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Table of ContentsMAJOR FINDING........................................................................................................................5
TASK 1. (UNIT 2, 2.3)...............................................................................................................5
1. Manufacturing manager.............................................................................................5
2. Sales manager..............................................................................................................6
3. Inventory manager......................................................................................................6
TASK 2. (UNIT 2, 3.1)...............................................................................................................7
1. Budget and decisions...................................................................................................7
2. Limitation and solution...............................................................................................9
TASK 3. (UNIT 2, 4.3).............................................................................................................10
1. Profitability and return on capital...........................................................................11
3. Borrowings.................................................................................................................11
4. Liquidity and working capital..................................................................................12
5. Shareholders’ investment.........................................................................................12
APPENDIX...................................................................................................................................14
REFERENCES............................................................................................................................19
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MAJOR FINDINGTASK 1. (UNIT 2, 2.3)
1. Manufacturing manager
At first time, manufacturing manager will look into functional costs including production or
manufacturing, administration and distribution cost to control how much and how to use money
reasonably. Furthermore, it also helps Archie’s company avoid the situation of losses and wastes
that is unworthy of production and manage their money effectively. Whereas production costs
will come from the price of raw materials, administration costs cover the expense for general
office departments with personnel department salaries, photo-copying and office stationery. In
addition, spending for transportation or research for innovation should be noticed.
Secondly, direct and indirect cost or overhead also should be evaluated by the manager. In direct
costs, to manage their resources such as materials and labour, manager should find out how
worthy it is for spending. These costs will measure how many necessary employees for
manufacturing and how much to pay for their salaries, as well as expense for process of
production. Moreover, manufacturing manager also see the costs of making a product, providing
service and running a department as the cost related directly with manufacture. Another
important cost is production and distribution indirect cost or overhead which cannot be traced
directly. These overhead may occur as supervisors’ wages and cleaning raw materials. As a
result, manager should consider it in order to avoid the case of losses.
Thirdly, in order to fix problem, the information about cost centres and cost units are concerned
to help manufacturing manager to find out the factors that cost most. Additionally, cost per unit
mention the needed cost for producing an item used to choose suitable types of materials to
reduce the total cost.
Finally, if Archie’s company decides to expend their business, they will have to pay for changes
in added renting and machinery. However, there are some kinds of cost such as direct materials
and transportation will vary depending on the volume of production.
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2. Sales manager
Sales manager is suggested to consider marketing cost in classification in function in order to
manage the demands for products and put price at a certain level. The direct costs as well as
indirect costs like selling overhead are seen to calculate the amount of money that company
spends for and the ability to gain profit in future.
Cost centres and cost per unit are also necessary information in making decision. Basing on this
analysis, sales manager can set up a range for price and determine which level will be most
reasonable to make profit. Also, in order to reach break-even point and maximize profit, Archie’s
company can propose a specific volume of sales.
3. Inventory manager
First of all, the costs of warehousing and transportation are concerned to show how necessary to
manage inventory effectively by JIT (Just in time) or EOQ (Economic order quantity) model as
features of functional costs. Inventory manager will analyze the need of materials and labour to
avoid the situation of surplus in these categories when company has too much inventory.
Furthermore, other costs are considered to identify exactly the volume of materials, employees
and time they should spend for production.
With the purpose of maintaining the business and making profit, spending for fix and variable
cost should be in control and not be affected too much by market factors such as inflation and
changes in demand through time.
At last, relevant cost is mentioned as the cost that should be used in decision making (BPP
Learning Media, 2010) including future cost and cash flow. By forecasting the market changes,
inventory manager will have a decision making inventory be not only a risk but also an
opportunity to remain or expand the size of business.
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TASK 2. (UNIT 2, 3.1)
1. Budget and decisions
Figure 1. Raw material purchase budget of Archie’s company in 2014
Figure 2. Production budget of Archie’s company in 2014
Materials
Opening stock (400kgx$2+ 0x$6.8) 800
Closing stock (220kgx$4.6+0x$6.5) 1012
Purchase cost 8,082,895.64
Skilled labor 1,328,250
Variable overhead 1,593,900
Fixed overhead 900,000
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Raw Material Purchase Badget Material X Material Y
Kg Kg
Using Requirement
To product 18,300 units of A 91.500 109.800
To product 76,350 units of B 534.450 687.150
Usage Budget 625.950 796.950
Provision of losses (0.3%) 1.878 2.391
627.828 799.341
Opening Stock 400 0
Closing Stock (55%) 220 0
Decrease in Stock 180 180 0 0
Raw Material Purchase Budget
(kg)
627.648 799.341
Cost per kg $ 4,60 $ 6,50
Raw Material Purchase Budget($) $ 2.887.180,11 $ 5.195.715,53
Total Purchase Cost $ 8.082.895,64
Production Budget Product A Product B
Units Units
Sales goods 20.000 80.000
Provision for losser (0.5%) 100 400
Opening Stock 4.000 9.000
Closing Stock(55%) 2.200 4.950
Decrese in Stock 1.800 1.800 4.050 4.050
Production Budget 18.300 76.350
Production cost budget 11,904,833.64
*Working Product A Product B
Unit produced 18,300 76,350
Hour per unit 1 1.5
Total hours 18,300 114,525
Skilled labor $1,328,250
Variable overhead $1,593,900
Figure 3. Production cost budget of Archie’s company in 2014
A budget in business is financial plan in exactly the same way, budget can encourage forward
thinking and help Archie company can manage their monetary, income, expenditure, capital
investment for future plans.
Budgetary planning and control systems has some benefits.
The Budgets set up targets for company.
The budget show manager how much money they need to focus on their activities.
Budgets improve communication.
Budgets as the control tool the task, the results of company, monitor income and
expenditure and identify any problems.
Budgets motivate employees to improve their performance.
Budgets provide a framework for responsibility
2. Limitation and solution
Budgets is the job that take time and money. The development of budget for Archie
company provides information for managers, they can be predicted for the future. However,
Archie's budget planning also has a few minor drawbacks. Because budgets will good if the data
being used to create them are good. Moreover, budget just provides only approximate numbers,
thus, final results cannot be correctly one hundred percent. One of the most important limitations
of Archie’s budget is not flexible because the data are not real and final, it was be predicted and
prices change very often. If this is a financial plan for 2014, Archie Company will be able to take
advantage in 2014, but that plan did not apply to the next and next year. Besides, budgets creates
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some problem about behavior and it takes costly, management of time. From the financial
management, Archie company plans should split its budget into quarters rather than an entire
year. It can help companies to easily predict more accurately the numbers. Perhaps, innovation
cost, discount cost, changing cost, labor cost, work hour and other cost should be added more in
plan.
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TASK 3. (UNIT 2, 4.3)
Ratios Industry Average (2013) 2013 2012
PROFITABILITY AND RETURN ON CAPITAL
ROCE 20% 296.76% 50.90%
Profit margin 15.80% 71.92% 14.25%
Asset turn over 3.6 times 4.13 times 3.57 times
Gross profit margin 26% 79.13% 26.36%
Net profit margin 8.30% 71.9% 14,24%
BORROWINGS
Liabilities ratio 50% 43.43% 50.34%
Gearing ratio 18% 10.78% 14.85%
Debt/Equity ratio 25% 14.02% 18.83%
Interest cover 25.7 times 190.77 times 36.26 times
Current ratio 120% 151.52% 171.78%
Quick ratio (Acid ratio) 90% 145.51% 162.34%
Debtor days ratio 55 days 64.27 days 85.02 days
Stock turnover period 13.8 days 14.71 days 9.36 days
Credit turnover 90 days 174.13 days 56.2 days
SHAREHOLDERS' INVESTMENT RATIOS
Earnings per share
(EPS)
$0.45 per share $5.79 per share $0,71 per share
Dividend per share $0.1 per share $1.736 per share $0.211 per share
Dividend cover 4 times 3.335 times 3,365 times
P/E ratio 3 times 0.276 times 2.676 times
Dividend yield 14% 108.53% 11.05%
Figure 4. Financial ratios of Archie’s company in 2012 and 2013
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1. Profitability and return on capital
There is a great change for return on capital employed from 50.90% in 2012 to 296.76% in 2013.
This percentage change rose nearly 6 times in comparison with 2012 and is much higher than
only 20% of industry average at the same time. Along with an improvement of return on capital
employed, profit margin in 2012 was a bit lower than the industry average but increased rapidly
to 71.92% in 2013. This change reflects Archie’s good business and distribute to a higher asset
turnover between these two years. It means that Archie’s company has had the first successful
step in the market of electric components industry and has ability to make profit. The higher
gross profit margin also leads to an increase for net profit margin in 2013. It can be explained by
a decrease of cost of sales which is less than a half of it was in 2012, even the way Archie’s
company manage their total expenses.
3. Borrowings
In this criteria, the liability ratio was decrease a bit to under 50% compared with 2012 which
means that Archie’s company are borrowing less than the previous year. The ratio has fallen
from 50.34% to 43.43% helping company to improve its position and prove its ability to reduce
the total debt in total asset. This change also attributes a great increase of profit margin and
return on capital employed in 2013.
The gearing ratio seems quite low and decrease through time can be seen as good news for
Archie’s company. It proves that Archie’s has to pay less for preference shares and debentures.
Technically, they have only 10% of debenture stock and do not exist any preference shares.
Furthermore, debt/equity ratio is mentioned as the same sort of information as the gearing ratio
which also decreases in times of change. Lower percentage will show how better Archie’s
company was in comparison with other competitors in 2013.
As can be seen clearly, the interest cover of Archie’s company in 2013 is much higher than 2012.
This ratio shows that Archie’s company has enough ability to pay for interest and tax easily.
Although they have to face with effects from ordinary shareholders, they still create a high level
of profit.
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4. Liquidity and working capital
With a high level of current and quick ratios, the assets of Archie’s company are considered
better than its competitors. It distributes to make Archie’s company have a high volume of
liquidity by their opportunity to transfer money from stock to cash based on higher ratio than the
industry average.
Debtor days ratio also decreased showing that Archie’s company has transferred credit sales to
cash quickly. However, this ratio is still higher than the industry average with 55 days. Because
Archie’s company has to sell a large number of components for each order, debtors of company
will last longer than usual.
Stock turnover days in 2013 are longer than it was in 2012 due to the consequence of reducing
sales. Moreover, this ratio reflects that Archie’s company has invested more in managing
inventory but it seems ineffective as in 2012. Because it take longer time, the performance is also
slower.
Creditors’ turnover is worse between 2012 and 2013 from 56.2 days to 174.14 days. Whereas the
rate of industry average is 90 days, it means that company is in trouble with credit from suppliers
and loan from bank.
5. Shareholders’ investment
Earnings per share of Archie’s company have rose fastly in 2013, equal nearly 10 times of 2012
and even 12 times of the industry average. This high number show the return on each ordinary
share which can be used to evaluated how good the business was.
High earnings per share lead to an increase in dividend per share from 2012 to 2013 which
express the level of satisfaction of shareholders. Compared with $0.1 of the industry average,
shareholders can have the general perception to evaluate how effective the business was between
Archie’s company and its competitors.
Dividend cover is nearly the same in these two years, however, both of these years having the
lower rate than the industry average. Archie’s company can identify how many percent of profit
should be used for future growth and dividends.
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A great decrease in price to earnings ratio between these two years proves that Archie’s company
has run the business more effectively. Nevertheless, it does not mean weak shareholder’s
confidence; the earning was too big whereas company is able to reduce the share price.
Dividend yield also increased sharply which show how expectation of shareholders was. Its
percentage is still higher than industry average nearly 10 times in 2013. Because they see a great
increase in earning, they will expect to receive much more return in comparison with their
competitors’ dividends.
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APPENDIXTASK 3
ROCE=Profit on ordinary activities before interest∧taxationCapital emplyed
×100 %
2013 2012
$ $
Profit on ordinary activities before tax 5,479,318 666,773
Interest payable 28,874 18,909
Profit on ordinary activities before interest and taxation 5,508,192 685,682
Capital employed 1,856,103 1,346,969
Return on capital employed (ROCE) 296.76% 50.90%
Profit margin=PBITSales
×100 %
2013 2012
$ $
Profit before interest and tax 5,508,192 685,682
Sales 7,658,796 4,809,567
Profit margin 71.91% 14.25%
Asset turnover= SalesCapital employed
2013 2012
$ $
Sales 7,658,796 4,809,567
Capital employed 1,856,103 1,346,969
Asset turnover 4.13 times 3.57 times
Gross profit margin=Gross profitSales
×100 %
Net profit margin=Net profitSales
×100 %
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2013 2012
$ $
Turnover 7,658,796 4,809,567
Cost of sales 1,598,709 3,541,780
Gross profit 6,060,078 1,267,787
Operating profit 4,988,816 305,331
Gross profit margin 79.13% 26.36%
Net profit margin 65.14% 6.35%
Liabilities ratio= TotaldebtsTotal assets
x100 %
2013 2012
$ $
Creditors: amount falling within one year 1,071,262 962,456
10% first mortgage debenture stock 2016/2011 200,000 200,000
Total debts 1,271,262 1,162,456
Tangible fixed assets 1,304,180 656,071
Current assets 1,623,185 1,653,354
Total assets 2,927,365 2,309,425
Liability ratio 43.42% 50.33%
Gearingratio= Prior charge capitalTotalcapital
× 100 %
2013 2012
$ $
Prior charge capital 200,000 200,000
Total capital 1,856,103 1,346,969
Gearing ratio 10.77% 14.84%
Debt / Equity ratio= Prior charge capitalOrdinary share capital∧reserves
×100 %
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2013 2012
$ $
Prior charge capital 200,000 200,000
Ordinary share capital and reserves 1,426,103 1,061,969
Debt/equity ratio 14.02% 18.83%
Interest cover= PBITInterest charge (less receipts )
2013 2012
$ $
Profit before interest and taxation 5,508,192 685,682
Interest payable 28,874 18,909
Interest cover 190 times 36 times
Current ratio= Current assetsCurrent liabilities
×100 %
2013 2012
$ $
Current assets 1,623,185 1,653,354
Current liabilities 1,071,262 962,456
Current ratio 151.52% 171.78%
Quick ratio (acid ratio )=Current assets less stocksCurrent liabilities
× 100 %
2013 2012
$ $
Current assets 1,623,185 1,653,354
Current liabilities 1,071,262 962,456
Stock 64,422 90,850
Current assets less stock 1,558,763 1,562,504
Quick ratio 145.50% 162.34%
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Debtor daysratio=Trade debtorsSales
×365 days
Stock turnover period= StockCost of sales
× 365 days
Credit turnover=Trade creditorsPurchase
× 365 days
2013 2012
$ $
Trade debtors 1,348,592 1,120,252
Sales 7,658,796 4,809,567
Stock 64,422 90,850
Cost of sales 1,598,709 3,541,780
Trade creditors 762,701 545,340
Purchases 1,598,709 3,541,780
days days
Debtors day period 64.27 85.02
Stock turnover 14.71 9.36
Creditor turnover 174.13 56.20
Earnings per share= Profit available for ordinary shareholdersNumber of ordinary shares
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2013 2012
$ $
Profit before interest and tax 5,508,192 685,682
Interest (27,000) (18,127)
Profit before tax 5,481,192 667,555
Taxation (1,369,830) (166,693)
Profit after tax 4,111,362 500,862
Number of ordinary shares 710,000 710,000
Earnings per share 5.79 0.71
Dividend per share= DividendNumber of ordinary shares
Dividend cover= Earnings per shareNet dividend per (ordinary ) share
Price ¿earnings ratios=Current share priceEPS
Dividend yield=Dividend onthe share for the yearCurrent market value of the share
×100 %
2013 2012
Dividend $1,232,847 $150,024
Number of ordinary share 710000 710000
Dividend per share $1.74 $0.21
Earnings per share $5.79 $0.71
Net dividend per ordinary share $1.74 $0.21
Dividend cover 3.33 times 3.38 times
Current share price 1.6 1.9
P/E ratio 0.27 times 2.67 times
Current market price of the share 1.6 1.9
Dividend yield 108.75% 11.05%
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REFERENCESUnknown. (2010) Managing Financial Resources and Decisions. BPP Learning Media, p.132-
145
Unknown. (2010) Managing Financial Resources and Decisions. BPP Learning Media, p.157-
171
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