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MBA, Ph.D in Management
Harvard university
Feb-1997 - Aug-2003
Professor
Strayer University
Jan-2007 - Present
Question
Sure Fire Company manufacture a variety of products in four plants located in Sydney. The company
is currently purchasing an electronic igniter from an outsider supplier for $62 per unit. Because of a
supplier reliability problems, the company is considering producing the igniter internally in a
manufacturing plant that is currently unused. Annual volume over the next five years is expected to
total 400 000 units at variable manufacturing costs of $60 per unit. Management must hire a factory
supervisor and assistant for a total annual salary and fringe benefit package of $95 000. In addition,
the company must acquire $60 000 of new equipment. The equipment has a five service life and a
$12 000 salvage value, and will be depreciated by the straight-line method. Repairs and maintenance
are expected to average $4 500 per year in years 3-5, and the equipment will be sold at the end of its
life. (Ignore income taxes).
Required:
1. Should discounted cash flow be used in this outsourcing decision? Why?
2. Ignoring your answer to requirement 1, use the net present value method (total cost
approach) and a 14 per cent hurdle rate to determine whether management should
manufacture or outsourcing the igniters.
3. Suppose management is able to negotiate a lower purchase price from its supplier. At what
purchase price would management be financially indifferent between manufacturing and
outsourcing the igniters?
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