BIRCH PAPER COMPANY CASE ANALYSIS Executive Summary Birch Paper Company is a medium sized‚ partly-integrated paper company. It produces white and craft papers and paperboard. It has four producing divisions and a timberland division – The Thompson division converts the paperboard output into corrugated box and prints and colors the outside surface of the box. The Northern division produces the paper box‚ while the Southern division supplies the corrugating medium and inner and outer liners. Timberland
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suggestion to close SDS instead of keeping it. However‚ if they close SDS‚ the change in their net income will be: Exhibit 5 They will save costs in maintenance‚ power‚ and so on‚ but they will lose the rent profit $8‚000 if there is no other company rents that floor. Besides‚ they need to outsource and the outsourcing cost will be 205 hours * $800 per hour = $164‚000. Therefore‚ as it is shown in Exhibit 5‚ their extra cost of closing SDS will be $94‚356. If they don’t rent the place to other
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Jordan Company Solution Jordan Company has two departments‚ X and Y. Overhead is applied based on direct labor cost in Department X and machine-hours in Department Y. The following additional information is available: Budgeted Amounts Direct labor cost Factory overhead Machine-hours Actual data for Job #10 Direct materials requisitioned Direct labor cost Machine-hours Department X $180‚000 $225‚000 51‚000 mh Department X $10‚000 $11‚000 5‚000 mh Department Y $165‚000 $180‚000 40‚000 mh Department
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accounts payable increased very much. And we can may be assume that there are also gains from the company’s activities. Thus‚ accounts receivable slightly increased‚ in parallel with the company’s activities we can also assume that company sales increased. Company is not in trouble with receivables. ANSWER 3: Retained Earnings didn’t increase by the amount of net income for the month because‚ Diane Maynard got a dividend of 11.700 USD which she then used to repay her loan. Thus Retained
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Adventure IS our Name! A Business Plan For Unlimited Adventure Expeditions Table of Contents 1.0 UAE 1.1Objectives 1.2 Mission 2.0 Company Summary 2.1 Company Ownership
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Printing(Thompson div) 25 Own Supplies 312(432-5-36) Total 391 As shown in the calculations above‚ Northern should accept the bid from Thompson division as it has the lowest cost if all transfer prices within the company were calculated at costs. Incurring the lowest costs would also enable Birch Paper Company to earn the highest profits possible. 2. As alternatives for sourcing exists‚ Mr. Kenton should be permitted to choose the alternative that is in Northern division’s own interests. The transfer price
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The Harvard Management Company (2001) Case You will design an excel spreadsheet that allows you to answer the following questions: i) Given figures in Exhibits 4 and 11 what is the expected return and volatility of the policy portfolio? ii) Find an efficient portfolio having the same expected return as the policy portfolio but lower volatility. iii) Find an efficient portfolio having the same volatility as the policy portfolio but higher expected return. iv) Repeat question ii
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Internet Case for Chapter 2: Operations Strategy in a Global Environment Johannsen Steel Company Johannsen Steel Company (JSC) was established by three Johannsen brothers in 1928 in Pittsfield‚ Rhode Island. The brothers began JSC by concentrating on high-quality‚ high-carbon‚ high-margin steel wire. Products included "music wire" for instruments such as pianos and violins; copper‚ tin‚ and other coated wires; and high tensile-wire for the newly emerging aircraft industry. JSC even pioneered
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Case solution: Ethical Dilemma What course themes do you see present in the case? Experimental exercise Who Can Catch a Liar is about emotional intelligence and its effect on the productivity of the workers at workplace. Human have inherited the ability to respond various stimulus differently. Being differs from each other in terms of their personality‚ behavior‚ needs‚ wants‚ demands and expressing their emotions at different situation. Emotional intelligence is the ability of the person to know
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Solution: Moving from “make do” to “can do” Meeting SUBWAY’s expectations meant IPC needed topnotch management of key issues: Card programs: A newly implemented Gift card program – and management of an existing loyalty card program – brought high customer demand for IPC to handle card issues and placed a serious burden on them to respond efficiently. Customer service: Efforts to address issues were being duplicated and the process was managed manually. There was no real control of customer
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