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UNIVERSITAS INDONESIA
KELOMPOK 1
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QUALITY METAL SERVICE CENTER
Case Summary
Quality Metal Service Center is a metal distributor, who sells to smaller users
of metal products. To be competitive they have to have a shorter lead time and
better customer service to cover their costs and make their products a good
investment for the customers. They have 3 main objectives: first is to focus sales
efforts on markets of specialty users. Quality focuses sales on specialty high tech
metals. The second objective is to find geographic markets where these metals are
used. They are using database technologies so they have an accurate, up to date
sales forecast, which helps them prepare for orders before they occur, which will
shorten lead time and improve services. The third objective is to develop
techniques and marketing programs that will increase their market share. Their fast
lead allows customers to use a JIT (just in time) inventory that avoids high carrying
cost. Quality has saved costs using their own JIT system, and can help customers
achieve these savings as well. Quality also offers a wide range of processing
services which reduces the need for customers to have their own specialty tools and
saves time.
Issues:
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1. The $10,000 upper limit on capital expenditures without approval
ROA motivates managers to invest in positive NPV projects that will increase
future cash flows, and
The bonus plan is not motivating managers to make those investment
decisions, but not investing may be of more benefit to them.
3. Assets over-employed will reduce adjusted profits and the payout rate charged to
base salary.
5. Bonus plan incentive deters managers from making investments that require
large asset usage and may have a positive ROA or EVA result.
Questions:
1. Is the capital investment proposal described in Exhibit 3 an
attractive one for Quality Metal Service Center?
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To develop technique and marketing programs that would
increase market share.
3. Based on the financial projection analysis, the project gives:
Yes, Ken should send the proposal to home for approval since based on
the companys policy, capital expenditure in excess of $10,000 require
corporate approval.
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Manager may be reluctant to expand the business because the
business earns ROI below its targeted ROI even though the
business is profitable;
Manager may make bad decisions for the whole company by
selecting project that increases ROI but decreases overall
company profits;
ROI (ROA) calculated on gross book value always understates the
true return.
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that could arise in such a system? What can you recommend
to overcome such dysfunctional effects?
If asset is based on gross book value, ROI (ROA) will understate the
true return. Under this approach, manager will likely to replace old
equipment with new equipment even replacement is not
economically justified or old equipments still have some usefulness.
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4. Average account receivable balance for the period was included in
the asset base (Cash was excluded from districts assets; the
amount were trivial).
5. Account payable was not deducted from the asset base. However,
an adjustment was made if the negotiated credit period was greater
than the company standard of 30 days.
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under reasons that district managers do not have control in the
corporate overhead.
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Alignment between performance measurement and the whole
company strategies need to be done. The Quality Metals strategies
are:
To focus sales efforts on targeted markets of specialty metal
users;
To identify those industries and geographic markets where these
metal were consumed;
To develop technique and marketing programs that would
increase market share.
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