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    For a question on appropriateness/usefulness of CPA (since people are predicting this as a possible question) would you include-
    benefits:
    -Shorten length of time to complete a project
    -Resources can be ordered + delivered just before being needed
    -Spot float so can redeploy resources elsewhere
    drawback:
    -Doesn't guarantee a project will be delivered on time
    -Original plan can be over optimistic in time estimates
    -Unexpected delay can occur

    Is this correct/ can anyone think of anything to add?
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    (Original post by imothornhill)
    For a question on appropriateness/usefulness of CPA (since people are predicting this as a possible question) would you include-
    benefits:
    -Shorten length of time to complete a project
    -Resources can be ordered + delivered just before being needed
    -Spot float so can redeploy resources elsewhere
    drawback:
    -Doesn't guarantee a project will be delivered on time
    -Original plan can be over optimistic in time estimates
    -Unexpected delay can occur

    Is this correct/ can anyone think of anything to add?
    Benefits you could say
    - enables to estimate and minimise completion time
    - enables to priorities resources on the critical activities
    - help motivate staff
    - calculate the cost and select projects to undertake
    - can monitor and control activities

    Hope this helps

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    (Original post by imothornhill)
    For a question on appropriateness/usefulness of CPA (since people are predicting this as a possible question) would you include-
    benefits:
    -Shorten length of time to complete a project
    -Resources can be ordered + delivered just before being needed
    -Spot float so can redeploy resources elsewhere
    drawback:
    -Doesn't guarantee a project will be delivered on time
    -Original plan can be over optimistic in time estimates
    -Unexpected delay can occur

    Is this correct/ can anyone think of anything to add?
    Another benefit of the CPA is:
    -It can motivate the staff of SHL
    -It can also help to prioritise resources for critical activities however this is a benefit only to a small extent as SHL only has 3 non-critical activities which includes photography and merchandising which would bare no benefit to other critical activities such as the final selection.

    For evaluation you can just say that the benefits of the CPA will depend upon the accuracy of the durations for the activities
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    I don't understand what happens at node 4 in SHLs CPA such as why it states in the support pack that Node 2 and 5 have the same EST
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    Case study barely talks about shl's staff


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    Does anyone know any strategies that SHL could use to improve efficiency/ reduce time from initial conception to distribution?
    Also, for the ratios, what part of the financial data on the balance sheet / P and L account is used to represent the 'capital employed' part of the ratios?
    Thank you in advance!!
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    Guys is it just me getting a different roce value from the APT Analysis?
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    (Original post by Elliot Bob)
    Guys is it just me getting a different roce value from the APT Analysis?
    How are you calculating it?

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    Has anyone got a list of all the formulas for the different ratios?
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    Hey guys,
    Does anyone know if SHL's products are elastic or in elastic?
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    (Original post by sim96)
    Does anyone know any strategies that SHL could use to improve efficiency/ reduce time from initial conception to distribution?
    Also, for the ratios, what part of the financial data on the balance sheet / P and L account is used to represent the 'capital employed' part of the ratios?
    Thank you in advance!!
    Reducing time from initial conception to distribution could be done in a few ways:
    - put more pressure on the suppliers to produce the products, this may result in quicker lead times but the quality of the clothes might lower..
    - Change suppliers: SHL could move more to Eastern Europe. The manufacturing times may not be reduced significantly but the delivery time should be reduced as it is geographically located closer than the Far East. Or SHL could move more manufacturing to the UK:
    - better communication
    -Delivery times would be significantly reduced, lowering delivery costs as well. Higher labour costs though and not all manufacturing can be done in the UK.
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    (Original post by sim96)
    Does anyone know any strategies that SHL could use to improve efficiency/ reduce time from initial conception to distribution?
    Also, for the ratios, what part of the financial data on the balance sheet / P and L account is used to represent the 'capital employed' part of the ratios?
    Thank you in advance!!
    capital employed is net assets
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    (Original post by georgia17xo)
    Hey guys,
    Does anyone know if SHL's products are elastic or in elastic?
    i would tell you can calculate them... it may be useful that you learn this before the exam tomorrow...
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    Recommend and justify a strategy which would enable SHL to increase the proportion of sales from Harvey direct to 40% of sales revenue
    Anyone got any ideas for this?
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    (Original post by sim96)
    Has anyone got a list of all the formulas for the different ratios?
    current ratio=current assets/current liabilities
    acid tat ratio=current assets-stock/current liabilities
    gross profit margin=gross profits/sales revenue x100
    operating profit margin=operating profit/sales revenue x100
    net profit margin=operating profit-other costs/sales revenue x100
    ROCE=net profit/capital employed x100
    return on net assets=operating profit/net assets x100
    asset turnover= sales/net assets
    gearing= long term liabilities/capital employed x100
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    (Original post by sim96)
    Does anyone know any strategies that SHL could use to improve efficiency/ reduce time from initial conception to distribution?
    Also, for the ratios, what part of the financial data on the balance sheet / P and L account is used to represent the 'capital employed' part of the ratios?
    Thank you in advance!!
    the capital employed is equity shareholders funds PLUS creditors falling due after one year
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    (Original post by joe7482)
    Recommend and justify a strategy which would enable SHL to increase the proportion of sales from Harvey direct to 40% of sales revenue
    Anyone got any ideas for this?
    You could talk about increasing awareness of Harvey-direct through promotion and advertising. However this is of course, at increased cost to SHL. They may even look to close some outlets to reduce overhead costs and encourage more purchasing from Harveydirect- hope that helps a little, not too sure what else to suggest
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    (Original post by georgia17xo)
    Hey guys,
    Does anyone know if SHL's products are elastic or in elastic?
    PED =
    Mens, polo. green 2.5
    Mens Casual shirt green 1.33
    Mens casual yellow 1
    childs polo -0.4
    ladies polo 0.4
    ladies casual 0.42
    I think
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    (Original post by imothornhill)
    current ratio=current assets/current liabilities
    acid tat ratio=current assets-stock/current liabilities
    gross profit margin=gross profits/sales revenue x100
    operating profit margin=operating profit/sales revenue x100
    net profit margin=operating profit-other costs/sales revenue x100
    ROCE=net profit/capital employed x100
    return on net assets=operating profit/net assets x100
    asset turnover= sales/net assets
    gearing= long term liabilities/capital employed x100
    Thank you so much!!
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    The payback period is over 4 years, not 4.6 months.

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