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11. Connecticut River Textile Mills produces a special type of cloth for bed linens, which is demanded at a relatively uniform rate of 220,000 yards per year (250 workdays). The production process for the linens can be set up at a cost of $120, and the cloth is produced at a rate of 2,900 yards per day. The holding cost for 1 yard of this cloth is estimated to be $0.45 per year. a. Compute the economic production lot. b. How long must the process run in order to produce the quantity you computed in part a? c. What will the maximum inventory level be, assuming that the inventory is zero when the process is initiated?
 
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Question 2 60 marks – 90 minutes Carandvan Manufacturers (Pty) Ltd (“Carandvan”) is a company incorporated and with its place of citective management in Durban. It carries on business as a manufacturer and distributor of components and accessories for the motor industry. Carandvan’s financial year ends on 30 June in each year. Unless otherwise indicated, amounts are stated inclusive of VAT.

The manufacturing is carried on from premises situated in Prospecton, Durban, and there are two distribution warehouses, one in Johannesburg and one in Cape Town. The factory is situated on land purchased from a property developer in 2001 at a cost of R5 700 000. A special purpose factory and warehouse used mainly for carrying on a process of manufacture were constructed on the land and brought into use in July 2003 at a cost of RS2 440 000. Further improvements to the factory building were completed in November 2015 at a cost of R10 260 000.
The factory building was extended to accommodate a new production line comprising of new and unused plant and oquipment which was brought into usc on 1 May 2016 and is used directly in the ir.anufacture of plastic moulded accessories. The equipment cost R10830 000. The main machine is T:ounted on u reinforced concrete hase that was specially constructed at a cost of Ri 710 000, which formod part of the improvement costs for the factory. The original manufacturing plant and equipment, which was installed in 1998 and was still in use at 30 June 2016, is fully depreciated. Carandvan owns the warehouse in Cape Town, which was brought into use in June 2013. The land was purchased from a property developer in 2012 for R3 420 000 and the construction cost was R13 680 000. The Johannesburg warehouse is occupied in terms of a lease for 9 years and 11 months with effect from 1 October 2015. In addition to the monthly rentals, Carandvan agreed to make a lump sur payment of R570 000, payable on 1 October 2015 to the owner. On 1 July 2015, a delivery vehicle, which had been purchased on 1 April 2013 at a cost of Ri 368 000, was burnt in a riot outside the factory premises. The Commissioner had approved the useful life of the vehicle for tax purposcs to be four years. The insurance claim was approved and an amount of R1 710 000 was paid to the company in September 2015. The insurance proceeds were utilised to finance the acquisition of a new delivery vehicle, which was brought into use on 1 January 2016, at a cost of R1 938 000, As at 30 June 2016 the following prepayments had been made: • R627 000 (excluding VAT) puid in February 2016 to the Cape Town Municipality in respect of rates for the year ending 31 March 2017; R102 600 paid in January 2016 to the Motor Accessory Manufacturers Association as annual membership foxs for the year 1 March 2016 to 28 February 2017; and • R95 760 annual retainer paid in March 2016 to Acme Public Relations (Pty) Ltd for the period 1 April 2016 to 31 March 2017 In December 2014, Carandvan had entered into an agreement with a major customer to design and supply 100 000 stccring wheel covers for a new production range, which was to be introduced in 2017. The contract price was R3 420 1800. The terms of the contract were that 20% of the purchase price would be duc and payable on signature of the agrement, a further 40% would be due and payable on approval of the design and that the balance would be payable on completion of the delivery. The estimated profit from the contract was R600 000 (excluding VAT). At 30 June 2015, the company had incurred R420 000 (excluiny VAT) in designing the cover. The initial amount of 20% of the contract price was paid in December 2014 on signature of the agreement. Advanced Taxation Final Examination: 2016 Page 5 The design was approved on 31 July 2015 and the payment duc at that date was received and included in taxable incone 50 000 covers had been delivered by 30 June 2016. The costs incurred on the project, which had been deducted in determining the taxable income of Carandvan for the year cndcd 3.) June 2016, were R1 000 000 (excluding VAT). On 10 Jun 2016, Carandvan shipped a large cxport order to a manufacturer in Malaysia. The invoiced amount was US$100 000 which was inciuded in taxable income at the rate of exchange on that dats. The payment terms were that payment must he made within 90 days from date of shipment. Management took forward exchange cover to 8 August 2016 in order to hodge the currency risk. The folowing rates of exchange applied: Rand’US Dollar exchange rate 10 June 2016 – $1 – R14.70 Rand US Dollar exchange rate 30 June 2016 – $1 = R14.85 Forward exchange rate Rand/US Dollar due 8 August 2016 at 10 June 2016 – $1 = R14.88 Market related forward exchange rate Rand’US Dollar due 8 August 2016 at 30 June 2016 – 51 – R14.99. In December 2015 Carandvan donated stock to the Mayor’s Christmas Appeal Fund, a registered public benefit crganisation for purposes of section 18A of the Income tax Act. The cost of the stock that had been donated was R150 000 (excluding VAT). The wholesale selling price from the company to its distributors was R228 000. The retail sales value was R271 000. Three of the employees arc cmployed subject to lcamership agreements which are registered with the industry SETA. The details are as follows: Name Date commenced J Mason I June 2013 J Vassay 1 September 2013 R Kennedy (disabled person) 1 January 2016 Date completed 31 May 2016 29 February 2016 In progress A loan haid heen entered into with Capital Finance (Pty) Ltd to finance the factory extension and acquisition of the new plant and machinery. The loan principal of R18 000 000 was advanced on 1 October 2015. The loan is repayable in 10 equal instalments of R2 300 000 on 31 March and 30 September of each year. The yield to maturity is 4.7245% for each accrual period. Carandvan owns a 40% interest in a manufacturing company in Brazil, which manufactures products under liccnoc that are sold using the Carandvan trade mark. A royalty is payable by the licensee. Royalties actually received during the year of assessment, after deduction of withholding tax of 15%, amounted to R255 000. The amount actually received had been included in the taxable income figure of R16 500 000 below. A dividend of R180 000, net of 10% withholding tax was actually received from the Brazilian investment op 30 June 2016. This amount has not been included in taxable income figure of R16 500 000 below.
Except where indicated, no adjustment has been made in the determination of taxable income account of the events listed above.
The taxablc income of Carandvan for the year cnded 30 June 2016 before taking account of the information listed above is R16 500 000).

 
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Tasteful Tea Parlouris a six-year-old company that employs about 200 staff across its Australian and New Zealand stores and offices. It produces a number of tea beverages, from tea infusions, herbal teas and cold teas. The company has a strong values-based culture, and leadership plays a key role in supporting the culture.

The founder of Tasteful Tea Parlour, Mila, saw an opportunity to develop nutritious teas, and better promote a healthy diet and lifestyle to a younger market. The culture of the company is focused on health and vitality for young people. “Tea is delicious and nutritious” is Mila’s personal motto, and she would like to see this more strongly integrated into the strategy of the company.

Although profits are strong, she knows that competitors could be entering the market soon and she wants to have employees working optimally. She has heard of the benefits of a “learning organisation and likes to think her employees are all “learners”.

Over the past two years, Mila has been actively searching for individuals to fill key managerial leadership positions in the company, particularly in marketing and strategy. Mila prefers to appoint from within but is also open to employing suitable candidates external to the organisation. She has promoted a few people internally as she believes it is important to show staff she is investing in their skills and competencies. However, she feels that training and development has been lacking in her company and that both her new employees and existing staff could do with some extra training and development opportunities.

Mila has recently set up a small human resource department within the company. She has employed you as an HR specialist and you have been hired to advise her on training and development matters. She wants to actively work with you to develop a series of training and development programs which will enable her to achieve her envisaged growth of the Tasteful Tea Parlour beyond Australia and New Zealand, into the Asian region, and potentially into Europe

Please answer each of the below questions: 400-500 word answer

Evaluation (10 marks):

  • Define evaluation of training and development (1 mark).
  • Provide three reasons why evaluation of training and development is important for Tasteful Tea Parlour(3 marks).
  • Then, explain each of the four levels of Kirkpatrick’s model (4 marks).
  • Provide examples of how Mila might evaluate each of these four levels
 
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All-Units Discounts

Demand for an item is 19866 units per year. Each order placed costs $106. The annual carrying cost percentage per item in inventory is 19% each. The variable purchase cost is $2.50 per unit if less than 3000 units will be ordered, $2.40 from 3000 units upto (but not including 4000 units), and $2.30 for at least 4000 units. These are all-units discounts.

Part a: What is the optimal order quantity Q* for the unit cost of $2.30? Please round to a whole number.

Part b: Is this quantity realizable/feasible? Please answer ‘Yes’ or ‘No’

Part c:What is the optimal realizable/feasible total annual cost at a unit cost of $2.30?

Part d: What is the optimal order quantity Q* for the unit cost of $2.40? Please round to a whole number.

Part e: Is this quantity realizable/feasible?Please answer ‘Yes’ or ‘No’.

Part f: What is the optimal realizable/feasible total annual cost at a unit cost of $2.40?

Part g: What is the optimal order quantity Q* for the unit cost of $2.50? Please round to a whole number.

Part h: Is this quantity realizable/feasible?Please answer ‘Yes’ or ‘No’.

Part i: What is the optimal realizable/feasible total annual cost at a unit cost of $2.50?

 
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