Case 20: Diamond Chemicals plc (A) --PT07 Group 10
Diamond Chemicals is a large worldwide chemicals producer with two factories in Liverpool England and Rotterdam Holland. Both of their plants were built in 1967 with annual output of 250,000 metric tons polypropylene. Compare with low-cost producer, the production cost per ton is 1.09 which is a little bit high than competitors (see Exhibition 1). With the decline EPS from £60 in 1999 to £30 in 2000 and worldwide economic slowdown, the controller of plant manager of Merseyside (Liverpool), Frank Greystock, bring a improvement project in order to make plant more efficiency, more output and save more energy.
Frank proposed an expenditure of £9 million to renovate and rationalize the polypropylene production line at Merseyside plant. This project would be in the engineering-efficiency category with 17,500 tons production increasing and following investment criteria: 1) Average annual addition to EPS = £0.018. 2) Payback period =3.6 years. 3) NPV=£9 million. 4) IRR=25.9%.
This project will take 45 days to shut down Merseyside plant and their customers have to buy from competitors since Rotterdam's plant was operating near capacity. After improvement, the output will increase 7% and gross margin will increase from 11.5% to 12.5% with a low energy requirement. But there are four major issues from inside and outside Merseyside plant:
Currently the transport division could make this allocation out of excess capacity, but doing so would accelerate from 2005 to 2003 the need to purchase new rolling stock to support the growth.
The director of sales argues that the industry is in a downturn and it looks like an oversupply is in the works. That means they have to shift capacity away from Rotterdam toward Merseyside. It is not really a gain for whole company. Marketing vice president is less skeptical and believes the market would revive and need more products at that time.
The assistant plan manager suggests adding more EPC improvement project (cost £1 million) to sustain the negative NPV of EPC project. Otherwise this EPC project may have to exit in three years.
The treasury staff thinks this impounds a long-term inflation expectation of 3 percent per year.
ANALYSIS AND RECOMMENDATION:
Morris drafted a Discount Cash Flow analysis for this project with above data (see Exhibition 2); however it might be revised according to current external environment and internal factors. EXHIBITION 3 presents a new discount cash flow analysis for the Merseyside project if we consider following factors. Following is the analysis for four major issues list above.
The transport division needs to purchase a new tank car two years earlier than original plan (from 2005 to 2003). Because this project accelerates the purchasing of tank cars, it is necessary to involve the depreciation shift to an earlier date. So two year depreciation should be included in DCF. In another words, the total depreciation = New depreciation of plant + New depreciation of tank cars (from 2004) - original depreciation of new tank cars (from 2006). [_refer line 19-21 of Exhibition 3_]
Here the tank car needs to purchase in 2003 instead of 2005. Compare with original financial statement (without this project), 2003 will lose more 2 million and 2005 will add more 2 million. In order to make the data more accurate, the cash flow in 2003 will be deducted 2 million pound because of purchasing, and added this purchasing (2 million pound) back to our cash flow in 2005. [_refer line 31 of Exhibition 3_]
This project will cannibalize another plant (Rotterdam plant). The industry is in a downturn and it looks like an oversupply is in the works, so the Merseyside project will probably have to shift capacity away from Rotterdam toward Merseyside in order to move the added volume. It also shows from Exhibition 3 that from 2002, the increase output (17,500 tons) of...
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