, down from $2.2 billion in Q3 2004. For the first nine months of 2005, the net loss was $247 million or $0.97 per share, compared to a net loss of $48 million or $0.19 per share for the same period in 2004. The company expects costs to increase in Q4 due to higher energy and freight expenses, while average corrugated prices are expected to
A Big Step Towards Zero-Waste in the PhilippinesZed Avecilla
A group of members of the Philippine Alliance for Recycling and Materials Sustainability (PARMS) have committed to financing the recovery and diversion of plastic packaging leaking into nature and working towards a circular economy for the Philippines.
Command channel slides week between sept. 27 to oct.3USAG Japan
The Directorate of Public Works and Resource Management Office will be closed on specific dates in October to participate in team-building days, and individuals should call provided numbers in case of emergency. The 78th Aviation Battalion building will undergo renovations until October 7th and visitors should proceed with caution. The annual housing recertification questionnaire is due by September 30th and individuals should call specified numbers with any questions.
1) Smurfit-Stone Container Corporation reported a net loss of $55 million for the first quarter of 2007 compared to a net loss of $0.25 per share in the first quarter of 2006.
2) The company announced plans to close two containerboard mills with 200,000 tons of annual capacity and restart a previously idled paper machine with 170,000 tons of annual capacity to realign its mill system.
3) While costs increased due to higher wood and recycled fiber prices, the company expects improved second quarter results and a return to profitability due to moderating costs and stronger demand.
The CGIAR – CIMMYT ICARDA Experience: Conservation Agriculture in Wheat Syste...Iwl Pcu
This document discusses conservation agriculture practices in wheat systems presented at a regional conference in Turkey. It describes the three main components of conservation agriculture: surface crop residue retention, minimal soil movement, and crop rotation. It highlights challenges small farmers face in adopting conservation agriculture and presents results from long-term trials in Mexico and Turkey that show higher yields and economic returns from conservation agriculture practices like zero-tillage and crop residue retention compared to conventional tillage that removes residues. The document concludes discussing challenges to adopting conservation agriculture at scale and lists contacts for more information.
Presentation1 bio fuelsbusinessplancontactpagesmokeycharcoalshellsGunther Mothes
1. Spicewind Pacific Group seeks funding to develop biofuel production in the Marshall Islands using coconut, biomass, and algae feedstocks.
2. They plan to cultivate over 1 million coconut trees to produce 20 million gallons of coconut oil per year for refinement into biofuels.
3. The biofuels produced would supply the large US military base on Kwajalein Atoll and generate revenue, helping to develop sustainable energy sources for the region.
Presentation1 Bio Fuels Business Plan Contact Page SmokeycharcoalshellsGunther Mothes
1. Spicewind Pacific Group seeks funding to develop biofuel production in the Marshall Islands using coconut, biomass, and algae feedstocks.
2. They plan to cultivate over 1 million coconut trees to produce about 20 million gallons of coconut oil per year for refinement into biofuels.
3. The biofuels produced would supply the large US military base on Kwajalein Atoll and generate revenue from sales to fishing vessels, saving on fuel transportation costs.
Give Siwertell the opportunity to amaze you
Few investments can totally transform a business at a stroke, but Juha Huovilainen, Sales Director, Siwertell, explains how making the switch to a Siwertell screw type unloading system can save alumina plant owners and operators a fortune and offer major environmental benefits.
Unit 2 Group AssignmentGroup Assignment (suggested level of effo.docxadkinspaige22
Unit 2 Group Assignment
Group Assignment (suggested level of effort by each group member: 4 hours)
Now that your team is assembled, a mini-case is presented below with several questions. Read the case and prepare responses to the questions.
CASE: Queensland Food Corp
In early January 2003, the senior-management committee of Queensland Food Corp was to meet to draw up the firm’s capital budget for the new year. Up for consideration were 11 major projects that totaled over $20.8 million. Unfortunately, the board of directors had imposed a spending limit of only $8.0 million; even so, investment at that rate would represent a major increase in the firm’s asset base of $65.6 million. Thus the challenge for the senior managers of Queensland Food Corp was to allocate funds among a range of compelling projects nominated for consideration.
The Company
Queensland Food Corp, headquartered in Brisbane, Australia, was a producer of high-quality ice cream, yogurt, bottled water, and fruit juices. Its products were sold throughout two states (Queensland, New South Wales) and two territories (ACT and Northern Territory). (See Exhibit 1 for map of the company’s marketing region.)
Exhibition 1 (See Attached)
Exhibition 2 (See Attached)
Most members of management wanted to expand the company’s market presence and introduce more new products to boost sales.
Resource Allocation
The capital budget at Queensland Food Corp was prepared annually by a committee of senior managers who then presented it for approval by the board of directors. The committee consisted of five managing directors, the president Chief Executive (CEO), and the chief finance officer (CFO). Typically, the CEO solicited investment proposals from the managing directors. The proposals included a brief project description, a financial analysis, and a discussion of strategic or other qualitative consideration.
As a matter of company policy, investment proposals at Queensland Food Corp were subjected to two financial tests, payback and internal rate of return (IRR). Financial tests were considered hurdles and had been established in 2001 by the management committee and varied according to the type of project:
Exhibition 3 (See Attached)
In January 2003, the estimated weighted-average cost of capital (WACC) for Queensland Food Corp was 10.5 percent. In describing the capital-budgeting process, the CFO, Tony Austin, said, “We use the sliding scale of IRR tests as a way of recognizing differences in risk among the various types of projects. Where the company takes more risk, we should earn more return. The payback test signals that we are not prepared to wait for long to achieve that return.”
At the conclusion of the most recent meeting of the directors, the board voted unanimously to limit capital spending in 2003 to $8.0 million.
Exhibition 4 (See Attached)
1.
Distribution Truck Fleet Replacement/Expansion
. Wayne Ramsey proposed to purchase 100 new refrigerated tractor ...
The document discusses global energy usage and needs. It states that current global oil consumption is equivalent to 3.4 cubic miles of oil per year. Projections estimate the need for an additional 1.8 to 5 cubic miles of oil or alternative energy annually by 2035 and 2050 respectively to meet increasing demand. Alternatives like wind and nuclear are discussed but have significant challenges to provide energy at the necessary scale. The document advocates for both vision and action to avert an impending global energy crisis.
The document summarizes a presentation on refrigerated cargo transportation and cold chain issues in South Asia. It discusses how a lack of cold storage and refrigerated transportation results in 30% of fruits and vegetables being wasted annually in South Asia. The use of solar-powered refrigerated containers could help address this by providing reliable transportation from farms to storage. This could save $4.5 billion annually for India by reducing losses of perishable goods. Developing a comprehensive cold chain infrastructure is necessary to efficiently transport and store agricultural products and reduce spoilage.
Dr. Sreekanta Sheel has a PhD in Food Technology and expertise in logistics for agricultural projects. The presentation discusses factors that affect the freshness of horticultural produce like temperature, humidity, gas atmosphere, and volatile absorption. It then describes some low-cost storage techniques like zero-energy coolers and CoolBot technology. Finally, it discusses minimal processing of fruits and vegetables, which involves cutting, coating, drying and packaging to extend shelf life while maintaining fresh quality.
1) Smurfit-Stone Container Corporation reported a net income of $22 million or $0.09 per diluted share for Q4 2006, compared to a net loss of $0.36 per diluted share in Q4 2005.
2) For full year 2006, Smurfit-Stone reported a net loss of $71 million or $0.28 per diluted share, an improvement from a net loss of $339 million or $1.33 per diluted share in 2005.
3) The company exceeded its cost reduction target for 2006 from its strategic initiatives program, achieving $243 million in savings, and expects further meaningful earnings growth in 2007.
This presentation discusses creating green environments through energy efficiency. It focuses on reducing global warming and water shortages while cities urbanize. The presentation highlights reducing energy bills and using energy efficiently. It discusses a case study where energy costs were reduced by over 50% for 644 families in apartment towers through various efficiency measures. The presentation promotes wider adoption of these practices to significantly reduce greenhouse gas emissions and help industries.
This document discusses previous and potential future energy management initiatives at the Christian Health Care Center in Wyckoff, NJ. It outlines lighting retrofits, insulation upgrades, boiler replacements, and other past projects. It describes a proposed micro-turbine/chiller cogeneration system that would provide electricity and thermal output. The system would include micro-turbines, an absorption chiller, cooling towers, and backup chillers. It analyzes the potential energy and cost savings from decreased demand charges and thermal output. Recommendations are provided to refine the measurement and control of thermal loads from the system.
Birchcliff Energy Update - LNG Investment Conference 2014NAI 500
This document summarizes Birchcliff Energy Ltd., an unconventional natural gas and light oil company operating in Alberta, Canada. It outlines Birchcliff's assets in the Peace River Arch area, including multi-zone gas resources. Production has grown from 22,802 boe/day in 2012 to an estimated 31,800 boe/day in Q1 2014. Birchcliff plans $347.1 million in capital expenditures in 2014 to further expand production. Reserves have increased from 370 million BOE at the end of 2013 to over 410 million BOE after an acquisition in early 2014. Birchcliff aims to continue production growth through drilling its large undeveloped land base.
CASE Queensland Food CorpIn early January 2003, the senior-mana.docxjasoninnes20
CASE: Queensland Food Corp
In early January 2003, the senior-management committee of Queensland Food Corp was to meet to draw up the firm’s capital budget for the new year. Up for consideration were 11 major projects that totaled over $20.8 million. Unfortunately, the board of directors had imposed a spending limit of only $8.0 million; even so, investment at that rate would represent a major increase in the firm’s asset base of $65.6 million. Thus the challenge for the senior managers of Queensland Food Corp was to allocate funds among a range of compelling projects nominated for consideration.
The Company
Queensland Food Corp, headquartered in Brisbane, Australia, was a producer of high-quality ice cream, yogurt, bottled water, and fruit juices. Its products were sold throughout two states (Queensland, New South Wales) and two territories (ACT and Northern Territory). (See Exhibit 1 for map of the company’s marketing region.)
Exhibit 1 – Queensland Food Corp, located in Australia
Queensland Food Corp sales had been static since 2000 (see Exhibit 2), which management attributed to low population growth in Northern Territory and market saturation in some areas. Outside observers, however, faulted recent failures in new-product introductions.
Exhibit 2 - Summary of Financial Results (millions AUD except per share amounts)
End of Fiscal Year
2000
2001
2002
Gross Sales
$100.8
$100.7
$100.8
Net Income
5.1
4.9
3.7
Dividends
2.0
2.0
2.0
Earnings Per Share
0.85
0.82
0.66
Shareholders’ Equity (Book Value)
18.2
20.6
23.5
Shareholders’ Equity (Market value)
45.3
39.0
22.9
Total Assets
47.7
58.0
65.6
Most members of management wanted to expand the company’s market presence and introduce more new products to boost sales.
Resource Allocation
The capital budget at Queensland Food Corp was prepared annually by a committee of senior managers who then presented it for approval by the board of directors. The committee consisted of five managing directors, the president Chief Executive (CEO), and the chief finance officer (CFO). Typically, the CEO solicited investment proposals from the managing directors. The proposals included a brief project description, a financial analysis, and a discussion of strategic or other qualitative consideration.
As a matter of company policy, investment proposals at Queensland Food Corp were subjected to two financial tests, payback and internal rate of return (IRR). Financial tests were considered hurdles and had been established in 2001 by the management committee and varied according to the type of project:
Exhibit 3 -Company Policy for Project Approval
Project Type
Minimum Acceptable IRR
Maximum Acceptable Payback (Years)
1. Market/Product Extension
12%
6
2. New Product/Markets
10%
5
3. Efficiency Improvements
8%
4
4. Environmental/Safety
Not required
Not Applicable
In January 2003, the estimated weighted-average cost of capital (WACC) for Queensland Food Corp was 10.5 percent. In describing the capital-budgeting proce ...
CASE Queensland Food CorpIn early January 2003, the senior-.docxcowinhelen
CASE: Queensland Food Corp
In early January 2003, the senior-management committee of Queensland Food Corp was to meet to draw up the firm’s capital budget for the new year. Up for consideration were 11 major projects that totaled over $20.8 million. Unfortunately, the board of directors had imposed a spending limit of only $8.0 million; even so, investment at that rate would represent a major increase in the firm’s asset base of $65.6 million. Thus the challenge for the senior managers of Queensland Food Corp was to allocate funds among a range of compelling projects nominated for consideration.
The Company
Queensland Food Corp, headquartered in Brisbane, Australia, was a producer of high-quality ice cream, yogurt, bottled water, and fruit juices. Its products were sold throughout two states (Queensland, New South Wales) and two territories (ACT and Northern Territory). (See Exhibit 1 for map of the company’s marketing region.)
Exhibit 1 – Queensland Food Corp, located in Australia
Queensland Food Corp sales had been static since 2000 (see Exhibit 2), which management attributed to low population growth in Northern Territory and market saturation in some areas. Outside observers, however, faulted recent failures in new-product introductions.
Exhibit 2 - Summary of Financial Results (millions AUD except per share amounts)
End of Fiscal Year
2000
2001
2002
Gross Sales
$100.8
$100.7
$100.8
Net Income
5.1
4.9
3.7
Dividends
2.0
2.0
2.0
Earnings Per Share
0.85
0.82
0.66
Shareholders’ Equity (Book Value)
18.2
20.6
23.5
Shareholders’ Equity (Market value)
45.3
39.0
22.9
Total Assets
47.7
58.0
65.6
Most members of management wanted to expand the company’s market presence and introduce more new products to boost sales.
Resource Allocation
The capital budget at Queensland Food Corp was prepared annually by a committee of senior managers who then presented it for approval by the board of directors. The committee consisted of five managing directors, the president Chief Executive (CEO), and the chief finance officer (CFO). Typically, the CEO solicited investment proposals from the managing directors. The proposals included a brief project description, a financial analysis, and a discussion of strategic or other qualitative consideration.
As a matter of company policy, investment proposals at Queensland Food Corp were subjected to two financial tests, payback and internal rate of return (IRR). Financial tests were considered hurdles and had been established in 2001 by the management committee and varied according to the type of project:
Exhibit 3 -Company Policy for Project Approval
Project Type
Minimum Acceptable IRR
Maximum Acceptable Payback (Years)
1. Market/Product Extension
12%
6
2. New Product/Markets
10%
5
3. Efficiency Improvements
8%
4
4. Environmental/Safety
Not required
Not Applicable
In Janu.
Pastured Poultry Budgets: Slow Growing Broiler and Organic Comparisons Gardening
This document compares budgets for different pastured poultry production systems: fast-growing broilers, fast-growing organic broilers, slow-growing broilers, and slow-growing organic broilers. Slow-growing birds require 12 weeks to reach market weight compared to 8 weeks for fast-growing birds. Organic production incurs higher feed and certification costs. While slower-growing organic systems have higher costs, they can demand higher prices. The budgets provide a breakdown of expenses and projected profits to analyze the financial differences between these approaches.
Smurfit-Stone Container Corporation reported a net loss of $229 million or $0.90 per share for Q3 2005, primarily due to a $293 million pretax restructuring charge related to mill closures in Canada and a paper machine closure. Net sales were $2.1 billion, down from $2.2 billion in Q3 2004. For the first nine months of 2005, the net loss was $247 million or $0.97 per share, compared to a net loss of $48 million or $0.19 per share for the same period in 2004. The company expects costs to increase in Q4 due to higher energy and freight expenses, while average corrugated prices are expected to
A Big Step Towards Zero-Waste in the PhilippinesZed Avecilla
A group of members of the Philippine Alliance for Recycling and Materials Sustainability (PARMS) have committed to financing the recovery and diversion of plastic packaging leaking into nature and working towards a circular economy for the Philippines.
Command channel slides week between sept. 27 to oct.3USAG Japan
The Directorate of Public Works and Resource Management Office will be closed on specific dates in October to participate in team-building days, and individuals should call provided numbers in case of emergency. The 78th Aviation Battalion building will undergo renovations until October 7th and visitors should proceed with caution. The annual housing recertification questionnaire is due by September 30th and individuals should call specified numbers with any questions.
1) Smurfit-Stone Container Corporation reported a net loss of $55 million for the first quarter of 2007 compared to a net loss of $0.25 per share in the first quarter of 2006.
2) The company announced plans to close two containerboard mills with 200,000 tons of annual capacity and restart a previously idled paper machine with 170,000 tons of annual capacity to realign its mill system.
3) While costs increased due to higher wood and recycled fiber prices, the company expects improved second quarter results and a return to profitability due to moderating costs and stronger demand.
The CGIAR – CIMMYT ICARDA Experience: Conservation Agriculture in Wheat Syste...Iwl Pcu
This document discusses conservation agriculture practices in wheat systems presented at a regional conference in Turkey. It describes the three main components of conservation agriculture: surface crop residue retention, minimal soil movement, and crop rotation. It highlights challenges small farmers face in adopting conservation agriculture and presents results from long-term trials in Mexico and Turkey that show higher yields and economic returns from conservation agriculture practices like zero-tillage and crop residue retention compared to conventional tillage that removes residues. The document concludes discussing challenges to adopting conservation agriculture at scale and lists contacts for more information.
Presentation1 bio fuelsbusinessplancontactpagesmokeycharcoalshellsGunther Mothes
1. Spicewind Pacific Group seeks funding to develop biofuel production in the Marshall Islands using coconut, biomass, and algae feedstocks.
2. They plan to cultivate over 1 million coconut trees to produce 20 million gallons of coconut oil per year for refinement into biofuels.
3. The biofuels produced would supply the large US military base on Kwajalein Atoll and generate revenue, helping to develop sustainable energy sources for the region.
Presentation1 Bio Fuels Business Plan Contact Page SmokeycharcoalshellsGunther Mothes
1. Spicewind Pacific Group seeks funding to develop biofuel production in the Marshall Islands using coconut, biomass, and algae feedstocks.
2. They plan to cultivate over 1 million coconut trees to produce about 20 million gallons of coconut oil per year for refinement into biofuels.
3. The biofuels produced would supply the large US military base on Kwajalein Atoll and generate revenue from sales to fishing vessels, saving on fuel transportation costs.
Give Siwertell the opportunity to amaze you
Few investments can totally transform a business at a stroke, but Juha Huovilainen, Sales Director, Siwertell, explains how making the switch to a Siwertell screw type unloading system can save alumina plant owners and operators a fortune and offer major environmental benefits.
Unit 2 Group AssignmentGroup Assignment (suggested level of effo.docxadkinspaige22
Unit 2 Group Assignment
Group Assignment (suggested level of effort by each group member: 4 hours)
Now that your team is assembled, a mini-case is presented below with several questions. Read the case and prepare responses to the questions.
CASE: Queensland Food Corp
In early January 2003, the senior-management committee of Queensland Food Corp was to meet to draw up the firm’s capital budget for the new year. Up for consideration were 11 major projects that totaled over $20.8 million. Unfortunately, the board of directors had imposed a spending limit of only $8.0 million; even so, investment at that rate would represent a major increase in the firm’s asset base of $65.6 million. Thus the challenge for the senior managers of Queensland Food Corp was to allocate funds among a range of compelling projects nominated for consideration.
The Company
Queensland Food Corp, headquartered in Brisbane, Australia, was a producer of high-quality ice cream, yogurt, bottled water, and fruit juices. Its products were sold throughout two states (Queensland, New South Wales) and two territories (ACT and Northern Territory). (See Exhibit 1 for map of the company’s marketing region.)
Exhibition 1 (See Attached)
Exhibition 2 (See Attached)
Most members of management wanted to expand the company’s market presence and introduce more new products to boost sales.
Resource Allocation
The capital budget at Queensland Food Corp was prepared annually by a committee of senior managers who then presented it for approval by the board of directors. The committee consisted of five managing directors, the president Chief Executive (CEO), and the chief finance officer (CFO). Typically, the CEO solicited investment proposals from the managing directors. The proposals included a brief project description, a financial analysis, and a discussion of strategic or other qualitative consideration.
As a matter of company policy, investment proposals at Queensland Food Corp were subjected to two financial tests, payback and internal rate of return (IRR). Financial tests were considered hurdles and had been established in 2001 by the management committee and varied according to the type of project:
Exhibition 3 (See Attached)
In January 2003, the estimated weighted-average cost of capital (WACC) for Queensland Food Corp was 10.5 percent. In describing the capital-budgeting process, the CFO, Tony Austin, said, “We use the sliding scale of IRR tests as a way of recognizing differences in risk among the various types of projects. Where the company takes more risk, we should earn more return. The payback test signals that we are not prepared to wait for long to achieve that return.”
At the conclusion of the most recent meeting of the directors, the board voted unanimously to limit capital spending in 2003 to $8.0 million.
Exhibition 4 (See Attached)
1.
Distribution Truck Fleet Replacement/Expansion
. Wayne Ramsey proposed to purchase 100 new refrigerated tractor ...
The document discusses global energy usage and needs. It states that current global oil consumption is equivalent to 3.4 cubic miles of oil per year. Projections estimate the need for an additional 1.8 to 5 cubic miles of oil or alternative energy annually by 2035 and 2050 respectively to meet increasing demand. Alternatives like wind and nuclear are discussed but have significant challenges to provide energy at the necessary scale. The document advocates for both vision and action to avert an impending global energy crisis.
The document summarizes a presentation on refrigerated cargo transportation and cold chain issues in South Asia. It discusses how a lack of cold storage and refrigerated transportation results in 30% of fruits and vegetables being wasted annually in South Asia. The use of solar-powered refrigerated containers could help address this by providing reliable transportation from farms to storage. This could save $4.5 billion annually for India by reducing losses of perishable goods. Developing a comprehensive cold chain infrastructure is necessary to efficiently transport and store agricultural products and reduce spoilage.
Similar to AGME Expansion Project Final 122104 (20)
1. ““AGME Perishable Expansion Project”AGME Perishable Expansion Project”
Executive Management TeamExecutive Management Team
December 21, 2004.December 21, 2004.
2. PERISHABLE EXPANSIONPERISHABLE EXPANSION
TIMELINETIMELINE
January 6, 1998January 6, 1998
Management begins review process forManagement begins review process for
warehouse expansionwarehouse expansion
July 21,1998July 21,1998
Board reviews expansion plansBoard reviews expansion plans
November 17,1998November 17,1998
Board reviews SORA design optionsBoard reviews SORA design options
3. PERISHABLE EXPANSIONPERISHABLE EXPANSION
TIMELINETIMELINE
March 30,1999March 30,1999
Capital expenditures for Y2K exceed budgetCapital expenditures for Y2K exceed budget
Conversion expenses climbConversion expenses climb
Board appoints building committeeBoard appoints building committee
December 6, 1999December 6, 1999
KOM presents final expansion planKOM presents final expansion plan
December 14, 1999December 14, 1999
Board approves motion to finalize expansionBoard approves motion to finalize expansion
plansplans
4. PERISHABLE EXPANSIONPERISHABLE EXPANSION
TIMELINETIMELINE
January , 2000January , 2000
Company loses Irving businessCompany loses Irving business
March 31,2000March 31,2000
Y2K Capital Budget exceeds $1.4MMY2K Capital Budget exceeds $1.4MM
Year has operating lossYear has operating loss
April 18, 2000April 18, 2000
Board of Directors reviews whse bidsBoard of Directors reviews whse bids
5. PERISHABLE EXPANSIONPERISHABLE EXPANSION
TIMELINETIMELINE
May 15, 2000May 15, 2000
Management postpones expansion projectManagement postpones expansion project
December 18, 2001December 18, 2001
Board of Directors revives expansionBoard of Directors revives expansion
May 15, 2002May 15, 2002
KOM presents re-sized recommendationKOM presents re-sized recommendation
December 17, 2002December 17, 2002
Board of Directors authorizes M&A activityBoard of Directors authorizes M&A activity
Ends expansion plansEnds expansion plans
8. Proposed ExpansionProposed Expansion
A total of 41,000 SQ. FT. of Perishable space would be added toA total of 41,000 SQ. FT. of Perishable space would be added to
the existing perishable center.the existing perishable center.
The frozen food would increase from 9,100 SQ. FT. to 18500 SQ.The frozen food would increase from 9,100 SQ. FT. to 18500 SQ.
FT., Meat from 6,400 SQ. FT. to 10,750 SQ. FT., Dairy/Deli fromFT., Meat from 6,400 SQ. FT. to 10,750 SQ. FT., Dairy/Deli from
4,800 SQ. FT. to 18,400 SQ. FT. and Produce from 9,500 SQ. FT.4,800 SQ. FT. to 18,400 SQ. FT. and Produce from 9,500 SQ. FT.
to 12,850 SQ. FT.to 12,850 SQ. FT.
The Dock area would increase from 4,600 SQ. FT. to 17,900 SQ.The Dock area would increase from 4,600 SQ. FT. to 17,900 SQ.
FT.FT.
Eight (8) new loading doors would be installed to allow for loadingEight (8) new loading doors would be installed to allow for loading
off from a temperature controlled dock.off from a temperature controlled dock.
The existing Freon refrigeration system would be replaced with anThe existing Freon refrigeration system would be replaced with an
ammonia system.ammonia system.
9. Growing Labor ExpensesGrowing Labor Expenses
For fiscal 2004 there were 1,643,186 cases received in meat,For fiscal 2004 there were 1,643,186 cases received in meat,
dairy and frozen or 59,198 pallets of merchandise.dairy and frozen or 59,198 pallets of merchandise.
Out of that number 423,228 cases we handled 4 times fromOut of that number 423,228 cases we handled 4 times from
receipt to the delivery truck. Twice more than necessary !receipt to the delivery truck. Twice more than necessary !
In addition 21,161 were handled 6 times due to going to outsideIn addition 21,161 were handled 6 times due to going to outside
storage. Outside storage causes the operation to receive thestorage. Outside storage causes the operation to receive the
product twice as well.product twice as well.
Due to space constraints buy quantities have forced theDue to space constraints buy quantities have forced the
operation to receive 821,593 cases 3 times more frequentlyoperation to receive 821,593 cases 3 times more frequently
than necessary.than necessary.
Industry average of cases per pallet for these 3 categories is 60Industry average of cases per pallet for these 3 categories is 60
cases. AGME average? 29 Cases.cases. AGME average? 29 Cases.
AGME will spent $39,933 in fuel and labor transporting to andAGME will spent $39,933 in fuel and labor transporting to and
from South Gardiner.from South Gardiner.
Net annual affect of additional handling, travel and employeeNet annual affect of additional handling, travel and employee
10. Electrical Utilities CostsElectrical Utilities Costs
Electrical Utility costs for fiscal 2005 will be $245,000Electrical Utility costs for fiscal 2005 will be $245,000
Half of the load is due to refrigeration!Half of the load is due to refrigeration!
Industry standards report a minimum of 25% savings inIndustry standards report a minimum of 25% savings in
utilities by converting to Ammonia refrigeration systems.utilities by converting to Ammonia refrigeration systems.
Net annual savings of $32,500Net annual savings of $32,500
In addition, the elimination of 5 electric storage unitsIn addition, the elimination of 5 electric storage units
would result in an additional annual savings of $44,000 inwould result in an additional annual savings of $44,000 in
utilities and storage trailer maintenance.utilities and storage trailer maintenance.
The elimination of the South Gardiner facility in year 3The elimination of the South Gardiner facility in year 3
would provide an additional annual savings of $42,000would provide an additional annual savings of $42,000
although this may be offset by the need for outsidealthough this may be offset by the need for outside
storage of Holiday Turkeys.storage of Holiday Turkeys.
11. Refrigeration MaintenanceRefrigeration Maintenance
Annual refrigeration maintenance costs for the 30 yearAnnual refrigeration maintenance costs for the 30 year
old South Gardiner facility & 19 year old AGME facilityold South Gardiner facility & 19 year old AGME facility
are projected to reach $75,000 for fiscal 2005.are projected to reach $75,000 for fiscal 2005.
Industry standards report that maintenance costs areIndustry standards report that maintenance costs are
reduced by as much as 75% by converting from areduced by as much as 75% by converting from a
mechanical Freon based system to an ammonia system.mechanical Freon based system to an ammonia system.
Eliminating the SG Facility in year 3 and converting toEliminating the SG Facility in year 3 and converting to
ammonia at AGME would reduce the annual refrigerationammonia at AGME would reduce the annual refrigeration
maintenance cost by as much as $56,250maintenance cost by as much as $56,250
12. Damages & ShrinkDamages & Shrink
There are a total of 2,148 pallets in reserve locations inThere are a total of 2,148 pallets in reserve locations in
Meat, Dairy and Frozen.Meat, Dairy and Frozen.
There are a total of 1,680 possible reserve bays in Meat,There are a total of 1,680 possible reserve bays in Meat,
Dairy and Frozen.Dairy and Frozen.
Currently 77% of the reserve locations in these threeCurrently 77% of the reserve locations in these three
coolers have more than 3 pallets in a single reserve.coolers have more than 3 pallets in a single reserve.
What does that mean?What does that mean?
Replenishment labor is doubled as a result of droppingReplenishment labor is doubled as a result of dropping
the stack, splitting the stack and returning the stack tothe stack, splitting the stack and returning the stack to
reserve.reserve.
In addition the warehouse incurred $8,700 in dairy,In addition the warehouse incurred $8,700 in dairy,
$1,500 in bakery, $2,500 in meat/deli, $3,000 in frozen$1,500 in bakery, $2,500 in meat/deli, $3,000 in frozen
food and $2,500 in produce as a result of warehousefood and $2,500 in produce as a result of warehouse
15. “Workers Comp Data”
2003
45 First reports filed for Workers
Compensation.
27 of these reports originated in the
Perishable Area
Total of 1142 restricted days 77% of these
days originated in the Perishable Area
Average cost shoulder strain $ 10,000
Med only
Average cost shoulder surgery $
30,000 Med only
Average cost of a back strain $ 10,000 Med
only
Average cost of a back surgery $
25,000 Med only
Average cost of a back fusion $
50,000 Med only
20. IMPACT ON INSURANCEIMPACT ON INSURANCE
Building PremiumBuilding Premium
Building and contents estimated at $5,000,000Building and contents estimated at $5,000,000
Premium increase $ 3,526Premium increase $ 3,526
Savings IncurredSavings Incurred
Deletion of 4 Storage trailers ( $ 936)Deletion of 4 Storage trailers ( $ 936)
Premium in workers compensation ($ 9,067)Premium in workers compensation ($ 9,067)
Net Effect: Saving of ($6,477)Net Effect: Saving of ($6,477)
23. PROCUREMENT &PROCUREMENT &
MARKETINGMARKETING
FROZEN CASH DISCOUNTFROZEN CASH DISCOUNT
90% WILL REALIZE 2%90% WILL REALIZE 2%
10% WILL REALIZE 1%10% WILL REALIZE 1%
GAIN OF $43,700GAIN OF $43,700
24. PROCUREMENT &PROCUREMENT &
MARKETINGMARKETING
$55,250 FIRST YEAR SLOTTING GAIN$55,250 FIRST YEAR SLOTTING GAIN
FROZEN FOODFROZEN FOOD $24,000$24,000
DAIRYDAIRY $12,250$12,250
BAKERYBAKERY $4,000$4,000
MEAT/DELIMEAT/DELI $15,000$15,000
ONGOING IN FROZENONGOING IN FROZEN $14,400$14,400
25. PROCUREMENT &PROCUREMENT &
MARKETINGMARKETING
$64,000 PER YEAR IN FROZEN FOOD$64,000 PER YEAR IN FROZEN FOOD
AD INCOMEAD INCOME
RUN 8 FROZEN FOOD ITEMS PERRUN 8 FROZEN FOOD ITEMS PER
WEEKWEEK
$200 FLAT FEE PER ITEM$200 FLAT FEE PER ITEM
40 NATIONAL BRAND ITEMS PER YEAR40 NATIONAL BRAND ITEMS PER YEAR
27. PROCUREMENT &PROCUREMENT &
MARKETINGMARKETING
$20,800 PER YEAR IN DEAL INCOME$20,800 PER YEAR IN DEAL INCOME
ABILITY TO PURCHASE EXTRAABILITY TO PURCHASE EXTRA
PRODUCTPRODUCT
MAKE SPECIAL BUYS & TRUCKLOADMAKE SPECIAL BUYS & TRUCKLOAD
PURCHASESPURCHASES
28. PROCUREMENT &PROCUREMENT &
MARKETINGMARKETING
$112,770 ADDITIONAL PROFIT ON$112,770 ADDITIONAL PROFIT ON
SALES OF ADDITIONAL VARIETYSALES OF ADDITIONAL VARIETY
USED NUMBER OF NEW ITEMS PERUSED NUMBER OF NEW ITEMS PER
DEPARTMENTDEPARTMENT
AVERAGE WEEKLY MOVEMENT OF 7AVERAGE WEEKLY MOVEMENT OF 7
CASESCASES
AVERAGE DEPARTMENT CASE COSTAVERAGE DEPARTMENT CASE COST
USED CURRENT DEPARTMENT
30. PROCUREMENT &PROCUREMENT &
MARKETINGMARKETING
WILL REALIZE LOSS OF 2% IN MARGINWILL REALIZE LOSS OF 2% IN MARGIN
LACK OF ABILITY TO BUY INLACK OF ABILITY TO BUY IN
TRUCKLOAD AT THE BEGINNINGTRUCKLOAD AT THE BEGINNING
ENSURE KEEPING PRODUCT COSTSENSURE KEEPING PRODUCT COSTS
THE SAME TO OUR CUSTOMERSTHE SAME TO OUR CUSTOMERS
THE DIFFERENCE IN THIS LOSS ANDTHE DIFFERENCE IN THIS LOSS AND
THE ELIMINATION OF BOZZUTO’S FEETHE ELIMINATION OF BOZZUTO’S FEE
IS A LOSS OF .40% MARGINIS A LOSS OF .40% MARGIN
32. OTHER EXPENSESOTHER EXPENSES
DEPRECIATIONDEPRECIATION
EXPANSION COSTS OF $4.7 MIILIONEXPANSION COSTS OF $4.7 MIILION
PRE-COSTS OF $100,000PRE-COSTS OF $100,000
INTERIM INTEREST OF $76,000INTERIM INTEREST OF $76,000
DEPRECIATE OVER 39 YEARS FOR BOOKDEPRECIATE OVER 39 YEARS FOR BOOK
YEARLY NON-CASH EXPENSE OF $125KYEARLY NON-CASH EXPENSE OF $125K
33. OTHER EXPENSESOTHER EXPENSES
INTERESTINTEREST
6 MONTH CONSTRUCTION LOAN USING6 MONTH CONSTRUCTION LOAN USING
A 30 DAY LIBOR RATEA 30 DAY LIBOR RATE
CONVERT TO A MORTGAGE LOAN INCONVERT TO A MORTGAGE LOAN IN
OCTOBEROCTOBER
MORTGAGE LEVEL PAYMENT OF 15MORTGAGE LEVEL PAYMENT OF 15
YEARS WITH A 15 YEAR AMORTIZATIONYEARS WITH A 15 YEAR AMORTIZATION
AT 6.62% FIXED RATEAT 6.62% FIXED RATE
TOTAL MORTGAGE LOAN OF $4,815,000TOTAL MORTGAGE LOAN OF $4,815,000
34. OTHER EXPENSESOTHER EXPENSES
REAL ESTATE TAXESREAL ESTATE TAXES
ASSUMPTION TO HAVE A 5 YEAR TIFASSUMPTION TO HAVE A 5 YEAR TIF
CREDITCREDIT
THIS WOULD REDUCE OUR TAXES BYTHIS WOULD REDUCE OUR TAXES BY
50% FOR YEARS 1 THROUGH 550% FOR YEARS 1 THROUGH 5
35. ASSUMPTIONSASSUMPTIONS
USED 2% INFLATION FACTORUSED 2% INFLATION FACTOR
FOR:FOR:
ADDT’L GROSS ON SALES-VARIETYADDT’L GROSS ON SALES-VARIETY
DIRECT LABORDIRECT LABOR
REDUCTION IN REFRIDGERATIONREDUCTION IN REFRIDGERATION
COSTSCOSTS
ELECTRICAL UTILITIES SAVINGSELECTRICAL UTILITIES SAVINGS
OUTSIDE STORAGE COSTS-SO.OUTSIDE STORAGE COSTS-SO.
GARDINERGARDINER
OUTSIDE STORAGE COSTS-TURKEYSOUTSIDE STORAGE COSTS-TURKEYS
TRAILER STORAGE LABOR COSTTRAILER STORAGE LABOR COST
36. ASSUMPTIONSASSUMPTIONS
USED 39 YEARS TO DEPRECIATEUSED 39 YEARS TO DEPRECIATE
TIF CREDIT FOR 5 YRS AT 50%TIF CREDIT FOR 5 YRS AT 50%
SAVINGS FOR REAL ESTATE TAXESSAVINGS FOR REAL ESTATE TAXES
FOR THIS PROPOSAL A 10 YEARFOR THIS PROPOSAL A 10 YEAR
CASH FLOW ANALYSIS WAS USED.CASH FLOW ANALYSIS WAS USED.
ONLY 1 MILLION IN SALES GROWTHONLY 1 MILLION IN SALES GROWTH
WAS FACTORED (VARIETY) FORWAS FACTORED (VARIETY) FOR
THIS ANALYSIS.THIS ANALYSIS.
37. CASHFLOWCASHFLOW
POSITIVE CASHFLOW ALL 10POSITIVE CASHFLOW ALL 10
YEARSYEARS
CASHFLOW DEVELOPED BY:CASHFLOW DEVELOPED BY:
TAKING TOTAL INCOMETAKING TOTAL INCOME
PLUS DEPRECIATIONPLUS DEPRECIATION
PLUS INTERESTPLUS INTEREST
LESS LOAN PAYMENTLESS LOAN PAYMENT
38. RETAIL SALES ANDRETAIL SALES AND
DEVELOPMENTDEVELOPMENT
RAY JACQUESRAY JACQUES
V.P. SALESV.P. SALES
39. PERCEPTIONPERCEPTION
TEAM MOVING IN A POSITIVETEAM MOVING IN A POSITIVE
DIRECTIONDIRECTION
LACK OF VARIETY IN PERISHABLESLACK OF VARIETY IN PERISHABLES
SERVICE LARGER STORES NEEDSSERVICE LARGER STORES NEEDS
NEED LARGER ACCOUNTS FORNEED LARGER ACCOUNTS FOR
ROTATION AND TURNSROTATION AND TURNS
GROWTH IN PERISHABLESGROWTH IN PERISHABLES
FROZEN FOOD FASTEST GROWINGFROZEN FOOD FASTEST GROWING
CATEGORY
40. DIRECTIONDIRECTION
BECOME BEST INDEPENDENTBECOME BEST INDEPENDENT
DISTRIBUTORDISTRIBUTOR
SET AN EXAMPLE FOR CURRENTSET AN EXAMPLE FOR CURRENT
CUSTOMER BASECUSTOMER BASE
INSPIRE DEVELOPMENT ANDINSPIRE DEVELOPMENT AND
EXPANSIONEXPANSION
TOOLS TO GROW MEMBERSHIPTOOLS TO GROW MEMBERSHIP
41. DIRECTIONDIRECTION
WE MUST UPGRADE AND EXPANDWE MUST UPGRADE AND EXPAND
OUR PERISHABLE FACILITYOUR PERISHABLE FACILITY
““THIS IS OUR GREATESTTHIS IS OUR GREATEST
TOOL, OUR GREATESTTOOL, OUR GREATEST
ASSET”ASSET”
42. IMAGEIMAGE
CREATE A NEW PERCEPTION OFCREATE A NEW PERCEPTION OF
AGMEAGME
INSTILL EXCITEMENT AND PRIDEINSTILL EXCITEMENT AND PRIDE
INSPIRE GROWTH ANDINSPIRE GROWTH AND
DEVELOPMENTDEVELOPMENT
PART OF A WINNING TEAMPART OF A WINNING TEAM
NEW PERCEIVED IMAGENEW PERCEIVED IMAGE
43. AGME A WINNING TEAMAGME A WINNING TEAM
THETHE BESTBEST
INDEPENDENTINDEPENDENT
DISTRIBUTORDISTRIBUTOR
ININ
NEW ENGLANDNEW ENGLAND