This document provides an overview of the business management structure and operations of Aircraft & Missiles - Southern California. It describes the various departments and responsibilities within contracts and pricing, accounting, financial management, and information systems. Major programs discussed include the B-1B, C-17, and derivative aircraft. The document also includes a glossary of financial and business terms.
This document provides an overview of accounting concepts including the accounting cycle, T-accounts, trial balance, adjusting entries, and closing entries. It explains the steps in the accounting cycle as transactions are recorded in journals and ledgers, trial balances are prepared, adjusting entries are made, and financial statements are produced. T-accounts are introduced as the format for recording debits and credits to general ledger accounts. The roles of the trial balance, adjusting entries, and closing entries in preparing accurate financial statements are also summarized.
The document is an assignment for learners studying managing financial resources for a business. It provides two scenarios and associated tasks. The first task involves creating an information pack identifying sources of finance for businesses and providing case studies. The second scenario has the learner taking a temporary role as a financial consultant for a company, which involves analyzing a cash flow forecast, making recommendations to address cash flow issues, and performing an investment appraisal of two projects using net present value.
This document contains a cover letter and CV for Khalid Mohammed M. El Hady Ghubish. The cover letter states his objective is to attain the highest level in accounting and financial management and seek a challenging position as a finance manager.
The CV summarizes his education and over 28 years of experience in financial management roles. His most recent role is Financial Manager at Al Fares Al Arabi for Oils, Soap and Detergent where he is responsible for funds management, working capital management, and ensuring implementation of financial policies and procedures. Previously he was Financial Manager at Ormet Contracting and Trading Companies Group where he managed accounting and financial functions.
BENCHMARKING: How Do You Stack Up Against Your CompetitionCBIZ, Inc.
It's important to know where you stand against the competition. Use this presentation to see how you can accurately compare yourself to the competition.
Process engineering economics i industrial engineering managementLuis Cabrera
The document discusses process engineering economics and the balanced scorecard approach. It provides an example of a 3PL logistics company's balanced scorecard for fiscal year 2020. The scorecard outlines objectives, initiatives, metrics and critical success factors. It also identifies opportunities, threats and support needed from management. Key business metrics included turnover of 138 million and targets for new business from Volkswagen and a joint venture. EBITDA, a key financial metric, is also explained as earnings before interest, taxes, depreciation and amortization.
This chapter discusses key financial statements - the income statement, balance sheet, and statement of cash flows. The income statement shows a company's profits over a period of time. The balance sheet provides a snapshot of a company's financial position at a point in time by listing assets, liabilities, and equity. The statement of cash flows measures a company's free cash flows by tracking cash from operations, investing, and financing activities. Free cash flow is an important measure because cash, not profits, is what matters most to investors.
The document provides an orientation for new members of the Schertz Economic Development Corporation Board. It covers prerequisites for board membership, attendance requirements at monthly meetings, an introduction to Texas Type B economic development corporations, the strategic plan and goals of the Schertz EDC, financial statements and budgets, conflicts of interest policies, and how board members can engage with EDC staff and the community. Board members are expected to attend monthly meetings, complete open meetings training, and disclose any conflicts of interest. The Schertz EDC focuses on projects that create or retain primary jobs through activities like business attraction, expansion, and entrepreneurship support.
Here are the answers to the quiz questions:
1. Balance Sheet
2. Income Statement
3. The accounting equation - Assets = Liabilities + Owner's Equity
4. Revenue and Expense accounts
5. Balance Sheet and Statement of Cash Flows
6. Revenue, Expenses, Net Income
7. Balance Sheet
8. Stockholder's Equity or Shareholder's Equity
This document provides an overview of accounting concepts including the accounting cycle, T-accounts, trial balance, adjusting entries, and closing entries. It explains the steps in the accounting cycle as transactions are recorded in journals and ledgers, trial balances are prepared, adjusting entries are made, and financial statements are produced. T-accounts are introduced as the format for recording debits and credits to general ledger accounts. The roles of the trial balance, adjusting entries, and closing entries in preparing accurate financial statements are also summarized.
The document is an assignment for learners studying managing financial resources for a business. It provides two scenarios and associated tasks. The first task involves creating an information pack identifying sources of finance for businesses and providing case studies. The second scenario has the learner taking a temporary role as a financial consultant for a company, which involves analyzing a cash flow forecast, making recommendations to address cash flow issues, and performing an investment appraisal of two projects using net present value.
This document contains a cover letter and CV for Khalid Mohammed M. El Hady Ghubish. The cover letter states his objective is to attain the highest level in accounting and financial management and seek a challenging position as a finance manager.
The CV summarizes his education and over 28 years of experience in financial management roles. His most recent role is Financial Manager at Al Fares Al Arabi for Oils, Soap and Detergent where he is responsible for funds management, working capital management, and ensuring implementation of financial policies and procedures. Previously he was Financial Manager at Ormet Contracting and Trading Companies Group where he managed accounting and financial functions.
BENCHMARKING: How Do You Stack Up Against Your CompetitionCBIZ, Inc.
It's important to know where you stand against the competition. Use this presentation to see how you can accurately compare yourself to the competition.
Process engineering economics i industrial engineering managementLuis Cabrera
The document discusses process engineering economics and the balanced scorecard approach. It provides an example of a 3PL logistics company's balanced scorecard for fiscal year 2020. The scorecard outlines objectives, initiatives, metrics and critical success factors. It also identifies opportunities, threats and support needed from management. Key business metrics included turnover of 138 million and targets for new business from Volkswagen and a joint venture. EBITDA, a key financial metric, is also explained as earnings before interest, taxes, depreciation and amortization.
This chapter discusses key financial statements - the income statement, balance sheet, and statement of cash flows. The income statement shows a company's profits over a period of time. The balance sheet provides a snapshot of a company's financial position at a point in time by listing assets, liabilities, and equity. The statement of cash flows measures a company's free cash flows by tracking cash from operations, investing, and financing activities. Free cash flow is an important measure because cash, not profits, is what matters most to investors.
The document provides an orientation for new members of the Schertz Economic Development Corporation Board. It covers prerequisites for board membership, attendance requirements at monthly meetings, an introduction to Texas Type B economic development corporations, the strategic plan and goals of the Schertz EDC, financial statements and budgets, conflicts of interest policies, and how board members can engage with EDC staff and the community. Board members are expected to attend monthly meetings, complete open meetings training, and disclose any conflicts of interest. The Schertz EDC focuses on projects that create or retain primary jobs through activities like business attraction, expansion, and entrepreneurship support.
Here are the answers to the quiz questions:
1. Balance Sheet
2. Income Statement
3. The accounting equation - Assets = Liabilities + Owner's Equity
4. Revenue and Expense accounts
5. Balance Sheet and Statement of Cash Flows
6. Revenue, Expenses, Net Income
7. Balance Sheet
8. Stockholder's Equity or Shareholder's Equity
Managing changing environment of finance with SAPDevdut Saha
This document discusses managing changes to an organization's finance function through the implementation of SAP software. Key changes include new IFRS standards, GST taxation reforms, and increased regulatory compliance. SAP offers various applications that can help address these changes, such as modules for financial reporting, tax management, analytics, and performance management. The document proposes a change management model to maximize benefits and control costs when implementing SAP, with constraints on budgets for training, organizational changes, and time required for new financial processes.
The document discusses ABC Company's budgeting and financial reporting processes. It provides details on establishing the annual budget, including identifying income/expense items and new budget inclusions. The budget implements a sales increase for the outbound service and includes preparing a sales budget and profit calculation worksheet. Managers and supervisors are invited to a meeting via email to discuss the budget. The report addresses preventing misappropriation of funds, considering financial risks and mitigation plans, maintaining an audit trail, and complying with due diligence. Analysis of variances between actual and budgeted Q1 results is provided, along with recommendations to improve financial viability, such as negotiating supply costs and increasing client base. Financial management processes are evaluated as effective based on strategies
This document discusses the statement of comprehensive income. It begins by outlining the benefits and limitations of the income statement. It then describes the key elements of the income statement including revenue, expenses, gross profit, operating income, and net income. It also covers discontinued operations and how they are reported. The document concludes by explaining the statement of comprehensive income, retained earnings statement, and statement of changes in equity.
Fm11 ch 15 corporate valuation, value based management, and corporate governanceNhu Tuyet Tran
This document discusses corporate valuation, value-based management, and corporate governance. It defines assets-in-place and nonoperating assets as the two types of assets a company owns. It provides formulas for calculating the value of operations using discounted cash flow analysis and outlines how to determine total corporate value, claims on value, and market value added. The document also discusses value-based management, the four value drivers, and how corporate governance mechanisms like anti-takeover provisions and board composition can impact manager entrenchment and shareholder value.
This document provides an agenda and guidance for creating financial projections for T-Hub. It discusses both top-down and bottom-up approaches to projections and outlines over 50 items that should be included in a financial projection checklist, such as estimating costs, revenues, and key assumptions. The document also provides examples of financial statements and explains how the balance sheet, income statement, and cash flow statement relate to each other.
The document discusses estimating cash flows for capital budgeting projects. It explains that estimating cash flows is the most difficult and error-prone part of capital budgeting. The general approach to cash flow estimation is outlined, including forecasting sales, costs, assets, depreciation, taxes, and cash flows over multiple periods. Specific issues like sunk costs, opportunity costs, and taxes are also discussed. Methods for estimating cash flows for new ventures, expansions, and replacement projects are provided with examples.
Cash flow estimation ppt @ bec doms on financeBabasab Patil
The document discusses estimating cash flows for capital budgeting projects. It explains that cash flow estimation involves forecasting sales, costs, expenses, assets needed, depreciation, and taxes over time. The general process is the same for new projects, expansions, and replacements, but replacements typically require less estimation. Key steps are outlined for estimating cash flows for new ventures and replacements, including identifying incremental impacts and dealing with subjective estimates.
This document provides an introduction to the nature and scope of cost accounting. It discusses:
1) The need for cost accounting arose due to limitations of financial accounting in providing adequate cost data for management decision making.
2) Cost accounting evolved over time from tracking direct costs to also incorporating overhead costs and developing standard costing techniques.
3) Cost accounting has broad scope including costing, cost accounting, cost control techniques like budgeting, and cost auditing. Its goal is to provide useful internal reporting to aid management functions.
Managerial accounting provides economic and financial information for internal use by managers. It differs from financial accounting which produces reports for external users. Managerial accounting helps with planning, directing, and controlling a business. It involves tracking costs including direct materials, direct labor, and manufacturing overhead. These costs are either product costs, which are included in inventory, or period costs which are expenses. Managerial accounting also computes cost of goods manufactured using total manufacturing costs for the period plus beginning work in process, less ending work in process.
The document provides an overview of management accounting concepts including definitions of management accounting and its functions. It compares management accounting to financial accounting, outlining their differences in areas such as users, guidelines, emphasis, and orientation. It also discusses management functions including planning, organizing, and controlling. Ethical standards for management accountants are presented, focusing on competence, integrity, confidentiality, and objectivity.
The document provides an overview of developing a financial plan for a small business. It discusses the importance of a financial plan and outlines the key steps and components involved, including gathering financial inputs, determining project costs and sources of financing, and preparing pro forma cash flow statements, income statements, and balance sheets. Basic financial analysis techniques like calculating liquidity, efficiency, and profitability ratios are also covered to evaluate the financial position and performance of the business. The financial plan helps determine funding needs, ensure viability, and provide guidance for project implementation and management.
The document discusses the purpose and analysis of funds flow statements. It explains that a funds flow statement measures changes in a firm's financial position between two balance sheet dates by analyzing sources and uses of funds. Sources typically include profits, debt increases, and asset sales, while uses typically include asset purchases, debt repayments, dividends, and working capital increases. The document then provides details on calculating sources and uses of funds, and constructing a funds flow statement.
Nikhil Kapoor has over 14 years of experience in finance, accounts, and project management roles. He is currently the Head Circle Controller at Indus Towers Limited, where he oversees the finance functions and delivers profitability. Prior to this, he held various finance and accounts positions at Shell India Marketing, Syntel Limited, 3i Infotech, Sahara India, and Hindustan Aeronautics Limited.
Financial statements are formal records produced by companies that represent their financial activities and position. There are four key financial statements: (1) the statement of profit and loss shows incomes and expenses over a period, (2) the statement of financial position outlines assets and capital/liabilities, (3) the statement of changes in equity tracks movements in reserves, and (4) the statement of cash flows reports cash flow. These statements are used by shareholders and others interested in a company's profits to understand its financial performance and position.
8 9 forecasting of financial statementsJohn McSherry
1) Lectures 8 and 9 cover forecasting techniques and credit risk analysis. Readings are provided on analyst forecasts and credit risk assessment models.
2) There are two general approaches to forecasting - non-econometric qualitative methods typically used by analysts, and econometric quantitative methods. Top-down and bottom-up are common non-econometric techniques.
3) Financial ratios tend to revert to historical norms over time. An analysis of a company's ratios should consider the typical behavior of those ratios and anchor forecasts accordingly.
RAB Design's RFL LED is a sleek, ruggedly designed, high efficiency floodlight. This LED flood has multiple mounting options and accessories to suit a wide range of applications.
RAB Design Lighting's FW4 LED series is an ideal LED replacement for a T8/T5 HO fixture. Here are some installation photos at various locations ranging from meat processing locations, industrial locations and a Crossfit faciltiy.
Makeda W. Moore is a graduate student in clinical psychology at the University of Florida specializing in clinical child and pediatric psychology. She has extensive research experience in autism and developmental neuropsychology. Her research has included assessing screening tools for autism, investigating atypical eye contact as a predictor of developmental trajectories in toddlers with autism, and piloting a novel social cognition assessment tool. She has authored or co-authored several publications and presented her research widely at professional conferences.
Marketing Magazine Consumer and Marketer Video Study Commissioned by Videolog...Ryan Ladisa
Consumers are leading marketers towards cross-screen video convergence:
- Canadians now consume video across many connected devices like smartphones, tablets, and internet-enabled TVs, blurring the lines between TV and online video.
- While most viewing still occurs on traditional TVs, simultaneous "second-screen" viewing is common, with over half of Canadians using other devices while watching TV.
- Marketers are optimistic about video's growth but have yet to fully develop video advertising strategies that take advantage of cross-device viewing. Perceived challenges around measurement and targeting may be holding them back.
The DVAKS LED is a 14W energy efficient vapourproof fixture. This series of fixtures comprises the DVAKS LED which can be ceiling mounted, the DVBKS LED which can be wall mounted and the DVCS LED which can be pendant mounted. The DVAKS LED series of fixtures has been intelligently designed to replace the existing incandescent vapourproof utility fixture.
The document provides an overview of the services offered by Global Technology, a technology consulting firm. They offer a wide range of digital marketing and technology services including social media marketing, search engine optimization, reputation management, public relations, web development, eCommerce solutions, database infrastructure, and creative design. Their approach involves collaborating with clients to develop a strategic technology plan through a six step process of establishing goals, analyzing needs, and implementing recommendations.
Managing changing environment of finance with SAPDevdut Saha
This document discusses managing changes to an organization's finance function through the implementation of SAP software. Key changes include new IFRS standards, GST taxation reforms, and increased regulatory compliance. SAP offers various applications that can help address these changes, such as modules for financial reporting, tax management, analytics, and performance management. The document proposes a change management model to maximize benefits and control costs when implementing SAP, with constraints on budgets for training, organizational changes, and time required for new financial processes.
The document discusses ABC Company's budgeting and financial reporting processes. It provides details on establishing the annual budget, including identifying income/expense items and new budget inclusions. The budget implements a sales increase for the outbound service and includes preparing a sales budget and profit calculation worksheet. Managers and supervisors are invited to a meeting via email to discuss the budget. The report addresses preventing misappropriation of funds, considering financial risks and mitigation plans, maintaining an audit trail, and complying with due diligence. Analysis of variances between actual and budgeted Q1 results is provided, along with recommendations to improve financial viability, such as negotiating supply costs and increasing client base. Financial management processes are evaluated as effective based on strategies
This document discusses the statement of comprehensive income. It begins by outlining the benefits and limitations of the income statement. It then describes the key elements of the income statement including revenue, expenses, gross profit, operating income, and net income. It also covers discontinued operations and how they are reported. The document concludes by explaining the statement of comprehensive income, retained earnings statement, and statement of changes in equity.
Fm11 ch 15 corporate valuation, value based management, and corporate governanceNhu Tuyet Tran
This document discusses corporate valuation, value-based management, and corporate governance. It defines assets-in-place and nonoperating assets as the two types of assets a company owns. It provides formulas for calculating the value of operations using discounted cash flow analysis and outlines how to determine total corporate value, claims on value, and market value added. The document also discusses value-based management, the four value drivers, and how corporate governance mechanisms like anti-takeover provisions and board composition can impact manager entrenchment and shareholder value.
This document provides an agenda and guidance for creating financial projections for T-Hub. It discusses both top-down and bottom-up approaches to projections and outlines over 50 items that should be included in a financial projection checklist, such as estimating costs, revenues, and key assumptions. The document also provides examples of financial statements and explains how the balance sheet, income statement, and cash flow statement relate to each other.
The document discusses estimating cash flows for capital budgeting projects. It explains that estimating cash flows is the most difficult and error-prone part of capital budgeting. The general approach to cash flow estimation is outlined, including forecasting sales, costs, assets, depreciation, taxes, and cash flows over multiple periods. Specific issues like sunk costs, opportunity costs, and taxes are also discussed. Methods for estimating cash flows for new ventures, expansions, and replacement projects are provided with examples.
Cash flow estimation ppt @ bec doms on financeBabasab Patil
The document discusses estimating cash flows for capital budgeting projects. It explains that cash flow estimation involves forecasting sales, costs, expenses, assets needed, depreciation, and taxes over time. The general process is the same for new projects, expansions, and replacements, but replacements typically require less estimation. Key steps are outlined for estimating cash flows for new ventures and replacements, including identifying incremental impacts and dealing with subjective estimates.
This document provides an introduction to the nature and scope of cost accounting. It discusses:
1) The need for cost accounting arose due to limitations of financial accounting in providing adequate cost data for management decision making.
2) Cost accounting evolved over time from tracking direct costs to also incorporating overhead costs and developing standard costing techniques.
3) Cost accounting has broad scope including costing, cost accounting, cost control techniques like budgeting, and cost auditing. Its goal is to provide useful internal reporting to aid management functions.
Managerial accounting provides economic and financial information for internal use by managers. It differs from financial accounting which produces reports for external users. Managerial accounting helps with planning, directing, and controlling a business. It involves tracking costs including direct materials, direct labor, and manufacturing overhead. These costs are either product costs, which are included in inventory, or period costs which are expenses. Managerial accounting also computes cost of goods manufactured using total manufacturing costs for the period plus beginning work in process, less ending work in process.
The document provides an overview of management accounting concepts including definitions of management accounting and its functions. It compares management accounting to financial accounting, outlining their differences in areas such as users, guidelines, emphasis, and orientation. It also discusses management functions including planning, organizing, and controlling. Ethical standards for management accountants are presented, focusing on competence, integrity, confidentiality, and objectivity.
The document provides an overview of developing a financial plan for a small business. It discusses the importance of a financial plan and outlines the key steps and components involved, including gathering financial inputs, determining project costs and sources of financing, and preparing pro forma cash flow statements, income statements, and balance sheets. Basic financial analysis techniques like calculating liquidity, efficiency, and profitability ratios are also covered to evaluate the financial position and performance of the business. The financial plan helps determine funding needs, ensure viability, and provide guidance for project implementation and management.
The document discusses the purpose and analysis of funds flow statements. It explains that a funds flow statement measures changes in a firm's financial position between two balance sheet dates by analyzing sources and uses of funds. Sources typically include profits, debt increases, and asset sales, while uses typically include asset purchases, debt repayments, dividends, and working capital increases. The document then provides details on calculating sources and uses of funds, and constructing a funds flow statement.
Nikhil Kapoor has over 14 years of experience in finance, accounts, and project management roles. He is currently the Head Circle Controller at Indus Towers Limited, where he oversees the finance functions and delivers profitability. Prior to this, he held various finance and accounts positions at Shell India Marketing, Syntel Limited, 3i Infotech, Sahara India, and Hindustan Aeronautics Limited.
Financial statements are formal records produced by companies that represent their financial activities and position. There are four key financial statements: (1) the statement of profit and loss shows incomes and expenses over a period, (2) the statement of financial position outlines assets and capital/liabilities, (3) the statement of changes in equity tracks movements in reserves, and (4) the statement of cash flows reports cash flow. These statements are used by shareholders and others interested in a company's profits to understand its financial performance and position.
8 9 forecasting of financial statementsJohn McSherry
1) Lectures 8 and 9 cover forecasting techniques and credit risk analysis. Readings are provided on analyst forecasts and credit risk assessment models.
2) There are two general approaches to forecasting - non-econometric qualitative methods typically used by analysts, and econometric quantitative methods. Top-down and bottom-up are common non-econometric techniques.
3) Financial ratios tend to revert to historical norms over time. An analysis of a company's ratios should consider the typical behavior of those ratios and anchor forecasts accordingly.
RAB Design's RFL LED is a sleek, ruggedly designed, high efficiency floodlight. This LED flood has multiple mounting options and accessories to suit a wide range of applications.
RAB Design Lighting's FW4 LED series is an ideal LED replacement for a T8/T5 HO fixture. Here are some installation photos at various locations ranging from meat processing locations, industrial locations and a Crossfit faciltiy.
Makeda W. Moore is a graduate student in clinical psychology at the University of Florida specializing in clinical child and pediatric psychology. She has extensive research experience in autism and developmental neuropsychology. Her research has included assessing screening tools for autism, investigating atypical eye contact as a predictor of developmental trajectories in toddlers with autism, and piloting a novel social cognition assessment tool. She has authored or co-authored several publications and presented her research widely at professional conferences.
Marketing Magazine Consumer and Marketer Video Study Commissioned by Videolog...Ryan Ladisa
Consumers are leading marketers towards cross-screen video convergence:
- Canadians now consume video across many connected devices like smartphones, tablets, and internet-enabled TVs, blurring the lines between TV and online video.
- While most viewing still occurs on traditional TVs, simultaneous "second-screen" viewing is common, with over half of Canadians using other devices while watching TV.
- Marketers are optimistic about video's growth but have yet to fully develop video advertising strategies that take advantage of cross-device viewing. Perceived challenges around measurement and targeting may be holding them back.
The DVAKS LED is a 14W energy efficient vapourproof fixture. This series of fixtures comprises the DVAKS LED which can be ceiling mounted, the DVBKS LED which can be wall mounted and the DVCS LED which can be pendant mounted. The DVAKS LED series of fixtures has been intelligently designed to replace the existing incandescent vapourproof utility fixture.
The document provides an overview of the services offered by Global Technology, a technology consulting firm. They offer a wide range of digital marketing and technology services including social media marketing, search engine optimization, reputation management, public relations, web development, eCommerce solutions, database infrastructure, and creative design. Their approach involves collaborating with clients to develop a strategic technology plan through a six step process of establishing goals, analyzing needs, and implementing recommendations.
The document provides a summary of qualifications and work history for Bill R. Good Jr., who has over 40 years of experience in leadership training and coaching, project management, and business analysis. He has successfully designed and implemented leadership development programs for multiple companies and provided leadership coaching for managers at various levels. His experience also includes managing teams for software development, business process improvement, and event management projects.
Financial plan and controll entrepreneurshipfatimanajam4
This file is uploaded to help the students learning finance easier. It will give a general understanding of planning and controlling of financial resources.
This document discusses financial controls and monitoring a business. It covers accounting methods, engaging an accounting firm, selecting an accounting system, understanding financial statements including the income statement, balance sheet, and cash flow statement. It also discusses metrics and key performance indicators to monitor business performance, as well as information management systems.
Seeking a challenging senior position where my skills will add value and my work experience, academic background and interpersonal skills can be utilized as well as to expand my experience and exploring my potential.
Branches of Accounting What You Need to Know When Writing an Assignment.pdfMatt Brown
Accounting is a fascinating and complex field, so it can be hard to know where to start when writing an assignment. This article will give a couple of supportive tips to fanning out into new areas of bookkeeping. You will be better able to write about the various accounting fields accurately and thoroughly if you comprehend them. When writing your next assignment, keep these suggestions in mind!
This document provides training materials on financial reporting for agricultural cooperatives. It includes 7 activities covering key topics:
1. The balance sheet, which summarizes a company's assets, liabilities, and equity at a point in time.
2. The income statement, which presents revenues, expenses, and profits over a period of time.
3. The equity statement, which reconciles the beginning and ending owner equity amounts.
4. The cash flow statement, which shows cash inflows and outflows from operating, investing, and financing activities.
5. Management discussion and analysis (MD&A), which internal users use for planning and external users use for performance evaluation.
6.
Creating an Income Statement with Forecasts: A Simple Guide and Free Excel Te...Aurelien Domont, MBA
Income statement definition
An income statement is a financial statement that reports a company's financial performance over a specific accounting period. It is one of the three important financial statements used for reporting a company’s financial performance, the other two being the balance sheet and the cash flow statement. The income statement focuses on the revenue, and expenses reported by a company during a particular period. It provides valuable insights into a company’s operations, the efficiency of its management, underperforming sectors, and its performance relative to industry peers.
The income statement is also known as the profit and loss (P&L) statement or the statement of revenue and expense. It starts with the details of sales and then works down to compute net income and eventually earnings per share (EPS). The income statement does not differentiate between cash and non-cash receipts (sales in cash vs. sales on credit) or cash vs. non-cash payments/disbursements (purchases in cash vs. purchases on credit).
Key income statement items
Revenue is the total amount of money a company earns from its operations, usually from the sale of goods or services. For example, a car manufacturer’s revenue would be the total amount of money it earns from selling cars.
Cost of Goods Sold (COGS) represents the direct costs associated with producing or delivering the goods or services sold by a company. In the auto industry, COGS would include the cost of raw materials, labor, and other expenses directly related to manufacturing vehicles.
Gross Profit is calculated by subtracting the COGS from the revenue.
Selling, General, and Administrative (SG&A) expenses represents the costs associated with a company's non-production activities, such as sales, marketing, and administrative functions. In the auto industry, SG&A expenses would include salaries of sales personnel, advertising expenses, rent for office spaces, and other costs related to running the business.
Depreciation & Amortization: Depreciation refers to the systematic allocation of the cost of a tangible asset over its useful life. Amortization, on the other hand, is the process of spreading out the cost of an intangible asset over its useful life. In the auto industry, depreciation and amortization expenses would include the depreciation of manufacturing equipment, vehicles, and amortization of patents or trademarks.
Interest Expenses represents the costs associated with borrowing money or using credit facilities. Interest expenses are incurred when a company has outstanding debt or loans. In the auto industry, interest expenses would include interest paid on loans used to finance manufacturing facilities or purchase equipment.
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Construction Training Program LFUCG, Bluegrass Airport January 25 2011Irma_Miller_11344
The document discusses accounting methods for construction company revenue recognition and costs. It provides an overview of the percentage of completion and completed contract methods for recognizing construction revenue. It also discusses direct and indirect construction costs, including labor, materials, and overhead costs. The document emphasizes the importance of accurate budgeting and financial record keeping for construction companies.
Full balance sheet_&_profit_&_loss_analysisAdil Shaikh
The document discusses balance sheet analysis and profit and loss account analysis. It outlines the key components of a balance sheet, including sources of funds like capital, reserves, liabilities and uses of funds like assets. It describes items in reserves, tangible net worth, term liabilities, current liabilities, contingent liabilities, fixed assets, investments, current and non-current assets. It also discusses the components of a profit and loss account like gross sales, net sales, cost of production, selling and administrative expenses, cost of goods sold, gross profit, operating profit and net profit.
The document provides information on various accounting topics including financial accounting, cost accounting, managerial accounting, users of financial statements and managerial accounting, uses of cost accounting, key success factors, and steps in the decision making process. Financial accounting deals with preparing financial statements, cost accounting records costs, and managerial accounting identifies and measures information for organizational goals. The different types of accounting have various users both internal and external to organizations. Cost accounting is used for cost ascertainment, control, and decision making. Key success factors for organizations include product development, cash management, people, purpose, processes, resources, customers, and operations. The decision making process involves identifying the problem, gathering information, setting criteria, brainstorming options, and
This document discusses various techniques for financial forecasting and projections. It provides an overview of preparing pro forma income statements and balance sheets using percentage of sales and budgeted expense methods. An example pro forma income statement and assumptions are presented. Key points covered are sales forecasting techniques, calculating external funding requirements for growth, and preparing other supporting financial projections like cash budgets and operating budgets.
Finance for Managers
(Managerial Accounting)
Role of Financial Information
• Financial information pervades our economy
– It is the primary means of communication between profit seeking
organizations and their stakeholders
– For this reason organizations use financial measures internally as a broad indicator of performance
• This financial information provides a signal that something is wrong, but not what is wrong
• Financial information summarizes underlying activities
– But to explain financial results, managers need to dig deeper
– Detailed information provides additional insight into what is happening to
profits
This document is a presentation from IBM on transformation and financial challenges in the public sector. It discusses benchmarking public sector financial management against private sector practices, and adopting leading practices such as standardized processes, electronic invoicing, and shared service centers. Case studies and lessons learned from transformation projects are also presented. The speakers are IBM consultants with experience in financial consulting, transformation, and public sector management. The presentation contains examples of metrics comparing costs, productivity and cycle times between government and private sector processes like accounts payable, travel expenses and financial close. It promotes practices like purchase order usage, electronic document processing and centralized processing centers.
The document discusses key aspects of creating a one-year financial model and forecast for a software company, including sensitivity testing assumptions, forecasting revenues and expenses, planning financing and investments, creating pro forma financial statements, and testing the plan for reasonableness. The most significant assumptions for the quarter and year are sales performance, executive compensation, interest rates, equipment purchases financing terms, and marketing spending. Creating the model involves organizing the workbook, forecasting billings and revenues based on sales projections, forecasting expenses by category, planning the capital structure, creating pro forma financial statements, and testing and updating the plan regularly.
This document provides an overview of key financial statements and accounting concepts. It discusses financial statements including the balance sheet, income statement, and statement of cash flows. It explains how these statements are prepared and what key components they include such as assets, liabilities, revenues, expenses, net income, and cash flows. It also covers accounting principles, the accounting cycle, and tools for financial analysis like breakeven analysis.
Companies for your comparative analysis Caterpillar Inc. and Deere .pdfaishwaryaequipment
Companies for your comparative analysis: Caterpillar Inc. and Deere & Company
SITUATION
You are a financial analyst with HTC Corporation. HTC is an established investment banker
which services an international market. A client has determined that it wants to invest $2.3
billion in either Deere & Co. or Caterpillar stock (real publicly-traded companies). Which of
these companies\' shares is the best potential candidate for a long-term commitment? Both
targeted companies are competitively favorable. However, based on some serious general and
economic concerns about the fallout of companies in the industry in general, the CEO of the
client-company has asked your CFO to conduct a financial analysis of both CAT and DE to
determine if it is prudent to commit to either company. The cost of this investment is significant
and any interruption in cash flow from the investment during the next few years would adversely
affect the client\'s performance and profit. The CFO has given you the job of conducting this
analysis. Specifically, the question is: will a commitment to invest in either Caterpillar or John
Deere be financially viable over the next two to three years?
YOUR SPECIFIC ASSIGNMENT
Your specific assignment is to research, analyze, and prepare a report for the CFO on the actual
financial performance of both DE and CAT for the most recent three years. In addition to
reviewing the traditional financial performance indicators, you are also to review both targed
companies past and current stock performance for the last one year. Your report is to consist of
three parts:
(1) An evaluation of financial performance for the last three years, for both companies.
(2) An evaluation of stock performance for the last one year, for both companies.
(3) Finally, a specific recommendation, with supporting rationale, as to whether or not either
targeted company\'s recent trend in financial and stock performance is of sufficient financial
strength to warrant entering into a long-term commitment.
To assist you in your task, the CFO has provided the following general guidance. Since it is
recognized that the industry is undergoing a major contraction in selected markets, it is very
important to comparatively evaluate both CAT and DE relative to financial and stock
performance trends against its Industry.
IMPORTANT: You must include all necessary and relevant financial performance and stock
information, trends, and projections in supporting your recommendation. These factors must
include, financial ratio trends and industry comparatives, capital spending, stock growth, Beta
values, credit rating service valuations, bond rating valuations, and management and investment
reports - when these documents are available.
REPORT REQUIREMENTS
YOUR SPECIFIC ASSIGNMENT
Research and analyze the following information for both Caterpillar and Deere:
Annual Balance Sheets for the last three years.
The Income Statements for the last three years.
Annual reports, 10K or 10Q
Industry .
This document discusses key aspects of finance and accounting that software engineers may encounter. It covers the need for capital to start a business, sources of funding like grants, loans and equity sales. It also discusses budgeting, monitoring sales and orders, costing methods, pricing strategies, producing annual financial statements, maintaining capital, and the auditing process. The overall purpose is to provide an overview of basic financial and accounting concepts.
Praveen Seth is a senior financial management professional with 19 years of experience in areas such as pricing, contracting, revenue recognition, statutory compliance, accounting, internal controls, auditing, financial planning, analysis, and treasury operations. He has extensive experience managing finance functions, integrating acquired businesses, negotiating deals, and automating processes. Some of his past roles include heading the global finance and accounts department and revenue assurance department for HCL Technologies.
Mahatma Gandhi University provides presentation for " Accounting & Finance" .For more Information about "Accounting & Finance". Visit Online: http://www.mgu.edu.in/
The document discusses the analysis of balance sheets and profit and loss statements. It defines various line items that appear on these statements such as sources of funds, uses of funds, capital, reserves, liabilities, assets. It also describes how to calculate items like tangible net worth, operating profit, cost of goods sold, gross profit, and net profit. The document provides notes on how to interpret these statements and analyze aspects like management competence, investments, and financial health of a company.
The document discusses the analysis of balance sheets and profit and loss statements. It defines various line items that appear on both, such as sources of funds, uses of funds, capital, reserves, liabilities, assets, revenue, expenses, and profits. Key aspects covered include classification of current and non-current items, treatment of investments, provisions, and the valuation of inventory.
2. ContentsContents
Page
1 Front Page
2 Table of Contents
3 Company Offices Finance Department
4 Headquarters St. Louis - Business
Management
5 A&M So. Cal. Business Management
6 A&M So. Cal. Contracts/Pricing &
Estimating
7 A&M So. Cal. Accounting
8 A&M So. Cal. Financial Management
9 A&M So. Cal. Information Systems
10 A&M So. Cal. Derivative Aircraft
Programs Business Operations
11 A&M So. Cal. C-17 Business
Operations
12 A&M So. Cal. Support Systems & B-1B
Business Operations
13 A&M So. Cal. Phantom Works Business
Operations
14 Glossary
15 Glossary (continued)
16 Economic Profit
2 15
Glossary (continued)
• Gross profit: Amount left when the costs of products and services are subtracted from the revenues.
• Inventories: Raw materials, work in progress, and finished goods to be sold.
• Liabilities: What a business owes to others, such as accounts payable, income taxes payable, and
long- and short-term debt.
• Margin: One of the three economic drivers, it is a percentage (so multiply by 100). The formula is
• Margin = (Revenues - Costs) / Revenues Margin reflects operational efficiency. Grocery
stores have very low margins (about one percent), whereas credit card companies have higher
margins.
• Market economic profit (%): Average economic profit percentage. Company economic profit divided
by company revenue or all the companies competing in a specific market or market segment.
• Market economic profit ($): Potential economic profit, measured in dollars, that is available to
companies in a specific market or market segment. For example, if the market size is $32 billion and
the market economic profit percentage is 3 percent, then the market economic profit equals $960
million.
• Market size ($): Money expected to be spent by customers in a specific market or market segment.
For example, if it is projected that airlines will buy 800 100-seat aircraft for $40 million each over the
next 10 years, the market size would be $32 billion.
• Net assets: Assets used to determine the capital charge in the economic profit calculation. The
formula is
• Net Assets = Assets - Cash - Short-Term Investments - Liabilities (Excluding Debt)
• Net earnings: Also known as net profit or net income, it is the operating earnings less interest and
debt expenses (from borrowing), less taxes.
• Net operating profit after taxes (NOPAT): Component of the EP calculation. The formula is
• NOPAT = Operating Earnings - (Operating Earnings x Tax Rate) NOPAT shows the profit
(or loss) from continuing operations.
• Operating earnings: Also called operating income, the amount left after research and development
and G&A are subtracted from the gross profit.
• Property, plant, and equipment (PP&E): Land, buildings, and equipment owned by the company.
• Research and development (R&D) costs: Additional expenses of research and development for
future products and services not clearly associated with a product or service.
• Retained earnings: Net earnings left in the company over its life, less all paid dividends.
• Revenue: Money received from the sale and delivery of products and services; one of the economic
drivers.
• Taxes: Something everyone loves to complain about; money paid to governmental agencies.
3. CompanyOffices-FinanceDepartment
( Corporate Controller responsible for internal & external financial
reporting, consistent accounting and financial planning processes,
information and systems across the company.
( New Ventures engages in activities in order to leverage the com-
pany’s global aerospace leadership position into new opportunities,
including E-commerce.
( Treasurer responsible for a number of key functions, including
corporate finance, trust investments, banking relationships, corporate
development, customer financing and Boeing Capital Corp., financial
planning and analysis, and investor relations.
( General Auditor Responsible for insuring financial regulatory
compliance both internally and externally.
( Tax responsible for all aspects of employee and company foreign,
federal, state and local income taxes and all international transactions,
advisor on after-tax impact of business decisions.
( Employee Development responsible for enhancing career
development activities within finance and implementing a process for
development and selection of qualified candidates for job placement.
314
Glossary
• Assets: Resources (such as cash, investments, inventories, land, buildings, and equipment) that are
used to operate the company.
• Asset utilization: Measure of how efficiently a company uses its resources. It is one of the three
economic drivers each operating group is expected to measure.
• Boeing market share (%): Portion of the money spent by customers for Boeing products and services
in a specific market or market segment. For example, if the market size is $32 billion, and Boeing
receives $19.2 billion in revenues from that market, then the Boeing market share is 60 percent.
• Boeing relative economic profit (ratio): Ratio of Boeing economic profit percentage divided by
market economic profit percentage. It shows how Boeing economic profit percentage compares to the
market economic profit percentage. For example, if the Boeing economic profit percentage is 3.15
percent, and the market economic profit percentage is 3 percent, then the Boeing relative economic
profit ratio would be 3.15 percent divided by 3 percent, or 1.05. Because the ratio is greater than 1,
Boeing should be getting a bigger share of the market economic profit.
• Boeing share of economic profit (%): Portion of the market economic profit that Boeing could
potentially earn. For example, if the Boeing market share is 60 percent, and the Boeing relative
economic profit ratio is 1.05, then Boeing could expect to earn 63 percent of the market economic
profit dollars.
• Capital charge: Cost associated with using the net assets, determined by multiplying the cost of
capital by net assets.
• Cost of capital: Weighted average of the cost of debt and the cost of equity. When multiplied by the
net assets, yields the capital charge on those assets.
• Costs of products and services: Also called the costs of goods sold or operating expenses. Includes
the labor, materials, and overhead expenses used in developing, manufacturing, and delivering the
products and services sold.
• Datamart: the repository of Company financial data. See your representative from Finance for more
details.
• Economic profit (EP): Measure that shows not only how much money a business earns, but also the
value of the assets used to earn the money. It provides employees a clear line of sight between their
organizational performance and the company financial statements. The formula is
• EP = Net Operating Profit After Taxes - Capital Charge If the EP of a program, project, or
service is greater than 0, it is creating value for the company; if the EP is less than 0, it is
destroying value. Looking at projected EPs over time helps the company select a strategic
direction.
• Free cash flow: Free cash flow = net operating profit after tax (NOPAT) minus change in net assets.
• General and administrative (G&A) costs: Other operating expenses, including rent, utilities, office
supplies, and administrative departments -- such as accounting, marketing, and human resources that
support continuing operations not clearly associated with a product or service.
4. Aircraft&MissileSystems-BusinessManagement
( Contracts & Pricing Responsible for establishing near and long-
term goals, encouraging and guiding continuous improvement,
management of business unit daily operations, and ensuring the
process integrity of contracting, estimating and cost/price analysis
( Controller/Finance Defines and ensures consistent accounting
and financial planning processes, information, and systems to meet
fiscal, legal and regulatory responsibilities.
( Information Systems Provides site & program information system
leadership.
( Business Operations Responsible for coordinating and guiding
continuous process improvement, establishing best practices, and
ensuring process integrity of cost/scheduling, earned value
management, forward pricing, overhead management, and
budgeting.
( Internal Audit Responsible for insuring financial regulatory
compliance.
( People responsible for attracting, developing, and sustaining a
highly skilled and motivated workforce committed to integrity,
quality and technical excellence
( Major Programs provide support for the Advanced Tactical Transport (ATT), Blended Wing
Body (BWB) and the Affordable Rapid Response Missile Demonstrator (ARRMD).
( Financial Planning & Business Operations - supports specific technology development
operations arranged by Organization Element Leaders (OELs) and provide business, financial
planning and rate management.
( Business Resources provides direct labor, material, overhead and business system support for
special projects, responsible for coordinating projects and requirements with other sites.
( Contracts, Pricing & Estimating supports new business analysis, labor and material pricing
and estimating, proposal preparation/review, contract management and administration. This
group acts as the interface between the various customers and procurement organizations under
contract and the performing organizations.
BusinessManagement-PhantomWorksBus.Ops.
4 13
5. A&MSouthernCaliforniaBusinessManagement
( Business Operations provides scheduling (master & detail), budgeting (direct &
indirect) and capital planning by program.
( Contracts & Pricing is responsible for pricing and negotiating new contracts,
contract changes, contract administration, product deliveries and IWAs.
( Programs include the B-1B, avionics upgrades on B-1B and C-130 AMP, E-6, C-
17 Flex and spares.
( Customers include the B-1 SPO, DCAA, Financial Management and
Contracts/Pricing & Estimating.
L-159 C-17 B-1B
BusinessManagement-B-1BSupportSystemsBus.Ops.
12 5
6. BusinessManagementContracts,Pricing&Estimating
( Material Estimating – Develops material estimates in support of activities
such as procurement, Must-Cost, and IWAs. Rresponsible for Cost Estimate
Relations (CERs) provided to pricing and negotiated with the DCMA.
( Direct Labor Estimating - Develops direct labor estimates of production
and engineering in support of many activities such as must-cost, divisional
work transfers and IWAs. They are responsible for the creation of Cost
Estimate Relations (CERs) which are provided to pricing and negotiated with
the DCMA.
( Contract Management – Responsible for proposal review, contract
management and administration and contract compliance. Acts as the
interface between Boeing and the DCMA or other government organizations.
Responsible for creation and implementation of metrics, correspondence
control and maintenance of the pricing system.
( Electronic Contracting – This organization is responsible for maintaining
the changes that have been negotiated by the other organizations through
their interactions with their various customers (I.e. documentum)
BusinessManagement-C-17BusinessOperations
( Program Affordability & Parts Costing - Acts as focal point for C-17 cost reduction
activities to meet unit cost goals and transition process to IPTs. Provides part cost visibility
and cost targets to mechanics.
( Program Planning & Control – provides master schedules, maintains management
reserve, undistributed budget, company funds, government reporting, financial analysis,
A&M site cost reporting, EAC & risk assessment, budget planning, schedules forecasting,
affordability, best practices processes, government, program and site business support.
( Contracts & Pricing - Responsible for pricing, negotiating contracts and changes, contract
administration, Executive Source Review Board (ESRB), product deliveries and IWAs.
DCAA focal, support defective pricing audits and non-recurring development.
( Business Operations – Responsible for schedules, direct & indirect budgets, and capital
planning.
( C-17 St. Louis Business Management - Provides scheduling, estimating, Contracts &
Pricing, Business Operations and Financial Controls; supports all A&M programs and
functions as the A&M focal for IWAs.
116
7. BusinessManagementAccounting
Cost Accounting - Collects, maintains and reports cost data for labor and
time keeping, attendance, material costs (received, inventoried and issued)
and overhead costs. Financial statement data and cash forecasts are created
and supplied by this organization.
Accounts Receivable - Collects the amounts due Boeing from our customer,
employees, components and others then they are recorded, maintained and
reported, and reports contract completions.
Accounts Payable - Pays our vendors, suppliers, subcontractors and
employees for the products and services supplied. Includes companies who
supply material included on the plane and consumed in the manufacturing
process, contract labor, consultants and leases for cars, buildings and
equipment.
Government Accounting - This is the accounting interface with our customer
for reporting changes to our disclosure statement as well as maintaining this
document. Assist with DCMA audits, responsible for the annual overhead
claim to our customer.
BusinessManagement-DerivativeAircraftBus.Ops.
( People provides the usual human resources support.
( Contracts & Pricing is responsible for pricing and negotiating new contracts,
changes, contract administration, product deliveries and IWAs.
( Material Buyers provide procurement support unique to DAP program and customer
needs.
( Business Operations provides financial planning, cost reporting, forecasting,
program risk analysis, scheduling, planning, direct/indirect and capital planning.
( Operations Support provides configuration control, program library, customer
satisfaction, QA initiatives and facilities support.
( Computing Support provides systems support and web development for DAP
Business Resource.
C-32A Executive Transport
C-40A Navy Airlift Aircraft
10 7
8. BusinessManagement-FinancialManagement
( Compliance – Includes process & procedure training, Earned Value Management
(EVM) training, PBM integration, ISO 9000 audit tracking & reporting (B-1), audit
monitoring & reporting, metrics, and is the P & PDS focal.
( Financial Planning - Responsible for the creation of Operating Plans, reporting
financial data, financial analysis, cash and funding analyses, new business analysis
financials (i.e. NPV and IRR) and sales and earnings recognition.
( Program Planning & Control – provides master schedules, maintains management
reserve, undistributed budget, company funds, government reporting, financial
analysis, A&M site cost reporting, EAC & risk assessment, budget planning,
schedules forecasting, affordability, best practices processes, government, program
and site business support.
( Resource Planning –Indirect budgets, rate forecasting, capital budget
tracking/control, facilities requests (FR), indirect budget distribution, creation &
distribution of the monthly variance analysis package by pool, maintains the joint rate
model and provides cost impact studies for changes in labor/expense.
( Palmdale Business Management - Supports the F-15, F-22, B1B, B-52, JSF and X-
37 programs with proposal preparation and control, operating plan support, business
plans, overhead rates, direct/indirect budgets, performance reports and schedules.
( Business/Supplier Systems, Production Systems, Engineering Systems and
Post Delivery (Product Support) - primarily programmers who write and
maintain the code and system applications for their designated customers.
( Examples:
( Business/Supplier Systems - IMSH, PRISM, MAIN, ATLANTIS,
( Production Systems - Shop Floor 2000, MRP, Planning, etc.
( Engineering Systems - PRIMS, design systems, Unigraphics, etc.
( Post Delivery - Standard Delivery System (SDS).
( Infrastructure Resource Management - provides "behind the scenes" system
administration and technical support for program wide system infrastructure such
as servers, databases, software maintenance and phones. Provide background
interface with the IBM Global Services group.
( BHAIT - Boeing High-desert Assembly, Integration & Test provides complete
offsite IS support for Palmdale and Edwards from writing code to telephone
service.
BusinessManagement-InformationSystems
8 9