Capstone analytical review of Chapters 5-6. Analyzing accounts receivable, property, plant, and equipment, and other related accounts (Note: Please refer to Case 4.30 on pages 145-146 for the financial statement data needed for the analysis of this case. You should also review the solution to Case 4.30, provided by your instructor, before attempting to complete this case.)
You have been approached by Gary Gerrard, President and CEO of Gerrard Construction Co., who would like your advice on a number of business and accounting related matters.
Your conversation with Mr. Gerrard, which took place in February 2014, proceeded as follows:
Mr. Gerrard: "The accounts receivable shown on the balance sheet for '013 are nearly $10 million and the funny thing is, we just collected a bunch of the big accounts in early December but had to reinvest most of that money in new equipment. At one point last year, more than S20 million of accounts were outstanding! I had to put some pressure on our regular clients who keep falling behind. Normally, I don't bother with collections, but this is our main source of cash flows. My daughter Anna deals with collections and she's just too nice to people. I keep telling her that the money is better off in our hands than in someone else's! Can you have a look at our books? Some of these clients are really getting on my nerves:-
Your reply: "That does seem like a big problem. I'll look at your accounts receivable details and get back to you with some of my ideas and maybe some questions you can help me with. What else did you want to ask me about?"
Mr. Gerrard: "The other major problem is with our long-term asset management. We don't have much in the way of buildings, just this office you're sitting in and the service garage where we keep most of the earthmoving equipment.
That's where the expense of running this business comes in. I've always said that I'd rather see a dozen guys standing around leaning against shovels than to see one piece of equipment sit idle for even an hour of daylight! There is nothing complicated about doing 'dirt work.' but we've got one piece of equipment that would cost over $2 million to replace at today s prices. And that's it-either you spend a fortune on maintenance or else you're constantly in the market for the latest and greatest new Cat.
Your reply: "So how can I help?"
Mr. Gerrard: "Now that you know a little about our business, I'll have my Nathan show you the equipment records. He's our business manager. We've" to sell and replace some of our light-duty trucks. We need to get a handle on the value of some of the older equipment. What the books say, and what it's really worth, are two different things. I'd like to know what the accounting consequences of selling various pieces of equipment would be because I don't want & be selling anything at a loss:'
Your reply: "Thanks, Gary. I'll have a chat with Anna and Nathan and get back to you?'
After your discussion with Anna, you analyzed the accounts receivable details and prepared the following aging schedule:
|
Number of Days
Outstanding
|
Number of Accounts
Outstanding
|
Total Amount
Outstanding
|
|
0-30
|
20
|
S2,240,000
|
|
31-60
|
9
|
1.600,000
|
|
61-120
|
6
|
1.320,000
|
|
121-180
|
4
|
1,080.000
|
|
>180
|
11
|
3,560.000
|
You've noted that Gerrard Construction Co. has not written off any accounts receivable as uncollectible during the past several years. The Allowance for Bad Debts account is included in the chart of accounts but has never been used. No cash discounts have been offered to customers, and the company does not employ a collection agency. Reminder invoices are sent to customers with outstanding, balances at the end of every quarter.
After your discussion with Nathan, you analyzed the equipment records related to the three items that the company wishes to sell at this time:
|
Item Description
|
Date of Purchase
|
Cost
|
Accumulated Depreciation
|
Book Value
|
Estimated Market Value
|
|
2003 Ford F550
|
Mar-03
|
$57,200
|
$38,600
|
$18,600
|
S 14,000
|
|
2005 Cat DR9
|
Jun-05
|
510,000
|
272,100
|
237,900
|
295
|
|
2007 Cat 345B L II
|
Sep-07
|
422,700
|
226,500
|
196,200
|
160,000
|
Nathan explained that Gerrard Construction Co. uses the units-of-production depreciation method and estimates usage on the basis of hours in service for earthmoving equipment and miles driven for all on-road vehicles. You have recalculated the annual depreciation adjustments through December 31. 2013, and are satisfied that the company has made the proper entries. The estimated market values were recently obtained through the services of a qualified, independent appraiser whom you had recommended to Nathan.
Required:
a. Explain what Mr. Gerrard meant when he said, "I keep telling her that the money is better off in our hands than in someone else's!"
b. What is your overall reaction concerning Gerrard Construction Co.'s management of account receivable? What suggestions would you make to Mr. Gerrard that may prove helpful in the collection process?
c. What accounting advice would you give concerning the accounts receivable balance of $9,800,000 at December 31, 2013?
d. What impact (increase, decrease, or no effect) would any necessary adjustments have on the company's working capital and current ratio? (Note that these items were computed in part g of C4.30 and do not need to be recomputed now.)
e. Explain what Mr. Gerrard meant when he said, "We need to get a handle on the value of some of the older equipment. What the books say, and what it's really worth, are two different things?'
f. Use the horizontal model, or write the journal entries, to show the effect of selling each of the three assets for their respective estimated market values. Partial-year depreciation adjustments for 2014 can be ignored.
g. Explain to Mr. Gerrard why his statement that "1 don't want to be selling anything at a loss" does not make economic sense.