This document analyzes 8 potential investment projects using various capital budgeting techniques. It provides cash flow data for each project over 15 years. After initially ranking the projects based only on their cash flows, the document calculates additional metrics for each like NPV, IRR, payback period, and profitability index. Based on the NPV and PI metrics, the top 3 projects are identified as projects 3, 4, and 8, which relate to an oil rig investment, farming/harvesting start-up, and a car loan respectively. While project 6 has the shortest payback period, it has the lowest NPV and is not recommended due to its late cash flows.
This document analyzes 8 potential investment projects using various capital budgeting techniques. It provides cash flow data for each project over 15 years. After initially ranking the projects based only on their cash flows, the document calculates additional metrics for each like NPV, IRR, payback period, and profitability index. Based on the NPV and PI metrics, the top 3 projects are identified as projects 3, 4, and 8, which relate to an oil rig investment, farming/harvesting start-up, and a car loan respectively. While project 6 has the shortest payback period, it has the lowest NPV and is not recommended due to its late cash flows.
This document analyzes 8 potential investment projects using various capital budgeting techniques. It provides cash flow data for each project over 15 years. After initially ranking the projects based only on their cash flows, the document calculates additional metrics for each like NPV, IRR, payback period, and profitability index. Based on the NPV and PI metrics, the top 3 projects are identified as projects 3, 4, and 8, which relate to an oil rig investment, farming/harvesting start-up, and a car loan respectively. While project 6 has the shortest payback period, it has the lowest NPV and is not recommended due to its late cash flows.
Executive Summary The investment decision should be based on how much profit or excess of cash flow we get when comparing the cash flow and the initial investment. To solve that problem, we have to use the essence of capital budgeting and resource allocation. Therefore, while we have several options of project, the project with highest NVP should be chosen.
Objective For this assignment, we only consider quantitative things. All projects have the same initial investments, but different cash flow. By using financial calculation, we want to search which project provides highest return.
1 2 3 4 5 6 7 8 ($2,000) ($2,000) ($2,000) ($2,000) ($2,000) ($2,000) ($2,000) ($2,000) Year 1 $330 $1,666 $0 $160 $280 $2,200 $1,200 ($350) 2 $330 $334 $0 $200 $280 $0 $900 ($60) 3 $330 $165 $0 $350 $280 $0 $300 $60 4 $330 $0 $395 $280 $0 $90 $350 5 $330 $0 $432 $280 $0 $70 $700 6 $330 $0 $440 $280 $0 $1,200 7 $330 $0 $442 $280 $0 $2,250 8 $1,000 $0 $444 $280 $0 9 $0 $446 $280 $0 10 $0 $448 $280 $0 11 $0 $450 $280 $0 12 $0 $451 $280 $0 13 $0 $451 $280 $0 14 $0 $452 $280 $0 15 $10,000 ($2,000) $280 $0 $3,310 $2,165 $10,000 $3,561 $4,200 $2,200 $2,560 $4,150 $1,310 $165 $8,000 $1,561 $2,200 $200 $560 $2,150 Sum of Cash Flow benefits Project Number Initial Investment Excess of Cash Flow over Initial Investment Project's Free Cash Flow ($ 000) 1. Can you rank the projects simply by inspecting the cash flows? it is possible to rank the projects according to their cash flows, but it will not be close to a full-proof analysis. Taking a projects cash flow into consideration really only gives a detective a glimpse of the excess cash flow a company can profit from over their initial investment. The firm stated in the case that it assumed a ten percent discount rate, so taking a look at the cash flows could help narrow their decision down if they are looking for a return of ten or greater. Ultimately, however, simply analyzing the cash flows does not take into account the time value of money and should not be used as a direct decision maker as different firms are going to have different needs for cash-on-hand. Taking this into consideration, then, we feel the best cash flows, from best to worst, would be: 3, 5, 8, 4, 1, 7, 6 and 2. This choice was made by seeing which projects had the greatest excess of cash flow over their initial investment.
1 2 3 4 5 6 7 8 Year 0 ($2,000) ($2,000) ($2,000) ($2,000) ($2,000) ($2,000) ($2,000) ($2,000) 1 ($1,670) ($334) ($2,000) ($1,840) ($1,720) $200 ($800) ($2,350) 2 ($1,340) $0 ($2,000) ($1,640) ($1,440) $100 ($2,410) 3 ($1,010) ($2,000) ($1,290) ($1,160) ($2,350) 4 ($680) ($2,000) ($895) ($880) ($2,000) 5 ($350) ($2,000) ($463) ($600) ($1,300) 6 ($20) ($2,000) ($23) ($320) ($100) 7 $310 ($2,000) $419 ($40) $2,150 8 ($2,000) $240 9 ($2,000) 10 ($2,000) 11 ($2,000) 12 ($2,000) 13 ($2,000) 14 ($2,000) 15 $8,000 Cumulative Cas Flow Project Number There are a few criteria that one could use to rank the projects beyond the simplistic analysis mentioned. These approaches include the payback period, discounted payback period, net present value, internal rate of return, and the profitability index. The payback period does not take the time value of money into consideration and both the payback period and discounted payback method ignore cash flows after the original investment has been paid off. The IRR method yields very similar results in comparison to using an investments NPV but has a few cons such as possible multiple rates of returns, changes in discount rates, and IRRs inability to be added together. Lastly, the Profitability Index and NPV methods yield very similar results as well, but the PI method is utilized as a ratio. Although they are very similar, given the research our group has conducted we feel that the NPV is the most popular method used by firms due to its simplicity and consideration of the time value of money and, due to this, would be the approach we would recommend most. 1 2 3 4 5 6 7 8 10% 10% 10% 10% 10% 10% 10% 10% 73.09 (85.45) 393.92 228.22 129.70 0.00 165.04 182.98 10.87% 6.31% 11.33% 12.33% 11.12% 10.00% 15.26% 11.41% 6.061 2.000 14.200 6.052 7.143 0.909 1.889 6.044 7.843 9.097 13.150 1.000 2.733 6.842 41.38% 72.17% 66.67% 23.74% 28.00% 220.00% 51.20% 59.29% 1.04 0.96 1.20 1.11 1.06 1.00 1.08 1.09 Quantitive Ranking Methods Discount Rate Project Number Profitability Index Discounted Payback Period (yr) Payback Period (yr) Average Accounting Return IRR NPV ($) The adjusted rankings from best to worst would be: Payback 6, 7, 2, 8, 4, 1, 5, 3 PI 3, 4, 8, 7, 5, 1, 6, 2 NPV 3, 4, 8, 7, 5, 1, 6, 2
Our original, simple cash flow analysis was - 3, 5, 8, 4, 1, 7, 6, 2. As one can see, a few of the results match up, but for the most part the PI and NPV method appear to be much more accurate
Project Payback Profitability Index NPV 1 6.06 1.04 73.09 2 2.00 0.95 -85.46 3 14.20 1.19 393.92 4 6.05 1.11 228.22 5 7.14 1.06 129.70 6 0.90 1.00 0.00 7 1.90 1.08 165.04 8 6.04 1.09 182.98 Project Number 1 2 3 4 5 6 7 8 Real Investment Project With Similar Cash Flow Machine Depreciation (similar with Project 2), Project of Oil Rig Start-Up Business Investment on Farming and Harvesting Signing Bonus at the same amount every year, Bond Machine Depreciation, Ads Campaign Zero Coupon Bond Recycling Factory With Environmental Cost Car Loan, Mortgage Newly Issued Stocks, One Year Bond Real Investment Conclusion Most of people consider more to NPV as their consideration in running a project. The higher the NPV, the better the project is. So, for the people like that, investing in Zero Coupon Bond will be more beneficial. But considering the late payback period, the zero coupon bond is the worst option, because the money can be taken in the end of investment period
Recommendation In the country with the high level of inflation, it is better to choose the project with high IRR, such as project 7 and 4, because the NPV generated will still positive until 12% (project 4) / 15% (project 7)