The Sturdivant Sound Systems ( Sss )

Assuming that the company’s goal is to maximize profits, the current cost system is not an appropriate tool for strategic planning. The ambiguity of the overhead costs per product makes it difficult to accurately analyze the cause and effect relationships of changes and/or improvements to specific product line.

The company has been functioning well in terms of generating profit and demand so far. However, there will be a 20% increase in demand for the next month of operations as predicted by management, and the production and supply management's problems may come as a problem they can no longer afford.

The purpose of this report is to compare the financial report of the two ASX listed companies they are Harvey Norman and JB Hi-Fi. It provides an analysis and evaluation of the current and previous profitability, liquidity and financial stability of both companies. Methods of analysis include financial ratio analysis for example profitability and performance ratio, liquidity ratio, financial and stability ratio by reviewing the financial report of two companies. It also review the industry analysis, highlighting the size of the industry in Australia, the level of competition and the significant environmental factors facing by these two particular companies and the industry as a whole. Further, it discusses about the

Although the company did show an increased gross profit of $8,255,000 with $6,358,000 less Net Sales in 2013 versus 2012, that increase is due to the reduction in product Cost of Goods Sold by $14,613,000. Since increases in product price will negatively affect sales, one of management’s primary goals is to keep prices stable. This objective is achieved through implementation of cost cutting programs, investing in more efficient equipment, and automation of more steps in the production process.

HeadGear, Inc is a small manufacturer of headphones for use in commercial and personal applications. In recent times, the demand for headphones has grown steadily; however, the company’s profits have grown at a slower rate. John Hurley, the chief executive officer (CEO), is concerned about the falling productivity and increasing costs. John is aware that if the profits continue to decline, the result can negatively affect the stock price of the company. A decline in stock prices will hinder the firm's ability to raise new investment

While we are performing our analysis on different aspects of the company, we look at the three main types of cost. When we remain devoted to improving our costs, and the faults related, we show our same devotion to our consumers. This is portrayed by the quality of products we put on the shelves. Prevention costs, appraisal costs and Failure costs are areas

| |iv. Service quality cost savings – Controllable and relevant – With the 6 supplier option the company saves $100,000 in|

The company is weakened mainly by its lack of technological advancement in every area of production. For example, if the company chose to modify their equipment to produce their “Atherley” model as well, it would be able to lower production costs of this model, in turn increasing the profits of this model further. In addition, the Atherley Furniture Company greatest threat is the decreased market for their “Parkdale” model. The “Parkdale” model has the most time consuming and costly production. With lack of a market for this model, the company stands to continue to lose profits. In conclusion, if the company wishes to continue to operate their chair division profitably as well as efficiently, the above issues need to be addressed and corrected.

The company believes that new initiatives are necessary to bolster unit volume and especially reorders. I believe Advanced Materials lacks coherent strategy for Nundies to effectively appraise the financial worth of product service offerings. The managers must reduce the spending on order getting costs because they cannot increase their output to the capped limit of 100,000 liners. Other issues are whether or not the distribution approach currently used by the company will help reach profitability, and whether or not the company effectively reaches the target market.

The resulting data was then analyzed for each structure. A regression equation was provided and resulting annual salaries for each position based on allocation of evaluation points was calculated. A table providing minimum, first quartile, average, median, third quartile, and maximum pay for each position in the structure based on the data was also provided. Using this information and the pay policy level decisions on whether or not to lead or lag the market a preliminary pay level for each position was also reached. Whether or not to overlap pay grades came into consideration when deciding on the spread for each structure. Depending on overlap in compensable factors between structures a spread of 50% or 10% was chosen. For example, in the customer service structure the positions have little in common and thus a 10% spread in order to have no overlap was chosen while for the software engineering structure the positions included a lot of overlap in knowledge and skills thus the spread of 50% was chosen.

The topic selected is (Strategic Procurement & Supply Chain Management). For this study, we have selected Toyota Motor Corporations as our company of choice. Toyota is without doubt the best in the world, with its many philosophies and principles on how to make the best out of the least; JIT, lean production and elimination of waste and the desire for continuous improvement are just a few ways how Toyota has become the best in the auto industry. Toyota as a name, a company, and as a brand has become synonymous with Quality.

However, as a new member with a new product, electronic product in North American market, the reputation is also an important attribute. Especially, quick delivery time is a key attribute for this company, due to the demand of quick delivery in all markets. Moreover, the manufacturing process of the new product, electronic product, on which our company will definitely focus, has a lot demands. Such as, technology, innovation and quick delivery time even the ability to make the product be the first one appearing in the market (other company, which is developing the same product, may become our competitive opponents). Especially, technology is predicted to play the most important role in the manufacturing process. On the other hand, the traditional cost system has a lot of limitations. Traditional costing system focuses on the cost reduction and the efficiency, particular the products with relatively few standardized components; Clifton, however, produces a wide range of airplane components. In addition, nonfinancial aspects of

Littlefield Technologies (LT) has developed another DSS product. The new product is manufactured using the same process as the product in the assignment “Capacity Management at Littlefield Technologies” — neither the process sequence nor the process time distributions at each tool have changed. The LT factory began production by investing most of its cash into capacity and inventory. Specifically, on day 0, the factory began operations with three stuffers, two testers, and one tuner, and a raw materials inventory of 9600 kits. This left the factory with zero cash on hand. Customer demand

not apply to Richer Sounds as it is owned by only one person. They may

If R&D were to grow 15% annually instead of staying constant at $600,000 after year one, the terminal value would drop drastically to $14.5 million from the original prediction of $45.3 million (a drop of 68%). In addition, Burns and Irvine would yield a measly IRR of 22.6% in comparison to the 215.5% originally projected (Appendix D). The global industry in hearing aids is dominated by six multinational giants and many small companies like Harmonic are still allowed to operate successfully in the industry. In order to flush out these smaller companies, the six giant companies may decide in the future to cut costs and offer cheaper alternatives which may result in decreased sales for Harmonic. If existing sales were to then fall by 10% annually, Burns and Irvine would be in a lot of trouble. The cash flow would become negative at year five and Burns and Irvine would either be unable to purchase their equipment or would not be able to make sufficient payments on their loans (Appendix E). In order to fulfill obligatory payments, they would be forced to postpone purchasing equipment, cut costs in other areas, take a reduction in salary, etc. None of these options would be advantageous to their profitability or happiness. Another scenario that could occur is that the delay of the launch of the new hearing aid