ACCT1101 Lecture Notes - Lecture 12: Net Present Value, Mutual Exclusion, Cash Flow
Lecture 12 - Capital Expenditure Decisions
Friday, 25 May 2018
12:00 PM
<<L12 Lecture Capital Expenditure (1).pptx>>
• A capital expenditure decision is a long-term decision in which a business determines whether
or not to make an investment at the time of the decision to obtain future net cash receipts
totalling more than the investment
• The future cash receipts related to the investment provide a return on the investment
• This return is the reason that the business wants to make a capital expenditure investment
• A capital expenditure proposal is acceptable when the return on the investment is greater
than the cost of the investment
• To assess a capital expenditure proposal must therefore complete four steps:
o Estimate initial cash payment to make the investment
o Estimate future cash receipts and payments (cash flows) expected from the investment
and the time period over which these cash flows occur
o Determine the cost of providing the cash to make the investment
o Evaluate whether the estimated future cash flows will provide a return that is sufficient
to cover the cost of providing the cash to make the investment
Estimating the initial cash payment
• Need to consider initial cost and costs incurred in later years
• Initial costs include installation and transportation costs incurred to put the capital
expenditure proposal into operation
• Costs incurred in later years include ongoing maintenance costs, additional investment in
working capital and annual leasing costs
Estimating future cash flows
• Future cash flows arising from capital investment can be:
o Future cash receipts only, e.g. an investment in bonds
o Future cash receipts in excess of the cash payments e.g. an investment in new
equipment that increases both cash receipts and payments
o Savings of future cash payments e.g. investment in employee training program to reduce
future labour costs
• Need to identify relevant future cash flows
• Relevant cash flows differ in either amount or timing as a result of accepting a capital
expenditure decision
o Must occur in the future
o Result from activities that are required by the proposal
o Cause a change in the business' existing cash flows
• Businesses often use expected operating income as the basis for estimating future cash flows
from a capital expenditure decision
• This is because expected costs and revenues are often the best available information about a
capital expenditure proposal
• Also most costs and revenues have related cash payments and receipts of the same amounts
at approximately the same point in time
• Note that depreciation is an expense for which the related cash flows occurred in different
years and in different amounts than the expense
• Depreciation is a non-cash expense so it is not a relevant future cash payment
• A capital expenditure proposal can involve relevant cash flows that occur at the end of the
project's life
o E.g. if additional working capital is required during the project, the business will recover
this cost and treat it as a relevant cash receipt
find more resources at oneclass.com
find more resources at oneclass.com