Iron Ore What? (IOW) Casting Company is considering adding a new line to its pro

Question

Iron Ore What? (IOW) Casting Company is considering adding a new line to its product mix. Sydney Johnson, a recently minted MBA, will be conducting the capital budgeting analysis. The new production line would be set up in unused space in IOW’s main plant. The machinery invoice price totals approximately $250,000, with another $20,000 in shipping charges and $30,000 to install the equipment, for a total requirement estimated at $300,000. The machinery has an economic life of 4 years, and IOW has obtained a special tax ruling that places the equipment in the Modified Accelerated Cost Recovery System (MACRS) 3-year class. After 4 years of use the machinery is expected to have a salvage value of $25,000. The new product line would generate incremental sales of 1,350 units per year for 4 years at an incremental cost of $100 per unit in the first year, excluding depreciation. Each unit can be sold for $200 each in the first year. The sales price and cost are expected to increase by 3% per year due to inflation. Further, to handle the new line, the firm’s net working capital would have to increase by an amount equal to 15% of sales revenues. The firm’s tax rate is 40%, and its overall weighted average cost of capital is 12%.

1. Explain scenario analysis and any problems, issues, or concerns that surround this type of projection.

2. Define simulation analysis, and discuss its principal advantages and disadvantages.

Explanation / Answer

Scenario analysis examines several possible situations, usually worst case, most likely case, and

best case. It provides a range of possible outcomes.

Scenario analysis examines several possible scenarios, usually worst case, most likely case, and best case. Thus, it usually considers only 3 possible outcomes. Obviously the world is much more complex, and most projects have an almost infinite number of possible outcomes.

Simulation analysis is a type of scenario analysis which uses a relatively powerful financial planning software such as interactive financial planning system (IFPs) or @risk (a spreadsheet add-in). Simple simulations can also be conducted with other spreadsheet add-ins, such as Simtools. Here the uncertain cash flow variables (such as unit sales) are entered as continuous probability distribution parameters rather than as point values. Then, the computer uses a random number generator to select values for the uncertain variables on the basis of their designated distributions. Once all of the variable values have been selected, they are combined, and an NPV is calculated. The process is repeated many times, say 1,000, with new values selected from the distributions for each run. The end result is a probability distribution of NPV based on a sample of 1,000 values. The software can graph the distribution as well as print out summary statistics such as expected NPV and NPV. Simulation provides the decision maker with a better idea of the profitability of a project than does scenario analysis because it incorporates many more possible outcomes.

Although simulation analysis is technically refined, its usefulness is limited because managers are often unable to accurately specify the variables’ probability distributions. Further, the correlations among the uncertain variables must be specified, along with the correlations over time. If managers are unable to do this with much confidence, then the results of simulation analyses are of limited value.

Recognize also that neither sensitivity, scenario, nor simulation analysis provides a decision rule--they may indicate that a project is relatively risky, but they do not indicate whether the project’s expected return is sufficient to compensate for its risk.

                 Finally, remember that sensitivity, scenario, and simulation analyses all focus on     stand-alone risk, which is not the most relevant risk in capital budgeting analysis

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