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Research & Development Cost Capitalization under different Accounting Standards Answer

Research & Development Cost Capitalization under different Accounting Standards Answer

Research & Development Cost Capitalization under different Accounting Standards Answer

Research & Development Cost Capitalization under different Accounting Standards
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As per the US GAAP # SFAS 2 developed by FASB states that research & development cost for any project are those costs that are incurred during the research , development , designing & building a new product or incurred during a project.
Any cost that is incurred for the purpose of market & other research, materials consumed during the design & development phase should be expensed in the period in which they are incurred. Development cost can only be capitalized if the equipment purchased or the developed equipment or product can be used for other alternative projects or purpose. IF they are specified in nature and can only be utilized on the success of the current project which is in the development stage than that amount of expenditure on those equipment should be also be expensed out.
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Research & development cost definition & treatment as per SFAS 2

Matching Principle

Application of the above mentioned concepts in our case study

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Role of ethics and social responsibility in developing a strategic plan Answer

Role of ethics and social responsibility in developing a strategic plan Answer

Role of ethics and social responsibility in developing a strategic plan Answer

Write a 700- to 900-word paper in which you do the following: • Explain the role of ethics and social responsibility in developing a strategic plan while considering stakeholder needs and agendas. • Include at least one example of a company overstepping ethical boundaries for stakeholder agendas, and what types of preventative measures could be taken to avoid this type of situation. Format your paper consistent with APA guidelines.

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Task 4 Determine the critical path identified by a given PERT CPM analysis Answer

Task 4 Determine the critical path identified by a given PERT CPM analysis Answer

Task 4 Determine the critical path identified by a given PERT CPM analysis Answer

Objectives: 309.3.2-01: Determine the critical path identified by a given PERT/CPM analysis. 309.3.2-02: Utilize PERT analysis to determine the probability that a given project will meet a specified deadline for completion. 309.3.2-03: Determine slack time for a given project activity. 309.3.2-04: Determine scheduled start time for a given project activity. 309.3.2-05: Determine scheduled completion time for a given project activity. 309.3.2-06: Use time-cost trade-offs to appropriately crash a project network. Introduction: This task requires candidates to prepare a program evaluation and review technique (PERT) chart and apply critical path method (CPM) techniques. Given: Company A is installing a Web-based customer-feedback system to meet customer needs for quick response when rolling out new products. A new product line is rolling out in 34 weeks and the customer-feedback system must be installed and running in time for the new product launch. Table 1.1 in the attached worksheet “QAT 4 Student Tables” shows three estimates of the time it will take Company A to complete each of the activities and project tasks in the customer-feedback system project (optimistic, probable, pessimistic). Company B is installing a similar feedback system to accompany a new product line and originally had the same time line as Company A. Company B just announced that its new product line is ahead of schedule and will be launched in 30 weeks instead of the initially projected 34 weeks. Because the Web-based customer feedback system must be installed and running in time for the revised date of the product launch, something must be done to shorten implementation time required for the customer-feedback system project. Refer to Table 1.2 in the attached worksheet “QAT 4 Student Tables” that lists the expected time it will take to complete the activities if shortened as much as possible (crash time), the cost to complete the activity using normal resources (normal cost), and the cost of completing the activity on an accelerated basis (crash cost). Task: A. Use the estimates for Company A in Table 1.1 to do each of the following: 1. Determine the expected completion time for each of the ten project activities, showing all your work. a. Determine the variance for each project activity, showing all your work. 2. Prepare a PERT chart (network diagram) to identify the critical path for project completion. Note: If you don’t have software to build a PERT chart, use text boxes with lines or arrows in a word processing program. 3. Determine each of the following, showing all of your work or reasoning: a. Expected duration of the entire project b. Slack for project task A c. Slack for project task H d. The week project task F is scheduled to start e. The week project task I is scheduled to finish 4. Determine the probability of completing this project in time for the product launch in 34 weeks, showing all your work. B. Assume that Company B has the same expected completion times for project activities as Company A. Use your results from part A1 and the data in Table 1.2 to determine the following, showing all your work: 1. Maximum reduction in time 2. Crash cost per week C. Identify the following by using your results from part B, showing all of your work or reasoning: 1. Activities to be crashed in order to complete the project within 30 weeks 2. Number of weeks each of these activities should be crashed to meet the deadline with the lowest possible increase in cost 3. Additional crashing cost of the activities identified in part C1. D. If you use sources, include all in-text citations and references in APA format

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A company is considering two alternatives for improving profits Answer

A company is considering two alternatives for improving profits Answer

A company is considering two alternatives for improving profits Answer

A company is considering two alternatives for improving profits: develop new products or consolidate existing products. If the company decides to develop new products, it can either develop several products rapidly or take time to develop a few products more thoroughly. If the company chooses to consolidate existing products, it can either strengthen the products to improve profits or simply reap whatever gains are attainable without investing more time and money in the products. Given: The “Decision Tree Chart” below shows the predicted gains from each decision alternative described above. Gains depend on how the market reacts to the action taken by the company. The probability of each market reaction is shown on the decision tree. Task: Develop a response to the attached decision tree chart in which you: A. Calculate the expected value for each of the four decision branches, showing all work or reasoning B. Determine the decision alternative that has the most favorable total expected value. 1. Explain how you reached your determination in part B.

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Prepare the bank reconciliation for Collier Cleaners for the month of September Answer

Prepare the bank reconciliation for Collier Cleaners for the month of September Answer

Prepare the bank reconciliation for Collier Cleaners for the month of September Answer

Use the information below to prepare the bank reconciliation for Collier Cleaners for the month of September.
· The bank statement indicated bank service charges of $63.
· Outstanding checks as of September 30 amounted to $1,405.
· Deposits in transit as of September 30 amounted to $2,769.
· The ending balance per the September bank statement is $40,753.
· Collier Cleaners bookkeeper mistakenly recorded a $1,610 cash disbursement as $1,160 for Office Supplies on check #2402.
· The bank mistakenly recorded a deposit of $2,800 as $280 on February 17.
· The bank made an EFT payment on behalf of the company for Insurance for $3,200.
· Bank collected rent of $3,000 and a note, for $16,450, including interest of $450.
· The ending cash balance per the books for September before any adjustments was 28,900.

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What have been some major causes of the large U.S. trade deficits Answer

What have been some major causes of the large U.S. trade deficits Answer

What have been some major causes of the large U.S. trade deficits Answer

What have been some major causes of the large U.S. trade deficits since 1992? What is a major benefit (you could address that issue) or a major cost (or you could address that issue) associated with trade deficits?

Do a little research about foreign exchange traders. It’s a big business; how do they make money? What is the relationship between FX rates and interest rates?

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Prepare a financial analysis of Warehouse Distribution, Inc Answer

Prepare a financial analysis of Warehouse Distribution, Inc Answer

Prepare a financial analysis of Warehouse Distribution, Inc Answer

Develop a PowerPoint presentation that answers the following questions:
Prepare a financial analysis of Warehouse Distribution, Inc.(I will upload the income statements for Warehouse Distribution), comparing the firm’s financial performance between the two years. In addition to the financial information included in the case, the company’s chief financial officer, ***** *****, has estimated the company’s average cost of capital for all its financing to be 10.5%.
Based on your analysis would you recommend doing business with Warehouse Distribution, Inc., based on their financial strength? Support your recommendation because the board will want to know why?
What three questions will you ask the executive leaders of Warehouse Distribution, Inc. to evaluate whether or not they operate the company based on biblical principles?
What answers would give you confidence that they do operate Warehouse Distribution on biblical principles?
The presentation should include: Introduction and conclusion slides with 10-15 body slides.
The ratio analysis should be done in Microsoft Excel. You can either do the work in a separate Excel file and copy and paste your ratio analysis into PowerPoint or insert a spreadsheet into the slides that show your analysis.
The three questions you asked the leaders of Warehouse Distribution, Inc., to determine whether or not they operate the business based on biblical principles and the answer you hoped to receive. The question and answer should be on the same slide so you will have three slides for this portion of the presentation.

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Get There Navigation Technologies was founded by John Zillon Answer

Get There Navigation Technologies was founded by John Zillon Answer

Get There Navigation Technologies was founded by John Zillon Answer

Get There Navigation Technologies(GTNT) was founded by John Zillon. The company is a producer of high-quality navigation systems used in the car rental and transportation industry. The company serves the international market.One facility for manufacturing and distribution of its products is located in Omaha, Nebraska. GTNT has limited space for production and storage of inventory.Qualified personnel for production of premium transportation navigation devices are in short supply, and training requires 11 weeks. The company has introduced a new transportation-business navigational device called Get Me There, which will sell for $159.95.Based on the market research conducted by the Marketing and Sales Department, first-quarter sales are forecasted to be 15,000 units (per month).CURRENT REVENUE AND COST STRUCTURE FOR THE GET ME THEREThe company can produce 15,000 units per month by working two shifts per day, 5 days per week. Adequate storage space for 10 days exists for raw materials, work-in-process, and finished goods to support the forecasted 15,000 units sold per month.Lead time for ordering and receiving required raw materials and component parts (work-in-progress) is 55 days,which includes 5 days for transit.All raw materials and work-in-progress come from small, specialized single source suppliers.Production time requires 5 days, and transit time averages 3 days.Production for the first quarter is scheduled to begin in 60 days.All orders for raw materials and work-in-process for the entire quarter have been placed.THE MARKETING AND SALESTotal Per Unit
Manufacturing Costs $ 58.00
Distribution and Storage 32.00
Sales and Administrative 48.00
Price per Unit $ 159.95
All other cost categories equal $5 per unit, leaving a pretax profit of 13.04%.WORKING THE CHALLENGEThe president and CEO of GTNT is aware that the company needs expert assistance to get through this production challenge.Assume that your team is a team of industry experts for a reputable consulting firm that has been brought in to help solve the problem.Analysis of the situation reveals that you can add a third shift and work all shifts 6 days per week to get production up to 30,000 units per month.You must also rent an off-site facility to achieve this level of production.Initiation of this effort will increase total production costs by 63%.Through your contacts in the manufacturing industry, you have located two small manufacturing companies that can meet the 15,000 unit per month shortfall for the quarter.Subcontractor A requires 45 days to ramp up for production with a total production cost of $84 per unit.All other cost categories remain the same.Subcontractor B requires a 35-day lead-time with a total production cost of $90 per unit.All other cost categories remain the same.Quality standards can be met by each of the subcontractors.You are charged with meeting 45,000 units per month (or 135,000 units for the quarter) as your actual demand, even though the marketing department may have mistaken the demand target to only be 15,000 units per month (or 45,000 units for the quarter).As consultants and industry experts, your assignment is to prepare a written recommendation to the president and CEO on how to meet the production and sales requirement of 45,000 units per month for the first quarter while preserving the good reputation of the company and minimizing losses due to the faulty sales forecast.
Your team has been asked to evaluate the existing inventory management strategy at GTNT to find out how the company may optimize its operational performance. The company has also asked for a
recommendation of which subcontractor to employ. Resource: Get There Navigation Technologies: Customer Needs and Operational Performance Read the scenario for more information regarding the situation. Write a 1,050-word paper of your evaluation in which you Address the following points:

Explain your rationale for selecting subcontractor A or subcontractor B. How does the selected subcontractor optimize operational performance?

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Get There Navigation Technologies was founded by John Zillon Answer

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PROJ 598 Contracts and Procurement Week 4 Course Project Part 1 Complete A+ Answer

PROJ 598 Contracts and Procurement Week 4 Course Project Part 1 Answer

PROJ 598 Contracts and Procurement Week 4 Course Project Part 1 Answer

Request for Proposal

Inventory Control System
Bioseeds Ltd
The Course Project for PROJ598 consists of two parts, which provide familiarization to processes associated with contract and procurement management.
• Part 1 (PP1) of the Course Project focuses on writing an RFP and entails selecting one of the three RFP procurement cases listed under the PP1 section or one of your choosing and using the PP1—Course Project RFP template document in the Doc Sharing area to develop information to support a completed RFP suitable for submission to vendors.
• Part 2 (PP2) covers all of the TCOs but touches mainly upon textbook Chapters 9 through 12 of World Class Contracting and PMBOK® Guide Chapter 12. You will be required to identify an opportunity through https://www.Fbo.gov and follow the instructions, which are located in Doc Sharing.
Project Part 1
Assignment: Project Part 1 (PP1) entails completing a Request for Proposal (RFP). You may select one of the below procurement cases or use one of your own appropriate procurement cases as the basis for creating an RFP.
RFP Procurement Cases
Select one of the following RFP procurement cases to develop your PP1 RFP.
A New Practice Field
You own a semipro baseball team (in the location of your choice) and you want to construct a new practice field. You own the land already (20 acres). The land is relatively flat and it has only a few dilapidated structures (barns) and trees on it. Connecting up with existing water and sewer lines would present no unusual technical problems. It is now September, and you would love to have that field ready to go by March 2 years hence. Your vision would include the playing field, a small clubhouse, and a parking area that would hold about 50 cars. No spectator seating would be required. The decision to go with one general contractor has already been made.
An Environmental Impact Study – You are a general contractor wishing to put up a modest-sized concrete production plant on the outskirts of town. The plant would operate on only one 10-hour shift per day and would produce about 400 cubic yards of output per day for 6 days per week. It is necessary for an environmental impact study to be undertaken before the county can issue a permit. The biggest issue is, of course, the air quality implications of concrete production, but potential impacts on water quality are of concern as well. It is now October, and you want to start building the plant by the end of next summer, if at all possible. It is now time to issue an RFP to procure an environmental impact analysis. Studies of this type normally require about 3 months of concerted effort by a team of analysts.
An Inventory Control System – You sell seeds from a catalog, and business has been blossoming. However, your inventory tracking system is inadequate. In high season, supply outages have been frequent, and customer complaints over delays have been increasing. You fear that your business will die on the vine unless something is done to improve things. You want to hire a management consultant to design a new inventory tracking system. This kind of work normally requires about 6 months worth of effort. It is now May. You need to issue an RFP for this work. The procurement will be for the design stage only—implementation may or may not be handled under a separate contract at a later date.
RFP Content
Your RFP should utilize the best practices of the pre-award phase listed in the text that apply to your project. You must choose the type of contract (Fixed Price, Cost-Plus, Time and Materials, etc) that you feel is most appropriate for this procurement. I will set the length limit at a minimum of 15 double-spaced pages (12-point font) for the main body of the RFP, no more than 20 pages. You may attach additional appendices if you wish, but these must be limited to clarifying material that has been borrowed from elsewhere or developed as an exhibit and they are not included as part of the minimum 15 page limit.
The first page of your overall submission must be a cover sheet that contains the project title (hopefully, not “PP1” or anything like it—be inventive), your name, your e-mail address, and course identifying information (e.g., “PROJ598 for this term” will suffice —, use the correct term identifier). The second page will be a Table of Contents (TOC) listing the major RFP sections together with page numbers. The next 1 – 15 pages constitute the main body of the RFP. Remember “ALL” sections in the template are graded components, so remember to complete each section and sub-section. You should not have any sections that are not applicable (N/A) or to be determined (TBD) in the proposal. Include a reference page at the “end” of the proposal listing the references that you used in the RFP preparation in APA format, including websites, if any. Don’t forget to cite any sources in the text of your paper using APA format as well. This is an academic assignment, therefore APA format is required. Appendix B contains a list of suppliers to whom you would send the RFP. These must be real bona fide contractors—not hypothetical ones. On that page, explain how you chose these potential suppliers and why they are acceptable for your project. Be detailed with your explanation. The cover sheet, TOC, reference page, and supplier list do not count toward the 15-page minimum.
The structure should, therefore be
• Cover sheet (one page)
• Table of contents (one page)
• RFP main body (Minimum of 15 pages)
• References in APA format (no page limit)
• Appendices (no page limit)
• Appendix B: Supplier list (one page)

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PROJ 598 Week 4 Course Project Part 1

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HRM 587 Managing Organizational Change Week 4 Part 3 Diagnosing the Change A+ Answer

HRM 587 Managing Organizational Change Week 4 Part 3 Diagnosing the Change Answer

HRM 587 Managing Organizational Change Week 4 Part 3 Diagnosing the Change Answer

Part 3: Diagnosing the Change (Due Week 4)

Select a Diagnostic Model (see Chapter Five) that you utilize to review aspects of change activities and actions that have been taken by the companies chosen. Here we are looking at the “parts” of the companies as well as their strategies, as surmised by your research in Part 1. It is acknowledged that this information will not be complete, as you are looking at these companies as an outsider; but a thoroughly researched paper will give enough data to allow some (well-defended) assumptions on your part.
Here’s what to do:
1. Choose one Diagnostic Model (i.e. 6-box, 7S, congruence, or etc.) to apply to the two chosen companies. Choose the model which you feel best identifies and measures the relevant aspects of the organization’s performance and therefore the diagnostic choices made will affect your findings.
2. Apply the data obtained in your research through an analysis of the appropriate chosen model. This will allow you to create a diagnosis of where each company is today (as per the criteria of the model).
3. Create a SWOT Analysis for each of the two chosen companies change plans/programs, utilizing information obtained in the diagnosis. (Strengths, Weaknesses, Opportunities, Threats.)
4. Compare the two company analyses to each other and offer your perspective (value judgment) of the effectiveness of the changes made to date in each case.
5. Identify potential areas of resistance that may occur and at least one strategy to respond to each. (This will most likely come from your Weaknesses/Threats section of your SWOT. If not, take another look at your SWOT.)
6. Write your paper including each of the above sections, and analyses.

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HRM-587-15