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Chapter 10 Profitability Analysis







                    In this chapter, we will see how to apply the techniques of economic analysis developed in Chapter 9.
                    These techniques will be used to assess the profitability of projects involving both capital expenditures
                    and  yearly  operating  costs.  We  look  at  a  variety  of  projects  ranging  from  large  multimillion-dollar

                    ventures  to  much  smaller  process  improvement  projects.  Several  criteria  for  profitability  will  be
                    discussed  and  applied  to  the  evaluation  of  process  and  equipment  alternatives.  We  start  with  the
                    profitability criteria for new large projects.


                    10.1 A Typical Cash Flow Diagram for a New Project





                    A typical cumulative, after-tax cash flow diagram (CFD) for a new project is illustrated in Figure 10.1. It
                    is  convenient  to  relate  profitability  criteria  to  the  cumulative  CFD  rather  than  the  discrete  CFD.  The
                    timing of the different cash flows are explained below.


                    Figure 10.1 A Typical Cumulative Cash Flow Diagram for the Evaluation of a New Project































                    In the economic analysis of the project, it is assumed that any new land purchases required are done at the
                    start of the project, that is, at time zero. After the decision has been made to build a new chemical plant or
                    expand an existing facility, the construction phase of the project starts. Depending on the size and scope of
                    the  project,  this  construction  may  take  anywhere  from  six  months  to  three  years  to  complete.  In  the
                    example shown in Figure 10.1, a typical value of two years for the time from project initiation to the start-

                    up of the plant has been assumed. Over the two-year construction phase, there is a major capital outlay.
                    This represents the fixed capital expenditures for purchasing and installing the equipment and auxiliary
                    facilities  required  to  run  the  plant  (see Chapter 7).  The distribution  of  this  fixed  capital  investment  is
                    usually slightly larger toward the beginning of construction, and this is reflected in Figure 10.1. At the end
                    of  the  second  year,  construction  is  finished  and  the  plant  is  started.  At  this  point,  the  additional
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