capital budgeting
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Capital Budgeting
Decide how to invest resources to maximize their contribution to the
organization’s objectives.
Capital Budgeting Process
• Capital budget (investment) proposals are examined on basis of their cash outlays and resulting flow of future benefits over period of time greater than one year.
Capital Budgeting Process
1. Clearly define short-term and long-term objectives
2. Identify alternative investment opportunities and the capital required for each one.
3. Assess organizations ability to generate investment capital for capital budgeting period
Capital Budgeting Process
4. Measure cash (benefit) flows from alternative capital investment opportunities
5. Evaluate pro- posals using selected criteria
Increase log inventory to reduce risk of mill downtime
during Spring breakup?
Capital Budgeting Process
6. Select alternatives to fund and implement
5. Review performance for feed-back to decision makers
Buy new skidder to reduce maintenance cost on old one and increase productivity?
Financial Criteria to Rank Alternatives
• Net Present Value
• Internal Rate of Return
• Benefit /Cost Ratio
• Payback Period
Other Criteria
• Capacity to carry out proposed projects– Management– Labor
• Sources of capital– Borrow from commercial lenders or private
parties (leverage assets)– Sell (issue) stock – corporation; or
membership interests - limited liability companies (LLC)
Notation• ARR – alternative rate of return• MAR – minimum acceptable rate of
return (hurdle rate)• B - annual nonmarket value, dollars• B/C - benefit/cost ratio• EAA - equivalent annual annuity• IRR - internal rate of return• N - project life, years• NPV = net present value
Notation• t - index of years• Ct – cost in year t• Rt - revenue in year t• PV - present value at a specified
point in time• r - real interest rate• f – rate of inflation• i – nominal interest rate
Project D NPV
C0 = - $400/(1.06)0 = - $ 400.00C5 = - $100/(1.06)5 = - $ 74.73R15 = $200/(1.06)15 = $ 83.45R30 = $6,600/(1.06)30 = $1,149.13
NPV = 757.85
Net Present Value Guideline• Project must at least cover the
opportunity cost as measured by the minimum acceptable rate of return (MAR) used to calculate present values
• Project is acceptable if NPV is zero or greater
• Projects with negative NPV are unacceptable, don’t cover opportunity cost
Internal Rate of Return (IRR)• The r that makes NPV = 0• Meaning – r that makes PV of costs and
PV of revenues equal• Find by
– iterating over r until NPV = 0– Use “Goal Seek” function in Excel
IRR Guideline
• Project is acceptable if its IRR is equal to or greater than the minimum acceptable rate of return (MAR)
• Relationship to NPV criteria – if MAR is the discount rate (r) used to calculate NPV, then IRR and NPV will accept same projects.
Benefit/Cost Ratio
• PV (benefits)/PV (costs), or• PV (revenues)/PV (expenses)
∑ Rt / (1+r)t
= ∑ Ct/(1+r)t
n
n
y=0
t=0
Benefit/Cost Ratio Guideline
• Accept project if B/C ≥ 1.0• If B/C ≥ 1.0 then
– NPV ≥ 0, and– IRR ≥ MAR
0
1000
2000
3000
4000
5000
6000
7000
8000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Interest Rate
Pres
ent V
alue
s $'
s
PV of costs
PV of revenues
Relationship of NPV, IRR and B/C
B/C < 1
NPV < 0
B/C > 1
NPV > 0
IRR
Year 0 – ($400), Year 5 – ($100), Year 15 - $200, Year 30 - $6,600
Payback Period
• Time required for net revenue to equal invested capital
• Example,– Invest $10,000– Net revenue is $5,000 per year– Payback is 2 years, ($10,000/$5,000)
• Best used in conjunction with other criteria
Ranking Projects
• NPV, IRR, and B/C may not rank alternative projects in the same order
• Additional ranking criteria– Mutually exclusive projects – only one can
be chosen– Independent
• Opposite of mutually exclusive,• Can all be adopted
Ranking Projects
• Additional ranking criteria, cont.– Divisible – can invest in part of a project– Indivisible – all or nothing
Timing of cash flows effects rankings
• Timing of revenue and expenditures is critcal– Worst case is front-loaded costs and back-loaded
revenues
• Rankings by NPV and IRR are different depending on MAR
Example of NPVYear Project D
Cash FlowsProject N
Cash Flows0 -400 -400
5 -100 -100
8 +1,200
15 +200
30 +6,600 +2,500
Project D NPV
C0 = - $400/(1.06)0 = - $ 400.00C5 = - $100/(1.06)5 = - $ 74.73R15 = $200/(1.06)15 = $ 83.45R30 = $6,600/(1.06)30 = $1,149.13
NPV = 757.85
Project N NPV
C0 = - $400/(1.06)0 = - $ 400.00C5 = - $100/(1.06)5 = - $ 4.73R8 = $1,200/(1.06)8 = $ 752.89R30 = $6,600/(1.06)30 = $ 435.28
NPV = $ 713.44
Example of NPVYear Project D
Cash FlowsProject N
Cash Flows0 -400 -400
5 -100 -1008 +1,200
15 +20030 +6,600 +2,500
$2,756 gives D & N same NPV’s
NPV $758 $713
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