23 tayangan

Diunggah oleh Haffiz Ating

asff sff

- HBR Hannson Final Case Analysis
- My Notes on PMP Formulas
- Investment Detective Case
- Feasibility Report of Catering and Decorating Services Business
- Certificate in Management Accounting Level 3/series 3-2009
- Proj. Appr. Investment Criteria MBA
- ASSIGNMENT NICMAR PGCM 21.docx
- Joss Sticks
- Chapter 16.pdf
- Business Case
- Practice Sheets - After Mid
- Crabler Presentation
- mmzg523
- Valorizacion de Cartera Npls
- NPV Calculation
- FM Assignment - 1
- New Heritage Doll Company Capital Budget (2)
- mgt exam questions.docx
- Project Evaluation – Sensitivity Analysis (Cash Flow) _ Discuss Economics Blog
- 2009FallTDM 4 Fecht, Galen

Anda di halaman 1dari 4

Chapters 11 and 12 covered the basic principles of capital budgeting. In this appendix, we consider mutually exclusive projects with unequal lives. Up until now, we have treated projects as one-shot occurrences. However, some projects can be repeated over time. Therefore, when choosing between mutually exclusive projects, we must first determine if they can be repeated, and if so, we must consider this when we estimate the projects profitability. If a company is choosing between two mutually exclusive alternatives with significantly different lives, an adjustment may be necessary. For example, suppose BQC is planning to modernize its distribution center, and it is considering either a conveyor system (Project C) or some forklift trucks (Project F) for moving goods. Figure 12F-1 shows both the expected net cash flows and the NPVs for these two mutually exclusive alternatives. We see that Project C, when discounted at a 12 percent WACC, has the higher NPV and thus appears to be the better project. Although the analysis in Figure 12F-1 suggests that Project C should be selected, this analysis is incomplete, and the decision to choose Project C is actually incorrect. If we choose Project F, we will have an opportunity to make a similar investment in three years, and if cost and revenue conditions remain at the Figure 12F-1 levels, this second investment will also be profitable. However, if we choose Project C, we will not have this second investment opportunity. Therefore, to make a proper comparison of Projects C and F, we could apply the replacement chain (common life) approach. This involves finding the NPV of Project F over a six-year period, and then comparing this extended NPV with the NPV of Project C over the same six years. The NPV for Project C as calculated in Figure 12F-1 is already over the six-year common life. For Project F, however, we must add in a second project to extend the overall life of the combined projects to six years. Here we assume (1) that Project Fs costs and annual

Replacement Chain (Common Life) Approach A method for comparing projects of unequal lives that assumes that each project can be repeated as many times as necessary to reach a common life span; the NPVs over this life span are then compared, and the project with the higher commonlife NPV is chosen.

12%

1 8,000

2 14,000

3 13,000

4 12,000

5 11,000

6 10,000

40,000

12%

1 7,000

2 13,000

3 12,000

12F-1

12F-2

Web Appendix 12F Comparing Mutually Exclusive Projects with Unequal Lives

cash inflows will not change if the project is repeated in three years and (2) that BQCs WACC will remain at 12 percent: 0

12%

1 7,000

2 13,000

4 7,000

5 13,000

6 12,000

20,000

The NPV of this extended Project F is $8,824, and its IRR is 25.2 percent. (The IRR of two Project Fs is the same as the IRR for one Project F.) Since Fs $8,824 extended NPV is greater than the $6,491 NPV of Project C, Project F should be selected.

Although the preceding example illustrates why an extended analysis is necessary if we are comparing mutually exclusive projects with different lives, the arithmetic is generally more complex in practice. For example, one project might have a 6-year life versus a 10-year life for the other. This would require a replacement chain analysis over 30 years, the lowest common denominator of the two lives. In such a situation, it is often simpler to use a second procedure, the equivalent annual annuity (EAA) method, which involves three steps: 1. Find each projects NPV over its initial life. In Figure 12F-1, we found NPVC $6,491 and NPVF $5,155. 2. There is some constant annuity cash flow (the equivalent annual annuity [EAA]) that has the same present value as a projects calculated NPV. For Project F, here is the time line: 0

12%

Equivalent Annual Annuity (EAA) Method A method for comparing projects of unequal lives that calculates the annual payments a project would provide if it were an annuity. When comparing projects of unequal lives, the one with the higher equivalent annual annuity should be chosen.

1 EAAF

2 EAAF

3 EAAF

PV1 PV2 PV3 5,155 = NPVF To find the value of EAAF with a financial calculator, enter N 3, r I/YR 12, PV 5155, and FV 0, and solve for PMT. The answer is $2,146.28. This level cash flow stream, when discounted back three years at 12 percent, has a present value equal to Project Fs original NPV, $5,155. The $2,146.28 is called the projects equivalent annual annuity (EAA). The EAA for Project C can be found similarly, and it is $1,578.78. Thus, Project C has an NPV that is equivalent to an annuity of $1,578.78 per year, while Project Fs NPV is equivalent to an annuity of $2,146.28.1 3. The project with the higher EAA will always have the higher NPV when extended out to any common life. Therefore, since Fs EAA is larger than Cs, we would choose Project F.

1

Some financial calculators have the EAA feature programmed in. For example, the HP-17BII has the function in its cash flow register. One simply keys in the cash flows, enters the interest rate, and then presses the NUS key to get the EAA. Hewlett-Packard uses the term NUS (for net uniform series) in lieu of the term EAA.

Web Appendix 12F Comparing Mutually Exclusive Projects with Unequal Lives

12F-3

The EAA method is often easier to apply than the replacement chain method, but the replacement chain method is easier to explain to decision makers. Still, the two methods lead to the same decision if consistent assumptions are used. When should we worry about unequal life analysis? As a general rule, the unequal life issue (1) does not arise for independent projects but (2) can arise if mutually exclusive projects with significantly different lives are being compared. However, even for mutually exclusive projects, it is not always appropriate to extend the analysis to a common life. This should only be done if there is a high probability that the projects will actually be repeated at the end of their initial lives. We should note several potentially serious weaknesses inherent in this type of analysis: (1) If inflation is expected, then replacement equipment will have a higher price. Moreover, both sales prices and operating costs will probably change. Thus, the static conditions built into the analysis would be invalid. (2) Replacements that occur down the road will probably employ new technology, which in turn might change the cash flows. This factor can be built into the replacement chain analysis but not the EAA approach. (3) It is difficult enough to estimate the lives of most projects, so estimating the lives of a series of projects is often just speculation. In view of these problems, no experienced financial analyst would be too concerned about comparing mutually exclusive projects with lives of, say, 8 years and 10 years. Given all the uncertainties in the estimation process, such projects would, for all practical purposes, be assumed to have the same life. Still, it is important to recognize that a problem exists if mutually exclusive projects have substantially different lives. When we encounter such problems in practice, we use a computer spreadsheet and build expected inflation and/or possible efficiency gains directly into the cash flow estimates, and then use the replacement chain approach (but not the equivalent annual annuity method).

QUESTIONS

12F-1 12F-2 12F-3

Why are the replacement chain and equivalent annuity methods important when evaluating mutually exclusive projects of different operating lives? Which method is better, or easier, the replacement chain or equivalent annual annuity method? Explain. What are some potential weaknesses of analyses using the replacement chain or equivalent annual annuity methods?

PROBLEMS

12F-1

Unequal lives Haleys Graphic Designs Inc. is considering two alternative, mutually exclusive projects. Both projects require an initial investment of $10,000 and are typical, average-risk projects for the firm. Project A has an expected life of 2 years with after-tax cash inflows of $6,000 and $8,000 at the end of Years 1 and 2, respectively. Project B has an expected life of 4 years with after-tax cash inflows of $4,000 at the end of each of the next 4 years. The firms WACC is 10 percent. a. If the projects cannot be repeated, which project should be selected if Haley uses NPV as its criterion for project selection?

12F-4

Web Appendix 12F Comparing Mutually Exclusive Projects with Unequal Lives

b. c.

Assume the projects can be repeated and that there are no anticipated changes in the cash flows. Use the replacement chain analysis to determine the NPV of the project selected. Make the same assumptions as in part b. Use the equivalent annual annuity method to determine the annuity of the project selected.

12F-2

Unequal lives Cotner Clothes Inc. is considering the replacement of its old, fully depreciated knitting machine. Two new models are available: (a) Machine 190-3, which has a cost of $190,000, a 3-year expected life, and after-tax cash flows (labor savings and depreciation) of $87,000 per year; and (b) Machine 360-6, which has a cost of $360,000, a 6-year life, and after-tax cash flows of $98,300 per year. Assume both projects can be repeated. Knitting machine prices are not expected to rise because inflation will be offset by cheaper components (microprocessors) used in the machines. Assume that Cotners WACC is 14 percent. Should the firm replace its old knitting machine, and, if so, which new machine should it use? Use both the replacement chain and EAA approaches to arrive at your answer. Replacement chain Zappe Airlines is considering two alternative planes. Plane A has an expected life of 5 years, will cost $100 million, and will produce net cash flows of $30 million per year. Plane B has a life of 10 years, will cost $132 million, and will produce net cash flows of $25 million per year. Zappe plans to serve the route for 10 years. If Zappe needs to purchase a new Plane A, the cost will be $105 million, but cash inflows will remain the same. Should Zappe acquire Plane A or Plane B? Explain your answer. Replacement chain The Fernandez Company has the opportunity to invest in one of two mutually exclusive machines that will produce a product it will need for the next 8 years. Machine A costs $10 million but would provide after-tax inflows of $4 million per year for 4 years. If Machine A were replaced, its cost would be $12 million due to inflation, and its cash inflows would increase to $4.2 million due to production efficiencies. Machine B costs $15 million and would provide after-tax inflows of $3.5 million per year for 8 years. If the WACC is 10 percent, which machine should be acquired?

12F-3

12F-4

- HBR Hannson Final Case AnalysisDiunggah olehTexasSWO
- My Notes on PMP FormulasDiunggah olehshakeelkhn18
- Investment Detective CaseDiunggah olehWidyawan Widarto 闘志
- Feasibility Report of Catering and Decorating Services BusinessDiunggah olehpaktts
- Certificate in Management Accounting Level 3/series 3-2009Diunggah olehHein Linn Kyaw
- Proj. Appr. Investment Criteria MBADiunggah olehapi-3757629
- ASSIGNMENT NICMAR PGCM 21.docxDiunggah olehpunyadeep
- Joss SticksDiunggah olehshivendugaur
- Chapter 16.pdfDiunggah olehMJ Mendoza Yacon
- Business CaseDiunggah olehsakib_k2008
- Practice Sheets - After MidDiunggah olehZubair
- Crabler PresentationDiunggah olehFauzan Rahman
- mmzg523Diunggah olehArun Prasad
- Valorizacion de Cartera NplsDiunggah olehfiomoralesj
- NPV CalculationDiunggah olehAbhimanu Goyal
- FM Assignment - 1Diunggah olehSania Mirza
- New Heritage Doll Company Capital Budget (2)Diunggah olehCarlos
- mgt exam questions.docxDiunggah olehMomoh Kebiru
- Project Evaluation – Sensitivity Analysis (Cash Flow) _ Discuss Economics BlogDiunggah olehRashid_Zia_3352
- 2009FallTDM 4 Fecht, GalenDiunggah olehAhmed Taha
- LccDiunggah olehАбхисар Банерее
- PMlabs-A Way to PMP-PM FoumualeDiunggah olehVenkat Rudrabhatla
- Capital Budgeting DecisionsDiunggah olehMeenakshi Singh
- 03 Bhargava Oils Ltd NPVDiunggah olehMangesh Kandalgaonkar
- APPEND-CDiunggah olehRamil Solano
- Presentation 8-Project AppraisalDiunggah olehafzal
- 10.4043@29568-MSDiunggah olehIbrahim Salahudin
- Project Benefit Cost Analysis EnglishDiunggah olehAnonymous YcAZv5qF67
- HDM-4 Tools - Network Evaluation Results - Version 1.3Diunggah olehmailbox
- MS-4Diunggah olehBHUPESHKUMAR1856

- PHYF144 C20Diunggah olehHaffiz Ating
- MotorPrimerGaTech.pdfDiunggah olehJatin Tejani
- metric-size-to-awg-size.pdfDiunggah olehHaffiz Ating
- Epira Final Irr Dtd02.27.02Diunggah oleheuroaccess
- Smart CommunicationsDiunggah olehHaffiz Ating
- pcsmcDiunggah olehHaffiz Ating
- Price Ice BoxDiunggah olehHaffiz Ating
- Fundamentals of Power Measurement 111412(1)Diunggah olehJay Hines
- QuizIII ElectromagneticsDiunggah olehHaffiz Ating
- edd10205.docDiunggah olehHaffiz Ating
- 2 Watt Meters MethodDiunggah olehchoprahridyesh
- Disaster ServicesDiunggah olehHaffiz Ating
- papersDiunggah olehHaffiz Ating
- My tips on verbsDiunggah olehHaffiz Ating
- Barangay ServicesDiunggah olehHaffiz Ating
- Disaster Risk Reduction and Management PlanDiunggah olehHaffiz Ating
- Interpace Price ListDiunggah olehHaffiz Ating
- class DEPEDDiunggah olehHaffiz Ating
- complex numberDiunggah olehHaffiz Ating
- CountriesDiunggah olehHaffiz Ating
- List of ActivitiesDiunggah olehHaffiz Ating
- new priceDiunggah olehJhon Ray Cagampang
- Regulator ResearchDiunggah olehgodofwind
- 42HW_Chp13Diunggah olehHaffiz Ating
- islamic business ethicsDiunggah olehSidi Ethmane Cheibany
- Attachment b 1Diunggah olehherkryst

- f9_2010_jun_aDiunggah olehzeeindus
- Wek 5 Homework.docxDiunggah olehJobarteh Fofana
- Investment AppraisalDiunggah olehadam
- Project Appraisal and Impact AnalysisDiunggah olehHarihar Panda
- Internal Rate of ReturnDiunggah olehBhaswati Chakraborty
- FINN 100-Principles of Finance-Mohammad Basharullah-Arslan Shahid Butt-Humza GhaffarDiunggah olehHaris Ali
- Geostatistical Simulations for Risk Assessment and Decision Making the Mining Industry PerspectiveDiunggah olehAnonymous 2oKLhRW1M
- Chapter 05Diunggah olehArijit Nayak
- Busn233Ch09Diunggah olehDavid Ioana
- DP Marek BokesDiunggah olehXTN
- BPC_ASUGDiunggah olehits_nanda08
- AGL on Normal ProfitDiunggah olehBoom Enriquez
- Chapter 6 SlidesDiunggah olehRobert Zehbe
- ISSM 541 Winter 2015 Assignment 5Diunggah olehParul Khanna
- Bulletin Hydro Power 032007Diunggah olehBambang Kakek Sutedjo
- IRR CautionDiunggah olehAkansh_Khurana_8459
- BA5203-Financial Management.pdfDiunggah olehs.muthu
- 1112SEM2-IE5003Diunggah olehbrugelion
- Finance 2Diunggah olehKuan Karsybek
- CapitalHumanDiunggah olehAlexandra Codrescu
- Finance for Non-Finance PeopleDiunggah olehayman.elnajjar8916
- Bio-Degradable Plastic Bags Manufacturing Unit Rs. 5.28 Million May 2015Diunggah olehMusa Khan
- 1. Economic & Financial AspectsDiunggah olehAgiel Falal
- Apollo Global Management, LLC August Investor PresentationDiunggah olehOkkishore
- Shareholder Value MaximizationDiunggah olehPrashant Karpe
- ArafuraDiunggah olehjswb
- South West Solar Power Plant Project (1MW)Diunggah olehhimadri.banerji60
- TOC-Pre-feasibility Report on HospitalDiunggah olehdheer77
- nano pafDiunggah olehAnmol Jain
- Timber ProductionDiunggah olehbig john