Case Study Analysis And Interpretation

Make calculations using: LIFO, AVCO, and FIFO. Recognize the results on profit. The use of Payback, Accounting rate of return, Discounted cashflow, Net present Value and Internal rate of go back to make calculations from the given data and analyze the results. Method – Group Discussions, Solution, and Description of problems on the table.

Activity: Case study analysis and interpretation. Solution of problems from IB Question loan company. Sub-Topic: – Methods of Costing (Full, Absorption, Activity-based, Standard, Marginal) Cost center. Assess the limitations and appropriateness of different methods of priced at. Assess the value of income and cost center. Method – Group Discussions, Explanation, and solution of problems on the board.

Activity: Case study analysis and interpretation. Solution of problems from IB Question lender. Describe and compare the features and application of every system. Analyze the implications for marketing, human resource management, and finance arising from changing the production system. Understand the need for organizations to use more than one pattern of production.

Method – Group Discussions, Explanation, and solution of problems on the table. Activity: Case study analysis and interpretation. Solution of problems from IB Question loan provider. Sub-Topic: – New Product Development, Production Planning (Stock levels, Stock control, Usage patterns, buffer stocks and shares, just-in-case, and reorder levels. Describe the importance of innovation within an era of fast technical change and evaluate the problems of financing research and development. Recognize the necessity for ideal stock levels and analyze appropriate graphs. Method: – Group Discussions, Explanation, and solution of problems on the panel. Activity: – Case study analysis and interpretation.

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Solution of problems from IB Question loan company. Sub-Topic: – Just in time and optimum stock levels, Outsourcing and subcontracting, -term supply agreements long, Project management, Gnatt, and CPA chart. Explain the complexities and consequences of changes in the make – or- buy decisions and decide whether an organization should make or buy. Construct and interpret a network, identify the critical route and calculate total and free float. Describe what sort of Gnatt chart may supplement CPA. Method – Group Discussions, Explanation, and solution of problems on the board. Activity: Case study evaluation and interpretation. Solution of problems from IB Question bank.

Are they limited to specific vehicles, which means that your customer service technician can’t fill up an individual vehicle? Does your vendor reporting distinguish between a can of oil and a cheeseburger? Do you reimburse mileage to employees who use personal vehicles on company business? Is it at the IRS certified rate or a lesser company rate?

What kind of reporting do you need to substantiate the business miles? Does anyone at least spot check to see if the reported mileage appears fair? Vehicles can be considered a huge cost center for a few companies and it generally does not get much scrutiny during the good times. Look at your expenditure control procedures. Who’s authorized to invest the business’s money? Are you experiencing written expense reimbursement policies so when was the last time they were reviewed?

How often are employees reimbursed for personal expenses on company business? If it is more than weekly you are spending a complete lot of money. Ideally employees should be reimbursed coincident with payroll. What evidence must substantiate a cost? Do you follow IRS receipt recommendations? That’s probably OK during the happy times but in a down cycle you may want to require receipts for smaller expenditures, or even all expenses maybe. Who approves expense reports?