Assume that a corporation needs to enter the private debt market to raise funds for plant expansion. The corporation expects debt covenants to place restrictions on the levels of its current ratio and total-liabilities-to-assets ratio. Considering the accounts that comprise these ratios, provide examples of accounting estimates, accounting judgments, and structured transactions that the lender should examine closely and explain why each is important. In replies to peers, discuss additional information the lender should consider.
Contract Scenario: Calvin had been an avid coin collector for many years, and the most valuable coin in his collection was an uncirculated, mint condition, 1943 Lincoln penny made of copper (most pennies made during World War II were made of zinc because copper was needed in the war effort). That penny had a value of between $60,000 and $95,000.In August of 2017, Calvin had a serious stroke that left him unable to speak or walk, but his doctor assured his family that Calvin would recover over time with intensive therapy. Calvin was a widower and did not have any children, but he had several nephews who visited him from time to time as he recovered. None of the nephews had any real interest in Calvin’s coin collection. One of Calvin’s nephews, Billy, who visited Calvin more often than the other nephews, sometimes listened to Calvin talk (talking was a part of Calvin’s therapy) about his mounting medical bills and his coin collection, but Billy never showed much interest in the medical bills or the coin collection. In October, as Calvin’s recovery progressed slowly, Billy visited Calvin and told Calvin that he had been reading about coin collecting, and he realized that Calvin’s collection, especially the 1943 Lincoln copper penny, was valuable, and Billy suggested that Calvin should consider selling the 1943 Lincoln copper penny and use the proceeds to pay his medical bills. Calvin resisted the idea at first, but Billy continued to urge Calvin to sell the penny so that he would not have to worry about the medical bills. Finally, when Billy told Calvin that he would arrange the sale of the penny for a commission of just 5% of the sale price of the penny, Calvin began to think that selling the coin might be a good idea. He was still a little confused about how the sale would work and what Billy would do to make sure that the penny would be sold for the best price. Calvin told Billy that he thought that the penny was worth almost $100,000, but Billy assured Calvin that the market had changed recently, and that the penny was now worth $40,000 to $45,000. Eventually, Calvin allowed Billy to sell the penny for the best price he could get and to take a 5% commission for arranging the sale of the penny. Billy then sold the penny to a friend for $40,000, took his 5% commission, and paid the remainder of the sale price to Calvin. A few months later, as Calvin continued to recover, he read a story in a coin collecting magazine about how an uncirculated, mint condition, 1943 Lincoln penny made of copper had just sold at auction for more than $100,000, and Calvin began to wonder if Billy had taken advantage of him. Calvin consulted a lawyer and asked the two questions below.
Did he (Calvin) have the mental capacity to enter into the contract when he agreed to let Billy sell the penny? What would he (Calvin) have to prove to show a court that he did not have the necessary mental capacity when he authorized Billy to sell the penny?
Did Billy exert undue influence over Calvin to cause Calvin to enter into the contract that allowed Billy to sell the penny?
What do you think? Does Calvin have a case to set aside the contract with Billy on either of these theories?Your case study should be at least two pages in length and include at least two outside sources. Be sure to use APA formatting for all citations and references
Contract Scenario: Calvin had been an avid coin collector for many years, and the most valuable coin in his collection was an uncirculated, mint condition, 1943 Lincoln penny made of copper (most pennies made during World War II were made of zinc because copper was needed in the war effort). That penny had a value of between $60,000 and $95,000.In August of 2017, Calvin had a serious stroke that left him unable to speak or walk, but his doctor assured his family that Calvin would recover over time with intensive therapy. Calvin was a widower and did not have any children, but he had several nephews who visited him from time to time as he recovered. None of the nephews had any real interest in Calvin’s coin collection. One of Calvin’s nephews, Billy, who visited Calvin more often than the other nephews, sometimes listened to Calvin talk (talking was a part of Calvin’s therapy) about his mounting medical bills and his coin collection, but Billy never showed much interest in the medical bills or the coin collection. In October, as Calvin’s recovery progressed slowly, Billy visited Calvin and told Calvin that he had been reading about coin collecting, and he realized that Calvin’s collection, especially the 1943 Lincoln copper penny, was valuable, and Billy suggested that Calvin should consider selling the 1943 Lincoln copper penny and use the proceeds to pay his medical bills. Calvin resisted the idea at first, but Billy continued to urge Calvin to sell the penny so that he would not have to worry about the medical bills. Finally, when Billy told Calvin that he would arrange the sale of the penny for a commission of just 5% of the sale price of the penny, Calvin began to think that selling the coin might be a good idea. He was still a little confused about how the sale would work and what Billy would do to make sure that the penny would be sold for the best price. Calvin told Billy that he thought that the penny was worth almost $100,000, but Billy assured Calvin that the market had changed recently, and that the penny was now worth $40,000 to $45,000. Eventually, Calvin allowed Billy to sell the penny for the best price he could get and to take a 5% commission for arranging the sale of the penny. Billy then sold the penny to a friend for $40,000, took his 5% commission, and paid the remainder of the sale price to Calvin. A few months later, as Calvin continued to recover, he read a story in a coin collecting magazine about how an uncirculated, mint condition, 1943 Lincoln penny made of copper had just sold at auction for more than $100,000, and Calvin began to wonder if Billy had taken advantage of him. Calvin consulted a lawyer and asked the two questions below.
Did he (Calvin) have the mental capacity to enter into the contract when he agreed to let Billy sell the penny? What would he (Calvin) have to prove to show a court that he did not have the necessary mental capacity when he authorized Billy to sell the penny?
Did Billy exert undue influence over Calvin to cause Calvin to enter into the contract that allowed Billy to sell the penny?
What do you think? Does Calvin have a case to set aside the contract with Billy on either of these theories?Your case study should be at least two pages in length and include at least two outside sources. Be sure to use APA formatting for all citations and references
Glazed Donut Shop (GDS) wants to go international i.e. enter other markets overseas. It is now based in Kuala Lumpur. As a consultant advice GDS on the best way to go international taking into consideration the nature of its business. Explain your decision and evaluate the likely outcomes for GDS.
NOTE:-
ASSIGMENT RUBRIC
A) Knowledge and Understanding – wide range of ideas
B) Analysis and Evaluation – analyse, evaluate, compare and construct values.
C) Critical Thinking – logical and creative, with insightful outcomes
D) Research and Enquiry – Rigorous and sustained enquiry with excellent outcomes.
D) Communication – communicate ideas clearly and appropriately.
E) Presentation and Referencing – Technically excellent accurate referencing and presentation.
Reminder:-
1) Word count –Not more than 800 words. Not including references.
2) You must provide references. References should use the American Psychological Association (APA) format.
3) References should include the latest journal/book publication (year 2000 and onwards).
1- Is the Arab-Israeli conflict a religious one? How did the religious element enter the conflict? How did the Jewish doctrine on war evolve as a result of the conflict? Is the use of nuclear weapons, as some Israeli military commanders suggest, justified for the protection of the Israeli citizens?
2- What do al-Qaeda and ISIS seek to attain through their terrorist campaign? What are the similarities and differences between these two groups? How do they justify targeting civilians in the Western countries, including the September 11th attacks? How do the other Muslims look at their actions and claims that they are engaged in Jihad?
3- Why did the international community fail to intervene on time to protect the Bosnian Muslims? What lasting repercussions did it have on Muslim perceptions of the West? What caused the Western countries particularly the United States not to react properly to the massacres of Syrians within the past ten years?
Timely Delivery– primewritersbay.com believes in beating the deadlines that our customers have imposed because we understand how important it is.
Customer satisfaction- Customer satisfaction. We have an outstanding customer care team that is always ready and willing to listen to you, collect your instructions and make sure that your custom writing needs are satisfied
Writing services provided by experts- Looking for expert essay writers, thesis and dissertation writers, personal statement writers, or writers to provide any other kind of custom writing service?
Enjoy Please Note-You have come to the most reliable academic writing site that will sort all assignments that that you could be having. We write essays, research papers, term papers, research proposals. Is the Arab-Israeli conflict a religious one? How did the religious element enter the conflict?
“CDVD enter prises” is a customer driven optical storage m edia producer making about
90.000.000 CDs, Blu -rays and DVDs per year serving about 31.500 different customer s.
Production is divided into five sections: pre -manufacturing, manufacturing, graphics, printing and
packaging. In general, the production can be described as follows:
Pre -manufacturing : Each customer sends an email (or a CD) containing the data to be reproduced
by CDVD enterprises. This data is written to a unique mould a so -called “stamper” which is us ed
to make a disc ingot for further replication. The stamper consists of silicone or glass with a
diameter of about 20 centimeters. The data is written to a silicone – or glassmaster with a laser
beam that “records” the information that is going to be replicated . The information is recorded to
the disc by producing tiny indentations to the polycarbonate known as “pits” and “lands”.
Manufacturing: After the stamper is made the disc replication starts by using molding machines.
Here a syringe injects a he ated liquid polycarbonate (approx. 360 degrees Celsius) producing the
disc which already contains digital information, but cannot be scanned since at this stage the disc
is completely transparent . After a short cooling of the disc , one side of the disc (co ntaining the
information) is covered with a silver, aluminum or gold layer and thereafter is covered with
lacquer which reflects the laser beam in order to read the information from the disc. After a
quality inspection the discs are collected on a spindle.
Graphics: Within the graphics department the covers of the discs are produced according to the
customer’s provided graphic design. Here print stencils are made for the different printing
technologies (serigraphy or offset printing).
Printing: Depending on the quality requirements (high quality offset) the di scs are printed at a
serigraphy – or an offset machine. The difference between these two techniques is mainly that for
the serigraphy printing machines the mesh has to be cleaned after eac h order and that the colors have to be prepared beforehand. The offset printing machines contain the CMYK (cyan, magenta,
yellow, black) colors and therefore only the stencils need to be changed after each order.
Packaging: Within the packaging department , all orders are sent to machines which are either
fully – or semiautomatic. Here the covers, booklets, inlays etc. are a dded to the discs and are
pack ed according to the customer’s need ( boxes, paper bags, trays, etc.).
Since t he pre -manufacturing and grap hics section are very flexible and do not state a planning
pro blem these two sections are not included in the following description. Figure 1 depicts the
workflow through the shop floor which is organized as a flexible flow shop.
Figure 1: Structure of the production system
Work flows from left to right, each product moves through these sections and i n t otal there are 35
machines on the shop floor. The manufacturing section is divided into two parts: CD and Blu –
Ray, DVD production (thereafter DVD) . These two parts consists of seventeen machines; six can
be assigned to the CD and eleven to the DVD division . The machines are fully substitutable
within the two segments which means all DVD -orders can be made on every DVD machine, but an DVD -order cannot be transferred to the CD part . The printing section is structured into three
parts since three technologies are available to print the media: serigraphy division (SD),
kammann – (KOD) and metronic offset division (MOD) . These three parts consists of ten
machines, six of them are serigraphy, three are kammann offset and one is a metronic offset
machine. The SD machines are partly substitutable and the KOD machines are fully substitutabl e.
The packaging section is structured into four parts, the V1 (CD boxes), V2 (shrinking), V3 (DVD
boxes) and V4 (paper, cardboard and plastic bags) packaging and consists of 8 machines (2 for
each part) whereas the machines in V1, V3 and V4 are partly sub stitutable and V2 machines are
fully substitutable. The production operates 16 hours per day , seven days a week in two shifts,
bottlenecks work stations are in the printing and packaging section due to the varying product
mix. The next section describes th e (production) planning tasks and problems at CDVD
enterprises .
2. Production planning and control tasks and problems at CDVD enterprises
In general, p roduction planning and control at CDVD enterprises follows a hierarchical approach.
Figur e 2 shows the hierarchical structure and the planning tasks at the company .
Figure 2. Planning tasks as described in Fleischmann et al. (2008) In the following we will focus on four different problems (problem sets) that the CDVD
enterprises faces. These problem sets should form the basis for student projects which should
develop models or techniques to improve the situation at CDVD enterprises.
2.1 Mid -term problem sets
1) Customer inquiry management
For customer driven manufacturers – like CDVD enterprises – an additional task is included
within the mid -term planning level, namely customer inqui ry management (also see figure 3 ).
Figure 3. Process of a customer driven company
At first, the customers inquiry at the company by stating the desired quantity of product(s)
(CD, DVD, Blu -ray and the corresponding type of packaging) and their desired delivery date.
Here, t he main decisions are whether to accept or reject the customer order s (order
acceptance/rejection) and whether the desired due date of the customer is feasible or whether it
should be renegotiated (due date assignment or also due date setting) .
1.1) Order acceptance/rejection – Problem set 1:
By now the employee in charge of customer inquiry management at CDVD enterprises does
not reject any order which , as a consequence, leads to overutilization of certain machines and
a low service level. Therefore, the task is to analyze the effect of rejecting orders and to show
the potential improvement of certain performance measures.
1.2) Due date assignment / due date setting – Problem set 2:
One has to differentiate between the external due date which is set by the customer (which
might be negotiable) and the internal due date which needs to be calculated by the company in
order to decide whether to accept the external due date. By now , CDVD enterprises uses forward scheduling to set the internal due d ate. Start ing with
the expected date that the customer places the order (Email with the data for the CD/DVD/Blu
ray production) they add a fixed planned lead time of 6 days (3 days production, printing and
packaging , 2 days transport and 1 day buffer) and thereafter accept or renegotiate the due date
with the customer . A major weakness of this approach is that the capacities of the production
departments are not taken into account and thus the 6 days (fixed) lead time are mostly a bad
estimation of the actual lead ti mes.
2.2 Short -term problem sets
2) Shop floor control: o rder release – Problem set 3 :
After order acceptance and due date setting all (accepted) orders are collected in an order pool
(see figure 3 above) . This order pool is a (digital list ) of orders provided to the production
planner who decides (each day) which orders to release to the shop floor .
At CDVD enterprises orders are automatically released by an infinite backward scheduling
approach. Thus, the release date is calculated by subtracting a fi xed lead time of 3 days from
the given (external) due date of an order. Capacities of the machines are not considered which
leads to time -varying loading and thus to changing utilization levels at the machines and as a
consequence to shifting bottlenecks . Thus, high WIP levels and therefore long lead times are
observed which, as a consequence, le ad to a poor service level . The management seeks for an
improved order release mechanism; they are especially fond of an order release mechanism
based on workload c ontrol.
3) M achine scheduling – Problem set 4:
On the shop floor , supervisors need to decide on the schedule of orders on specific machines
that is – allocating orders to resources at a specific time.
Especially at the printing department, scheduling of orders to the nine different printing
machines is important. By now, supervisors make scheduling decisions using a rule of thumb.
Thus the managers and the supervisors request a decision support tool for detailed scheduling
at least for the six serigraphy machines.
Extra problem set – supply of polycarbonate :
In order to guarantee a smooth production, polycarbonate need s to be on stock when needed,
acquired in time and in good quality. Currently, the responsible employee forecasts the
demand for polycarbonate over a planning horizon of 14 days. Therefore, she looks at the
order book, the stock of the material and uses his torical data (simple average) in order to
anticipate the demand. The company looks for an inventory control policy that determines a
reorder point and quantity (the mean lead time of the supplier is 3 days).
Original and non-plagiarized custom papers. Our writers develop their writing from scratch unless you request them to rewrite, edit or proofread your paper.
Timely Delivery. capitalessaywriting.com believes in beating the deadlines that our customers have imposed because we understand how important it is.
Customer satisfaction. Customer satisfaction. We have an outstanding customer care team that is always ready and willing to listen to you, collect your instructions and make sure that your custom writing needs are satisfied
Privacy and safety. It’s secure to place an order at capitalessaywriting.com We won’t reveal your private information to anyone else.
Writing services provided by experts. Looking for expert essay writers, thesis and dissertation writers, personal statement writers, or writers to provide any other kind of custom writing service?
Enjoy our bonus services. You can make a free inquiry before placing and your order and paying this way, you know just how much you will pay.
Premium papers. We provide the highest quality papers in the writing industry. Our company only employs specialized professional writers who take pride in satisfying the needs of our huge client base by offering them premium writing services.
An administration page in the DoGood Donor application allows employees to enter multiple combinations of donor type and pledge amount to determine data to retrieve. Create a block with a single cursor that allows retrieving data and handling multiple combinations of donor type and pledge amount as input. The donor name and pledge amount should be retrieved and displayed for each pledge that matches the donor type and is greater than the pledge amount indicated. Use a collection to provide the input data. Test the block using the following input data. Keep in mind that these inputs should be processed with one execution of the block. The donor type code I represents Individual, and B represents Business.