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供应链管理第三版 Unit6 习题与答案

Chapter 6

Network Design in an Uncertain Environment

True/False

1. Decisions made during the supply chain design phase regarding significant

investments in the supply chain, such as the number and size of plants to build,

the number of trucks to purchase or lease, and whether to build or lease

warehouse space, cannot be altered in the short term.

Answer: True

Difficulty: Moderate

2. Decisions made during the supply chain design phase regarding significant

investments in the supply chain, such as the number and size of plants to build,

the number of trucks to purchase or lease, and whether to build or lease

warehouse space, rarely remain in place for several years.

Answer: False

Difficulty: Moderate

3. Decisions made during the supply chain design phase regarding significant

investments in the supply chain, such as the number and size of plants to build,

the number of trucks to purchase or lease, and whether to build or lease

warehouse space, define the boundaries within which the supply chain must

compete.

Answer: True

Difficulty: Moderate

4. Long-term contracts for both warehousing and transportation requirements will

be more effective if the demand and price of warehousing do not change in the

future or if the price of warehousing goes up.

Answer: True

Difficulty: Easy

5. Long-term contracts for both warehousing and transportation requirements will

be more effective if either demand or the price of warehousing drops in the future.

Answer: False

Difficulty: Moderate

6. The degree of demand and price uncertainty has a significant influence on the

appropriate portfolio of long- and short-term warehousing space that a firm

should carry.

Answer: True

Difficulty: Easy

7. If price and demand vary over time in a global network, flexible production

capacity can be reconfigured to maximize profits in the new environment.

Answer: True

Difficulty: Moderate

8. A firm may choose to build a flexible global supply chain even in the presence of

little demand or supply uncertainty if certainty exists in exchange rates or prices.

Answer: False

Difficulty: Moderate

9. The present value of a stream of cash flows is what that stream is worth in

today’s dollars.

Answer: True

Difficulty: Easy

10. Discretionary cash flow (DCF) analysis evaluates the present value of any

stream of future cash flows and allows management to compare two streams of cash flows in terms of their financial value.

Answer: False

Difficulty: Easy

11. The present value of future cash flows is found by using a discount factor.

Answer: True

Difficulty: Moderate

12. The rate of return k is also referred to as the present value of capital.

Answer: False

Difficulty: Easy

13. A negative NPV for an option indicates that the option will lose money for the

supply chain.

Answer: True

Difficulty: Moderate

14. The decision with the lowest NPV will provide a supply chain with the highest

financial return.

Answer: False

Difficulty: Moderate

15. In reality, demand and prices are highly uncertain and are likely to fluctuate

during the life of any supply chain decision.

Answer: True

Difficulty: Moderate

16. For a global supply chain, exchange rates and inflation are unlikely to vary over

time in different locations.

Answer: False

Difficulty: Easy

17. The multiplicative binomial cannot take on negative values and can be used for

factors like demand, price, and exchange rates that cannot become negative.

Answer: True

Difficulty: Moderate

18. A logical objection to both the multiplicative and additive binomial is the fact that

the underlying factor takes on two values at the end of each period.

Answer: False

Difficulty: Hard

19. If uncertainty is ignored, a manager will always sign long-term contracts because

they are typically cheaper and avoid all flexible capacity because it is more

expensive.

Answer: True

Difficulty: Moderate

20. During network design, managers need a methodology that allows them to

estimate the certainty in their forecast of demand and price and then incorporate this certainty into the decision-making process.

Answer: False

Difficulty: Hard

21. Decision trees with DCFs can be used to evaluate supply chain design decisions

given uncertainty in prices, demand, exchange rates, and inflation.

Answer: True

Difficulty: Moderate

22. Uncertainty in demand and economic factors should not be included in the

financial evaluation of supply chain design decisions.

Answer: False

Difficulty: Hard

23. In a complex decision tree, there are thousands of possible paths that may result

from the first period to the last.

Answer: True

Difficulty: Easy

24. Simulation methods are very good at evaluating a decision where the path itself

is decision dependent.

Answer: False

Difficulty: Hard

25. Simulation models require a higher setup cost to start and operate compared to

decision tree tools.

Answer: True

Difficulty: Easy

26. The main advantage of simulation models is that they can provide low-cost

evaluations of complex situations.

Answer: False

Difficulty: Moderate

27. Strategic planning and financial planning should be combined during supply

chain network design.

Answer: True

Difficulty: Moderate

28. The evaluation of supply chain networks should not use multiple metrics.

Answer: False

Difficulty: Moderate

29. Financial analysis should be used as an input to decision making, not as the

decision-making process.

Answer: True

Difficulty: Moderate

30. One of the best ways to speed up the process of financial analysis and arrive at a

good decision is to use estimates, except when it appears that finding a very

accurate input would take an inordinate amount of time.

Answer: False

Difficulty: Easy

Multiple Choice

1. Decisions made during the supply chain design phase regarding significant

investments in the supply chain, such as the number and size of plants to build,

the number of trucks to purchase or lease, and whether to build or lease

warehouse space,

a. can be altered in the short term.

b. cannot be altered in the short term.

c. cannot be altered in the long term.

d. can only be altered in the short term.

e. all of the above

Answer: b

Difficulty: Easy

2. Decisions made during the supply chain design phase regarding significant

investments in the supply chain, such as the number and size of plants to build,

the number of trucks to purchase or lease, and whether to build or lease

warehouse space,

a. are realigned every few weeks.

b. only remain in place for several years.

c. rarely remain in place for several years.

d. only remain in place for a few weeks.

e. often remain in place for several years.

Answer: e

Difficulty: Hard

3. Decisions made during the supply chain design phase regarding significant

investments in the supply chain, such as the number and size of plants to build,

the number of trucks to purchase or lease, and whether to build or lease

warehouse space,

a. define the boundaries within which the supply chain must compete.

b. have little impact on how the supply chain must compete.

c. are irrelevant regarding how the supply chain will compete.

d. are the only consideration regarding how the supply chain will compet

e. none of the above

Answer: a

Difficulty: Moderate

4. Long-term contracts for both warehousing and transportation requirements will

be more effective if

a. the demand and price of warehousing do not change in the future.

b. the price of warehousing goes up in the future.

c. demand drops in the future.

d. the price of warehousing drops in the futur

e. a and b only

Answer: e

Difficulty: Moderate

5. Short-term contracts for both warehousing and transportation requirements will

be more effective

a. if the demand and price of warehousing do not change in the future.

b. if the price of warehousing goes up in the future.

c. if either demand or the price of warehousing drops in the future.

d. only if demand drops in the futur

e. only if the price of warehousing drops in the future.

Answer: c

Difficulty: Moderate

6. The degree of demand and price uncertainty has

a. no effect on the appropriate portfolio of long- and short-term warehousing

space that a firm should carry.

b. a limited influence on the appropriate portfolio of long- and short-term

warehousing space that a firm should carry.

c. a minor influence on the appropriate portfolio of long- and short-term

warehousing space that a firm should carry.

d. a significant influence on the appropriate portfolio of long- and short-term

warehousing space that a firm should carry.

e. None of the above are true.

Answer: d

Difficulty: Moderate

7. Uncertainty of demand and price

a. drives the value of building flexible production capacity at a plant.

b. eliminates the value of building flexible production capacity at a plant.

c. facilitates the value of building flexible production capacity at a plant.

d. has no effect on the value of building flexible production capacity at a

plant.

e. None of the above are true.

Answer: a

8. If price and demand do vary over time in a global network,

a. flexible production capacity should not be used in the new environment.

b. flexible production capacity will be ineffective in the new environment.

c. flexible production capacity can be reconfigured to minimize profits in the

new environment.

d. flexible production capacity can be reconfigured to maximize profits in the

new environment.

e. flexible production capacity should never be used in an uncertain

environment.

Answer: d

Difficulty: Moderate

9. A firm may choose to build a flexible global supply chain even in the presence of

little demand or supply uncertainty if

a. certainty exists in both exchange rates and prices.

b. certainty exists in exchange rates or prices.

c. uncertainty exists in both exchange rates and prices.

d. uncertainty exists in exchange rates or prices.

e. uncertainty exists only in exchange rates.

Answer: d

Difficulty: Moderate

10. The present value of a future stream of cash flows is what that stream

a. was worth in yesterday’s dollars.

b. is wo rth in today’s dollars.

c. will be worth in future dollars.

d. might be worth in future dollars.

e. none of the above

Answer: b

Difficulty: Easy

11. The process of evaluating the present value of any stream of future cash flows so

that management can compare two streams of cash flows in terms of their

financial value is

a. annual cash flow(ACF) analysis.

b. discretionary cash flow(DCF) analysis.

c. discounted cash flow(DCF) analysis.

d. future cash flow(FCF) analysis.

e. none of the above

Answer: c

Difficulty: Moderate

12. The present value of future cash flow is found by

a. locating the correct factor on a z-table.

b. using a discount factor.

c. plotting the function on a graph.

d. adding the total of all future cash flows.

e. none of the above

Answer: b

13. The discount factor used to obtain the present value of money in the next period

where k represents the rate of return is

a. k.

b. 1+k.

c. 1/(1+k).

d. k /(1+k).

e. none of the above

Answer: c

Difficulty: Moderate

14. The rate of return k is also referred to as the

a. discount rate.

b. hurdle rate.

c. opportunity cost of capital.

d. all of the above

e. none of the above

Answer: d

Difficulty: Easy

15. What is the present value of a $27 revenue that will be received in one year

where the rate of return is 8% (.08)?

a. $2.50

b. $15.00

c. $25.00

d. $30.00

e. none of the above

Answer: c

Difficulty: Easy

16. The net present value (NPV) of a stream of cash flows is equal to

a. the sum of all cash flows for all periods being considered.

b. the sum of all cash flows for all periods being considered divided by the

number of periods.

c. the average of all cash flows for all periods being considere

d. the average of all cash flows for all periods being considered multiplied by

the number of periods.

e. the sum of all cash flows for all periods being considered discounted by

the rate of return for each period.

Answer: e

Difficulty: Hard

17. A negative NPV (net present value) for an option indicates that the option will

a. gain money for the supply chain.

b. lose money for the supply chain.

c. maximize profit for the supply chain.

d. minimize profit for the supply chain.

e. none of the above

Answer: b

Difficulty: Moderate

18. The decision with the highest NPV (net present value) will provide a supply chain

with

a. the highest financial return.

b. the lowest financial return.

c. a reasonable financial return.

d. the least desirable financial return.

e. none of the above

Answer: a

Difficulty: Moderate

19. The NPV (net present value) of a cash stream that is equal to $100 per period for

5 periods with a rate of return of 10% (.10) per period would be

a. 379.07.

b. 416.98.

c. 500.00.

d. 610.51.

e. 671.56.

Answer: b

Difficulty: Moderate

20. The NPV (net present value) of a cash stream that is equal to $75 per period for

5 periods with a rate of return of 10% (.10) per period would be

a. 221.37.

b. 284.30.

c. 312.74.

d. 375.00.

e. none of the above

Answer: c

Difficulty: Moderate

21. In reality, demand and prices are

a. highly certain and not likely to fluctuate during the life of any supply chain

decision.

b. highly certain and likely to fluctuate during the life of any supply chain

decision.

c. highly uncertain and not likely to fluctuate during the life of any supply

chain decision.

d. highly uncertain and likely to fluctuate during the life of any supply chain

decision.

e. none of the above

Answer: d

Difficulty: Moderate

22. For a global supply chain, exchange rates and inflation are

a. likely to vary over time in different locations.

b. not likely to vary over time in different locations.

c. not likely to vary over time in any locations.

d. likely to be stable over time in all locations.

e. none of the above

Answer: a

Difficulty: Easy

23. The binomial representation of uncertainty is based on the assumption that when

moving from one period to the next, the value of the underlying factor (such as

demand or price)

a. has only one possible outcome.

b. has only two possible outcomes - up or down.

c. has many possible outcomes.

d. cannot be accurately determined.

e. none of the above

Answer: b

Difficulty: Moderate

24. In the commonly used multiplicative binomial, it is assumed that the underlying

factor

a. moves up by a factor u > 1 with probability p.

b. moves down by a factor u > 1 with probability p.

c. moves down by a factor d < 1 with probability 1 – p.

d. either a or b

e. either a or c

Answer: e

Difficulty: Hard

25. The multiplicative binomial can be used for factors like demand, price, and

exchange rates that cannot become negative because it

a. can take on negative values.

b. cannot take on negative values.

c. can take on positive values.

d. cannot take on positive values.

e. all of the above

Answer: b

Difficulty: Hard

26. A logical objection to both the multiplicative and additive binomial is the fact that

the underlying factor

a. takes on only one of two possible values at the end of each period.

b. takes on two values at the end of each period.

c. takes on one of many possible values at the end of each perio

d. takes on several of many possible values at the end of each period.

e. none of the above

Answer: a

Difficulty: Moderate

27. If uncertainty is ignored, a manager will

a. always sign long-term contracts because they are typically more

expensive and avoid all flexible capacity because it is more expensive.

b. always sign short-term contracts because they are typically cheaper and

avoid all flexible capacity because it is more expensive.

c. always sign long-term contracts because they are typically cheaper and

avoid all flexible capacity because it is more expensive.

d. always sign short-term contracts because they are typically cheaper and

avoid all flexible capacity because it is less expensive.

e. none of the above

Answer: c

Difficulty: Hard

28. A decision tree is

a. a graphic device used to evaluate decisions under certainty.

b. a graphic device used to evaluate decisions under uncertainty.

c. a tabular device used to evaluate decisions under certainty.

d. a tabular device used to evaluate decisions under uncertainty.

e. none of the above

Answer: b

Difficulty: Moderate

29. Decision tree analysis is based on Bellman’s principle, which states that for any

choice of strategy in a given state,

a. the optimal strategy is the one that is selected if the entire analysis is

assumed to begin in the first period.

b. the optimal strategy is the one that is selected if the entire analysis is

assumed to begin in the last period.

c. the optimal strategy in the next period is the one that is selected if the

entire analysis is assumed to begin in the last period.

d. the optimal strategy in the next period is the one that is selected if the

entire analysis is assumed to begin in the next period.

e. none of the above

Answer: d

Difficulty: Hard

30. The first step in decision tree analysis methodology is to

a. identify factors such as demand, price, and exchange rate, whose

fluctuation will be considered over the next T periods.

b. identify the periodic discount rate k for each period.

c. start at period T, work back to Period 0 identifying the optimal decision

and the expected cash flows at each step. Expected cash flows at each

step in a given period should be discounted back when included in the

previous period.

d. identify the duration of each period (month, quarter, etc.) and the number

of periods T over which the decision is to be evaluated.

e. identify representations of uncertainty for each factor; that is, determine

what distribution to use to model the uncertainty.

Answer: d

Difficulty: Moderate

31. The last step in decision tree analysis methodology is to

a. identify factors such as demand, price, and exchange rate, whose fluctuation

will be considered over the next T periods.

b. identify the periodic discount rate k for each period.

c. start at period T, work back to Period 0, identifying the optimal decision and

the expected cash flows at each step. Expected cash flows at each step in a

given period should be discounted back when included in the previous period.

d. identify the duration of each period (month, quarter, etc.) and the number of

periods T over which the decision is to be evaluated.

e. identify representations of uncertainty for each factor; that is, determine what

distribution to use to model the uncertainty.

Answer: c

Difficulty: Moderate

32. Uncertainty in demand and economic factors should be included in the financial

evaluation of supply chain design decisions, because

a. the exclusion of certainty may have a significant impact on this evaluation.

b. the exclusion of uncertainty may have a significant impact on this

evaluation.

c. the inclusion of certainty may have a significant impact on this evaluation.

d. the inclusion of uncertainty may have a significant impact on this

evaluation.

e. none of the above

Answer: d

Difficulty: Hard

33. Flexibility should be valued by taking into account uncertainty in demand and

economic factors. In general, flexibility will tend to

a. decrease in value with a decrease in certainty.

b. increase in value with an increase in uncertainty.

c. decrease in value with an increase in uncertainty.

d. increase in value with an increase in certainty.

e. None of the above are accurate.

Answer: b

Difficulty: Moderate

34. A major factor that makes the decision tree methodology quite powerful is

a. the choice of certainty.

b. the choice of discount rate.

c. the choice of uncertainty level.

d. the choice of additive factor.

e. all of the above

Answer: b

Difficulty: Moderate

35. The appropriate discount rate used in decision tree methodology

a. should be risk-adjusted and risk may vary by period and decision node.

b. should be risk-adjusted and risk may not vary by period and decision

node.

c. should not be risk-adjusted and risk may vary by period and decision

node.

d. should not be risk-adjusted and risk may not vary by period and decision

node.

e. None of the above are accurate.

Answer: a

Difficulty: Moderate

36. Alternative approaches to decision tree analysis include

a. contingent claims analysis (CCA) for discrete time analysis.

b. real options for the continuous time case.

c. real options for the discrete time analysis.

d. all of the above

e. a and b only

Answer: e

Difficulty: Moderate

37. Contingent claims analysis (CCA) and real options

a. adjust hurdle rate so that the risk-free discount rate may be applied in

each period.

b. adjust opportunity cost of capital so that the risk-free discount rate may be

applied in each period.

c. adjust rate of return so that the risk-free discount rate may be applied in

each period.

d. adjust transition probabilities so that the risk-free discount rate may be

applied in each period.

e. none of the above

Answer: d

Difficulty: Moderate

38. Firms should use simulation for evaluating decisions when

a. underlying decision trees are simple and explicit solutions for the

underlying decision tree are difficult to obtain.

b. underlying decision trees are very complex and explicit solutions for the

underlying decision tree are difficult to obtain.

c. underlying decision trees are simple and explicit solutions for the

underlying decision tree are easy to obtain.

d. underlying decision trees are very complex and explicit solutions for the

underlying decision tree are easy to obtain.

e. none of the above

Answer: b

Difficulty: Moderate

39. In a complex decision tree there are

a. only a few possible paths that may result from the first period to the last.

b. less than thirty possible paths that may result from the first period to the

last.

c. thousands of possible paths that may result from the first period to the

last.

d. an infinite number of possible paths that may result from the first period to

the last.

e. none of the above

Answer: c

Difficulty: Moderate

40. Simulation methods are very good at evaluating a decision where

a. the path itself is decision dependent.

b. the path itself is not decision dependent.

c. the discount rate is decision dependent.

d. the discount rate is not decision dependent.

e. none of the above

Answer: b

Difficulty: Hard

41. Simulation models

a. require a higher setup cost to start and operate compared to decision tree

tools.

b. require a lower setup cost to start and operate compared to decision tree

tools.

c. require a higher setup cost to start but less to operate compared to

decision tree tools.

d. require a lower setup cost to start but more to operate compared to

decision tree tools.

e. none of the above

Answer: a

Difficulty: Hard

42. The main advantage of simulation models is that they can

a. provide high-quality evaluations of simple situations.

b. provide high-quality evaluations of complex situations.

c. provide low-cost evaluations of simple situations.

d. provide low-cost evaluations of complex situations.

e. provide low-quality evaluations of complex situations.

Answer: b

Difficulty: Easy

43. Strategic planning and financial planning

a. should be performed independently during supply chain network design.

b. should be performed sequentially during supply chain network design.

c. should be performed hierarchically during supply chain network design.

d. should be performed concurrently during supply chain network design.

e. should be combined during supply chain network design.

Answer: e

Difficulty: Hard

44. The evaluation of supply chain networks

a. should use only one metric.

b. should use multiple metrics.

c. should not use more than one metric.

d. should not use multiple metrics.

e. should be subjective.

Answer: b

Difficulty: Moderate

45. Financial analysis should be used as

a. the decision-making process.

b. an alternative decision-making process.

c. an input to decision making, not as the decision-making process.

d. all of the above

e. none of the above

Answer: c

Difficulty: Moderate

46. One of the best ways to speed up the process of financial analysis and arrive at a

good decision is to

a. use estimates of inputs when it appears that finding a very accurate input

would take an inordinate amount of time.

b. use estimates backed up by sensitivity analysis when it appears that

finding a very accurate input would take an inordinate amount of time.

c. use estimates of inputs except when it appears that finding a very

accurate input would take an inordinate amount of time.

d. make sure that every detail is very accurat

e. none of the above

Answer: b

Difficulty: Moderate

Essay/Problems

1. Explain additive and multiplicative binomial representations of uncertainty.

Answer: The binomial representation of uncertainty is based on the assumption

that when moving from one period to the next, the value of the underlying factor

(such as demand or price) has only two possible outcomes - up or down. In the

commonly used multiplicative binomial, it is assumed that the underlying factor

either moves up by a factor u > 1 with probability p, or down by a factor d < 1 with probability 1 – p. In the additive binomial, it is assumed that the underlying factor increases by u in a given period with probability p and decreases by d with

probability 1 – p. The multiplicative binomial cannot take on negative values and can be used for factors like demand, price, and exchange rates that cannot

become negative. It also has the advantage of the growth or decline in the given factor being proportional to the current value of the factor and not fixed

independent of size. A logical objection to both the multiplicative and additive

binomial is the fact that the underlying factor takes on only one of two possible

values at the end of each period. Certainly a price can change to more than just

two values. But by making the period short enough, this assumption may be

justified.

Difficulty: Hard

2. Summarize the steps in the decision tree analysis methodology.

Answer: The decision tree analysis methodology is summarized as follows:

1. Identify the duration of each period (month, quarter, etc.) and the number of

periods T over which the decision is to be evaluated.

2. Identify factors such as demand, price, and exchange rate, whose fluctuation

will be considered over the next T periods.

3. Identify representations of uncertainty for each factor; that is, determine what

distribution to use to model the uncertainty.

4. Identify the periodic discount rate k for each period.

5. Represent the decision tree with defined states in each period, as well as the

transition probabilities between states in successive periods.

6. Starting at period T, work back to Period 0, identifying the optimal decision and

the expected cash flows at each step. Expected cash flows at each step in a

given period should be discounted back when included in the previous period.

Difficulty: Moderate

3. Discuss the ideas that managers should consider to make better supply chain

network design decisions under uncertainty.

Answer: Managers should consider the following ideas to help them make better

network design decisions under uncertainty:

1. Combine strategic planning and financial planning during network design. In

most organizations, financial planning and strategic planning are performed

independently. Strategic planning tries to prepare for future uncertainties but

often without rigorous quantitative analysis, whereas financial planning performs

quantitative analysis but assumes a predictable or well-defined future. Decision

makers should design supply chain networks considering a portfolio of strategic

options—the option to wait, build excess capacity, build flexible capacity, sign

long-term contracts, purchase from the spot market, and so forth. The various

options should be evaluated in the context of future uncertainty.

2. Use multiple metrics to evaluate supply chain networks. As one metric can

only give part of the picture, it is beneficial to examine network design decisions

using multiple metrics such as firm profits, supply chain profits, customer service

levels, and response times. Often, different metrics will recommend different

decisions and by using multiple metrics, the differences between the strategic

choices will become clearer. The best decisions can be made when a multitude

of metrics are available, because each metric enhances the overall view of the

alternatives being considered.

3. Use financial analysis as an input to decision making, not as the decision-

making process. Financial analysis is a great tool in the decision-making process, as it often produces an answer and an abundance of quantitative data to back up that answer. However appealing this may be, management should not rely solely on financial analysis to make decisions. Use of this analysis as a large part of the decision-making process is fine, but other inputs into the decision process that

are difficult to quantify should be included in the analysis as well. Financial

methodologies alone do not provide a complete picture of the alternatives. These impacts should be considered in addition to the raw financial analysis. In the final analysis, management must use other inputs beyond financial analysis in the

decision-making process to get the most complete view of the alternatives

possible.

4. Use estimates along with sensitivity analysis. Many of the inputs into financial

analysis can be difficult, if not impossible, to nail down in a very accurate fashion.

This can cause financial analysis to be a long and drawn out process. One of the best ways to speed the process along and arrive at a good decision is to use

estimates of inputs when it appears that finding a very accurate input would take

an inordinate amount of time. Using estimates is fine when the estimates are

backed up by sensitivity analysis. By performing sensitivity analysis on the input’s

range, managers can often show that no matter where the true input lies within

the range, the outcome remains the same. When this is not the case, they have highlighted a key variable to making the decision and it likely deserves more

attention to arrive at a more accurate answer. In summary, to effectively make

supply chain design decisions, managers need to make estimates of inputs and then test all recommendations with sensitivity analysis.

Difficulty: Moderate

4. The XYZ Company has a choice between two warehouses. A lease at location A

costs $1000 per month with a payment of $2000 up front to guarantee the 3 year lease. Location B would cost $1200 per month and would be leased from month to month. The anticipated revenue in either location is $1500 per month. The

estimated rate of return is 10% per year. Using net present value, determine

which location would be the better choice.

Answer:

Location A

Expected annual profit = 12 x ($1500 - $1000) = $6000

NPV = $6000 + ($6000/1.1) + ($6000/1.12) - $2000 = $14,413.22

Location B

Expected annual profit = 12 x ($1500 - $1200) = $3600

NPV = $3600 + ($3600/1.1) + ($3600/1.12) = $9847.93

Location A is the better choice.

Difficulty: Moderate

《供应链管理》期末试卷A及答案

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