ACCT1101 Lecture Notes - Lecture 12: Net Present Value, Mutual Exclusion, Cash Flow

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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
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