Chapter 20 Capital expenditure decisions an introduction Copyright

Capital expenditure decisions s Long-term decisions requiring the evaluation of cash inflows and outflows

The capital expenditure approval process s Project generation ÙOften initiated by managers in business

The capital expenditure approval process s Progress to approval ÙThe larger the project the

The capital expenditure approval process s Implementation of projects ÙMay involve the construction or

Techniques for analysing capital expenditure proposals s Consider costs and benefits of the project

Techniques for analysing capital expenditure proposals s Techniques ÙPayback method ÙAccounting rate of return

Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective

Discounted cash flow analysis s A technique used in investment decisions to take account

Net present value method s Calculates the present value of future cash flows of

Internal rate of return (IRR) method s Actual economic return earned by the project

Internal rate of return (IRR) method continued Copyright 2003 Mc. Graw-Hill Australia Pty Ltd,

Internal rate of return (IRR) method s Steps ÙDetermine cash flows for each year

Comparing NPV and IRR methods s NPV has many advantages over IRR ÙEasier to

Assumptions underlying discounted cash flow analysis s Two important assumptions ÙThe year-end timing of

Least cost decisions s Capital expenditure may be approved even when there is a

Depreciable assets s NPV and IRR focus on cash flows s Deprecation charges are

Comparing two alterative investment projects s NPV and IRR may give different rankings for

Other techniques for analysing capital expenditure projects s Payback method s Accounting rate of

Payback method s The amount of time it will take for the cash inflows

Payback: pros and cons s Two drawbacks ÙIgnores the time value of money ÙIgnores

Accounting rate of return method s Focuses on the incremental accounting profit that results

Accounting rate of return: pros and cons s Advantages of the accounting rate of

Accountant’s role in capital expenditure analysis s Provide accurate cash flow projects, considering… ÙHistorical

Accountant’s role in capital expenditure analysis s More accurate projections can be made by

Post-completion audits s Reviews a past capital expenditure project by analysing the actual cash

Post-completion audits s Helps managers ÙUndertake periodic assessments of outcomes ÙMake adjustments where necessary

Performance evaluation: a behavioural issue s Potential conflict between criteria for evaluating individual projects

Slides: 30

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Chapter 20 Capital expenditure decisions: an introduction Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith

Capital expenditure decisions s Long-term decisions requiring the evaluation of cash inflows and outflows over several years to determine the acceptability of the project s Significant impact on the competitiveness of the business s Focus on specific projects and programs Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 2

The capital expenditure approval process s Project generation ÙOften initiated by managers in business units ÙConsistent with strategic plan and corporate guidelines s Evaluation and analysis of projected cash flows ÙOver the life of the project ÙDifficult to detect biases in estimates of cash flows continued Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 3

The capital expenditure approval process s Progress to approval ÙThe larger the project the high is the authority level for approval ÙA political process may take place due to strong competition for project approval ÙInitiators need to justify and ‘sell’ the project s Analysis and selection of projects by senior management continued Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 4

The capital expenditure approval process s Implementation of projects ÙMay involve the construction or purchase of new assets, staff training, new staff s Post-completion audit of projects ÙA year or more after the project is implemented ÙEvaluation of accuracy of the initial plan and cash flows ÙOutcomes of the project Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 5

Techniques for analysing capital expenditure proposals s Consider costs and benefits of the project s Cash outflows ÙThe initial cost of the project and operating costs over the life of the project s Cash inflows ÙCost savings and additional revenues and any proceeds of sale of assets that result from a project continued Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 6

Techniques for analysing capital expenditure proposals s Techniques ÙPayback method ÙAccounting rate of return ÙDiscounted cash flow (DCF) techniques s DCF techniques explicitly consider the time value of money Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 7

Discounted cash flow analysis s A technique used in investment decisions to take account of the time value of money s Makes future cash flows equivalent to those in the current year s Types of DCF methods include ÙNet present value (NPV) ÙInternal rate of return (IRR) Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 9

Net present value method s Calculates the present value of future cash flows of a project s Steps ÙDetermine cash flows for each year of the proposed investment ÙCalculate the net present value (NPV) of each cash flow using the required rate of return ÙCalculate the NPV in total ÙProject is acceptable on financial grounds if NPV is positive Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 10

Internal rate of return (IRR) method s Actual economic return earned by the project over its life s The discount rate at which the NPV of the cash flows is equal to zero s Can be determined manually or using a financial calculator or software continued Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 12

Internal rate of return (IRR) method continued Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 13

Internal rate of return (IRR) method s Steps ÙDetermine cash flows for each year of the proposed investment ÙCalculate the IRR ÙIf IRR is greater than the required rate of return, the project is acceptable on financial grounds Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 14

Comparing NPV and IRR methods s NPV has many advantages over IRR ÙEasier to calculate manually ÙAdjustments for risk possible under NPV ÙNPV will always yield only one answer ÙNPV overcomes unrealistic reinvestment assumption required for IRR s Reinvestment assumption ÙCash flows available during the life of a project are assumed to be reinvested at the same rate as the project’s rate of return. Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 15

Assumptions underlying discounted cash flow analysis s Two important assumptions ÙThe year-end timing of cash flows ÙThe certainty of cash flows s Determining required rate of return ÙUsually based on the firm’s weighted average cost of capital ÙCan be adjusted to take account of the risk of a particular project Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 16

Least cost decisions s Capital expenditure may be approved even when there is a negative NPV, or less than acceptable IRR s Qualitative concerns may be driving the investment s Select the course of action that has the lowest cost Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 17

Depreciable assets s NPV and IRR focus on cash flows s Deprecation charges are not cash flows s Where a business is liable for income taxes, depreciation is a tax deduction s Reduction in taxation due to depreciation has cash flow implications Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 18

Comparing two alterative investment projects s NPV and IRR may give different rankings for alternative projects ÙDue to reinvestment assumption of IRR ÙNPV results in correct ranking s Strategic and competitive concerns must be considered in any decisiion Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 19

Other techniques for analysing capital expenditure projects s Payback method s Accounting rate of return s These methods do not take account of the time value of money Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 20

Payback method s The amount of time it will take for the cash inflows from the project to accumulate to cover the original investment s Payback period ÙInitial investment / annual cash flow s The simple formula will not work if a project has uneven cash flow patterns ÙUse cumulative cash flows Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 21

Payback: pros and cons s Two drawbacks ÙIgnores the time value of money ÙIgnores cash flows beyond the payback period s Widely used for several reasons ÙSimplicity ÙUseful for screening investment projects ÙCash shortages may encourage short payback ÙProvides some insight as to the risk of a project Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 23

Accounting rate of return method s Focuses on the incremental accounting profit that results from a project s Accounting rate of return ÙAverage annual profit from project / initial investment s Accounting rate of return is effectively an average annual ROI for an individual project Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 24

Accounting rate of return: pros and cons s Advantages of the accounting rate of return ÙSimple way to screen investment projects ÙConsistent with financial accounting methods ÙConsistent with profit-based performance evaluation ÙConsiders the entire life of the project s Major disadvantage ÙIgnores the time value of money Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 25

Accountant’s role in capital expenditure analysis s Provide accurate cash flow projects, considering… ÙHistorical accounting data ÙMarket conditions ÙEconomic trends ÙLikely reactions of competitors continued Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 26

Accountant’s role in capital expenditure analysis s More accurate projections can be made by ÙIncreasing the required rate of return to match the level of uncertainty ÙSensitivity analysis s Sensitivity analysis ÙTo determine how much cash flow estimates would have to change for a decision not to be supported Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 27

Post-completion audits s Reviews a past capital expenditure project by analysing the actual cash flows generated and comparing them with the expected cash flows s Provides feedback on the accuracy of initial estimates, and help in the control of operations continued Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 28

Post-completion audits s Helps managers ÙUndertake periodic assessments of outcomes ÙMake adjustments where necessary ÙControl cash flow fluctuations ÙAssess rewards for those involved ÙIdentify under-performing projects Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 29

Performance evaluation: a behavioural issue s Potential conflict between criteria for evaluating individual projects and those used to evaluate the overall performance of managers s A manger may reject a project with a positive NPV, when it will reduce divisional profits in early year of the project Copyright 2003 Mc. Graw-Hill Australia Pty Ltd, PPTs t/a Management Accounting: An Australian Perspective 3/e by Langfield-Smith, Thorne & Hilton Slides prepared by Kim Langfield-Smith 30