(Solution) If The Standard Deviation Of Return On The Stocks Of The S&P/TSX Composite Index Has Been Approximately 24% Per Year Over The Last Decade, It | Snapessays.com


(Solution) If the standard deviation of return on the stocks of the S&P/TSX composite index has been approximately 24% per year over the last decade, it


If the standard deviation of return on the stocks of the S&P/TSX composite index has been approximately 24% per year over the last decade, it must be true that half of the firms in the index have a standard deviation of return below 24% over the same period. True or False? https://www.coursehero.com/tutors-problems/Business/9678742 9678742 Net Present Value Method Annuity Briggs Excavation Company is planning an investment of $132,000 for a bulldozer. The bulldozer is expected to... Net Present Value Method—AnnuityBriggs Excavation Company is planning an investment of $132,000 for a bulldozer. The bulldozer is expected to operate for 1,500 hours per year for five years. Customers will be charged $110 per hour for bulldozer work. The bulldozer operator costs $28 per hour in wages and benefits. The bulldozer is expected to require annual maintenance costing $8,000. The bulldozer uses fuel that is expected to cost $46 per hour of bulldozer operation.QUESTION:d.  Determine the number of operating hours such that the present value of cash flows equals the amount to be invested. (Round interim calculations and final answer to the nearest whole number.)d. Set up an equation to solve for hours. Multiply the annuity factor used in (b).3.791[( Hrs. x $110) – ( Hrs. x $74) - $8,000] = $132,000.What are the total hours? https://www.coursehero.com/tutors-problems/Business/9678744 9678744 5 J o h n D e e r e an d C o m p l e x Parts, Inc.1 On Friday, November 22, 2006, Blake Roberts, Hayley Marie, Stan Eakins and John Pearson, members... Read and analyze the case study that is assigned. Provide a background of the study as your introduction. Repeat each question as your main headings as you answer each part completely. Utilize at least one course reference and two outside references to support your statements. All writing assignments must follow APA guidelines, such as: headings/sub-headings, referencing, quoting, paraphrasing, writing style and formatting. If help is needed in this area,contact the NU’s writing center immediately.Late assignments are not accepted.  Students should use National University’s digital library for proper peer-reviewed papers as references5 John Deere and Complex Parts, Inc. 1 On Friday, November 22, 2006, Blake Roberts, Hayley Marie, Stan Eakins and John Pearson, members of one of John Deere ’ s supplier evaluation teams, were discussing the performance of Complex Parts. Complex Parts had provided questionable service to John Deere ’ s Moline unit over the past year, and they were wondering if this merited giving their business to a different supplier. They needed to recommend a course of action to their project manager the next week. Company Backgrounds Deere & Company, headquartered in Moline, Illinois, was founded in 1837, and in 2007, they conducted business in over 110 countries and employed approximately 47,000 people worldwide. They are the world ’ s leading manufacturer of farm and forestry equipment, and also produce construction, commercial and consumer equipment. Other products and ser- vices produced by Deere included equipment financing, power systems, special technolo- gies and healthcare. Net sales in 2006 were over U.S. $19 billion with total assets of more than U.S. $34 billion. Cost of goods sold in 2006 was approximately U.S. $15 billion. Complex Parts, Inc. had been a supplier of John Deere for the past 10 years with annual sales to their Moline unit of approximately U.S. $3.5 million. They supplied Deere with a key manufactured part requiring significant engineering input and testing. Two other Deere suppliers were capable of supplying this part; however, Complex Parts was provid-

 

ing all of Deere

 

 

s needs at the time. They had always taken a proactive approach to their

 

dealings with John Deere, with sales engineers visiting weekly, participating in Deere

 

 

scost

 

reduction strategies, staying up with Deere

 

 

s design changes, and internalizing the Deere

 

Product Quality Plan. Complex Parts was interested in increasing their sales to Deere.

 

John Deere

 

 

s Achieving Excellence Program

 

The Achieving Excellence Program (AEP) was a dynamic supply management strat-

 

egy aimed at giving Deere and its suppliers the competitive advantage necessary to

 

deliver world class equipment to customers. The AEP strived to develop long-lasting

 

supplier relationships through use of a supplier evaluation process that promoted com-

 

munication, trust, cooperation and continuous improvement. Suppliers were evaluated

 

in five key areas by teams of Deere personnel from supply management, operations,

 

quality engineering and product development. These evaluation areas were quality,

 

delivery, cost management, wavelength, and technical support.

 

1. Reprinted with permission from the publisher, the Institute for Supply Management

 

TM

 

.

 

 

John Deere

 

and Complex Parts, Inc.

 

 

by Joel Wisner, PhD, C.P.M., University of Nevada, Las Vegas

 

([email protected]). This case was prepared solely to provide material for class discussion. The author

 

does not intend to illustrate either effective or ineffective handling of a managerial situation. The author

 

has disguised names and other identifying information to protect confidentiality.

 

23

 


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