Description
Obtain the most current SEC Form 10-K (annual financial report) for Harley Davidson Corporation from the company's web site (Do not use the Annual Report that is sent to shareholders):
- Calculate and analyze the following ratios for your selected company for the last two years from the SEC Form 10-K:
- Current Ratio
- Inventory Turnover
- Debt Ratio
- Time Interest Earned
- Gross Profit Margin
- Equity Multiplier
- Return on Assets
- Net Profit Margin
- Return on Equity (Use three ratio DuPont method)
- Compare and contrast your company's ratios to industry and competitor standard ratios obtained from Yahoo Finance, Morningstar, MotleyFool, Macroaxis or other Internet sources, and provide a detailed answer and analysis as to why your company's ratios are different than the industry/competitor standard.
- Prepare your analysis in a minimum of 875 words in Microsoft® Word. The use of Microsoft® Word tables is encouraged. Excel can be used in addition to Word if preferred.
- Cite the source of the industry/competitor ratio information.
- Format your assignment consistent with APA guidelines.
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Explanation & Answer
All set. Thank you
Harley Davidson, Inc
Statement of Income
Years ended December 31, 2016 and 2015
(In Millions)
2016
Revenue:
Motorcycles and Related Products
Financial Services
Total Revenue
Costs and Expenses:
Motocycles and Related COGS
Financial Services interest expense
Financial Services provision for credit losses
SGA Expense
Total Costs and Expenses
Operating Income
Investment Income
Interest Expense
Income before for Taxes
Provision for income taxes
Net Income
EPS:
Basic
Diluted
Cash Dividends per common share
$
$
$
2015
5,271
725
5,996
5,308
687
5,995
3,420
174
137
1,217
4,948
1,048
5
30
1,023
332
691
3,356
162
101
1,220
4,839
1,156
7
12
1,151
398
753
3.85 $
3.83 $
1.40 $
3.71
3.69
1.24
Harley Davidson, Inc
Balance Sheet
December 31, 2016 and 2015
(In Millions)
2016
Assets
Current Assets:
Cash
Marketable Securities
AR, net
Finance Receivables, net
Inventory
Restricted Cashed
Deferred income taxes
other current assets
total current assets
Finance Receivables, net
Property, Plant and Equipment, net
Goodwill
Deferred income taxes
other long-term assets
total long-term assets
total assets
Liabilities & Shareholders Equity
Current Liabilities:
AP
Accrued liabilities
Short-term debt
Current portion of LT debt, net
Total current liabilites
Long-term debt, net
Pension liability
Postretiremement healthcare liab.
Commitments and Contingencies
Total long-term liabilities
Total Liabilities
Shareholders Equity:
Preferred Stock
Commmon stock
APIC
RE
Accumulated other comprehensive loss
Tresury stock
2015
760
6
285
2,076
500
53
174
3,854
4,759
982
53
168
74
6,036
9,890
722
45
247
2,054
586
88
103
133
3,978
4,815
942
54
100
84
5,995
9,973
235
487
1,056
1,085
2,863
4,667
85
173
183
5,108
7,971
236
472
1,201
838
2,747
4,832
165
194
195
5,386
8,133
2
1,382
1,338
(565)
(236)
3
1,329
8,962
(615)
(7,839)
Total shareholders equity
Total Liabilities & Shareholders' Equity
1,921
9,892
1,840
9,973
Ratios
Current Ratio
Inventory Turnover
Debt Ratio
Time Interest Earned
Gross Profit Ma...
Completion Status:
100%
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FIN 100 Strayer University Wk 6 Time Value of Money Activity Report
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Review the Week 2 Lecture, “How do you D1?” For the purpose of this midterm assessment, assume that your trainers, Sarah and Caroline, are new to their jobs. Assume further that you are their direct supervisor. Describe how you would prepare Sarah and Caroline for their first assignment before they meet with the department manager, Lori Williams.Be certain to include in your paper a value chain, a logic map, and a process map for their first assignment. Also include learning transfer system inventory. Provide detailed explanations of each component of the maps and the inventory as they apply to the situation in the Week 2 Lecture.The requirements below must be met for your paper to be accepted and graded:Write between 1,500 – 2,000 words (approximately 4 – 6 pages) using Microsoft Word in APA style, see example below.Use font size 12 and 1” margins.Include cover page and reference page.At least 80% of your paper must be original content/writing.No more than 20% of your content/information may come from references.Use at least three references from outside the course material, one reference must be from EBSCOhost. Text book, lectures, and other materials in the course may be used, but are not counted toward the three reference requirement.Cite all reference material (data, dates, graphs, quotes, paraphrased words, values, etc.) in the paper and list on a reference page in APA style.w2 LectureHow Do You D1?As Steven Covey suggests, “Begin with the end in mind.” That’s the long and short of D1. The define discipline is the first and probably the most important as without direction we have nothing to train nor develop. Defining business outcomes asks the question “What is the direction of the performance?” If we look back in our book, we see several figures but the idea is how to get the ROI from the training? Performance!Many years ago I was a Corporate Trainer in a large organization and defining the business needs was the toughest part of the training process. Many times this required a meeting with the trainer and the business department leadership to complete a needs analysis. One of my favorite projects was the Document Manager Project.Here is a quick real life example:The Application Analyst (AA) department manager, Lori Williams, called the training department and asked to sit down and discuss the new product they were rolling out to all the company's AAs, worldwide, and what training could be offered starting on August 11 and ongoing as they were looking to roll out Document Manager on October 2. This product would affect 2500 people.Lori Williams met with two trainers, Sarah Ward and Caroline Smith. Lori explained that all of the AAs were creating the same documentation over and over again, but had to save it to their own desktops and were unable to share the information because they didn't have a document repository. Document Manager was going to fix this problem. All of the AAs could then share documentation. Document Manager too would have a template in it for the AAs to use. Document Manager would make the AA's work much easier and quicker. The AAs were asked by upper management to be more effective with their documentation. Lori wanted to train all 2500 employees worldwide before Document Manger went out to the company on October 2.Sarah and Caroline asked Lori what the AAs were using now to type up their documentation and what would be different with Document Manager. Lori explained that now AAs used Word Perfect, however Document Manager would use Microsoft Word. Due to this huge change Lori believes every employee effected needs to come to a training class that should last at least two hours, if not longer. Since the training would have to be on a computer, the training departments computer classroom's only hold 15 people per class. Lori also said that she would like to see each employee pass a test using Word and Document Manager before attaining access to the new programs. 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Sarah and Caroline were excited about working with this audience.From this quick example ask yourself the following questions: What organizational goal is driving this training?What will the benefit be?What is the skill gap?What competencies (knowledge, skills, or attitudes) will this program need?What evaluation will be used to measure the level of goal achievement?Who will be trained?What is the estimated class size?How many classes will there be and how long will this training last?What are the knowledge and skill prerequisites?What type of program is being proposed?What media, if any will be used in the training?What will happen if we do not deliver the training?What are the restrictions or limitations for delivering a program?What other methods may be used to reach the goal (include limitations and advantages)?Understanding the solution to the issue at hand is the goal. Gathering information from the senior management and non-supervisory employees will provide the information needed.
FAR Applies to The Entire Acquisition Cycle for All Services and Cycles & FPRA Is Mainly an Accord Amid a Government Discussion
STUDENT 1 (Jena): Forward pricing rates are rates and factors such as: direct labor rates, various overhead rates, and co ...
FAR Applies to The Entire Acquisition Cycle for All Services and Cycles & FPRA Is Mainly an Accord Amid a Government Discussion
STUDENT 1 (Jena): Forward pricing rates are rates and factors such as: direct labor rates, various overhead rates, and cost and money factors utilized by contractors for pricing proposals for new procurement or changes to existing contracts. According to FAR 15.407-3, “when certified cost or pricing data are required, offerors are required to describe any forward pricing rate agreement (FPRAs) in each specific pricing proposals to which the rates apply and to identify the latest cost or pricing data already submitted in accordance with the FPRA” (para. 1). Contracting Officers (COs) will utilize the FPRA rates as the base line for pricing all contracts & changes that may occur over the duration of the period covered by the agreement. FPRAs have been found to be very usefully for contractors who may do many pricing actions over a specified period of time. However, there are many contractors who are reluctant to enter in to FPRAs. FAR 42.704 explains that’s contracting officers or auditors are responsible for establishing the final indirect cost that will be used to determine billing rates. According to the Federal Acquisition Regulation (FAR) 42.704, “the contracting officer (or cognizant Federal agency official) or auditors shall establish billing rates on the basis of information resulting from recent review, previous rate audits or experience, or similar reliable data or experience of other contracting activities” (para. 2). When establishing billing rates, is essential to ensure that rates are as close to the final indirect cost rates as anticipated for the contractors fiscal year as adjusted for any unallowable costs (FAR). Upon establishment of billing rates, the contracting officer, auditors, or the contractors may request to revise billing rates only when there is a mutual agreement between the parties. If agreement are unable to be reached, the billing rates may be determined by the contracting officer (or cognizant Federal agency official). Final overhead rates are completed by the Administrative Contracting Officer (ACO) within a 27- or 36 month cycle for major and non-major contractors (DCMA Manual 2201-03 Final Indirect Cost Rates, 2019, p. 17). The final overhead agreement utilizes rates and formulas to determine how much will be used to pay and complete the contract. The final overhead agreement is subject to audits and penalties when final overhead proposal do not comply with FAR part 15.407-4. In additional FAR 15.407-4 outlines which evaluated costs are subject to separate audit reports. According to FAR 15.407-4, “The objective of the overhead should-cost review is to evaluate significant indirect cost elements in-depth, and identify and recommend corrective actions regarding inefficient and uneconomical practices. If it is conducted in conjunction with a programs should-cost review, a separate overhead should-cost review report is not required.”ReferencesDCMA Manual 2201-03 Final Indirect Cost Rates. (2019). https://www.dcma.mil/Portals/31/Documents/Policy/DCMA-MAN-2201-03.pdf?ver=2019-02-20-154550-670.FAR. Acquisition.gov. https://www.acquisition.gov/content/part-15-contracting-negotiation.FAR. https://www.acquisition.gov/content/15407-4-should-cost-review.FAR. https://www.acquisition.gov/content/42704-billing-rates.STUDENT 2 (Amy): The FAR, Federal Acquisition Regulation, provides acquisition and procurement guidance and sets rules and regulations for the Department of Defense and Federal agencies. Forward Pricing Rate Agreements (FPRAs) are agreements that are negotiated in advance of a contract award. Direct labor rates and indirect/overhead costs are included in FPRAs per guidance within the FAR. The specific FPRA section in the FAR is 15.407-3 (United States Government, 2020). Negotiations on the forward pricing rates in advance can be difficult since the market and business volume may fluctuate and are not always able to be predicted accurately. Agreeing on rates for future contracts can also be risky. Inflation could be incorrectly accounted for as well as other unforeseen factors (Oyer, 2012).When an FPRA is requested by either the contractor or the contracting officer, the contracting officer is the entity responsible for reviewing the request and determining if the FPRA is a good fit for the contract. If the decision has been made to move forward with the FPRA process, the contractor must include supporting documentation with the agreement. The supporting documentation must include pricing and cost data to support the details contained in the FPRA. However, if there is a significant change in the pricing or cost data that was submitted in support of the agreement, the contractor must submit those altered details to the contracting officer for review. This also includes any other variables that might affect the terms set in the agreement. If deemed necessary, changing conditions may require that a new FPRA be established. The contractor or the contracting officer also have the ability to cancel the agreement (Oyer, 2012). An FPRA can speed up the contract process especially when many contract proposals are involved. The FPRA allows for the opportunity for contractors to skip contract negotiations when an FPRA is already in place since rates have already been agreed upon (Manning, 2019). However, FPRAs can be risky if incorrect rates were estimated or if inflation is not accounted for. Close monitoring of the agreements and making changes when necessary can help reduce the risk involved. ReferencesManning, B. (2019, February 1). Contracts and Legal: Forward Pricing Rate Agreements (FPRA). Retrieved from AcqNotes: http://acqnotes.com/acqnote/careerfields/forward-pricing-rate-agreements-fpra#:~:text=These%20rates%20are%20estimates%20of,audit%20or%20analyze%20the%20rates.&text=FPRAs%20are%20very%20useful%20for,volume%20of%20Government%20contract%20proposals.Oyer, D. (2012). Cost-Based Pricing: A Guide for Government Contractors. Vienna, Virginia: Management Concepts. Retrieved from http://web.a.ebscohost.com.ezproxy1.apus.edu/ehost...United States Government. (2020). Part 15 - Contracting by Negotiation. Retrieved from Acquisition.gov: https://www.acquisition.gov/content/part-15-contra...STUDENT 3 (Thomps): Federal Acquisition Regulation is the primary regulation that is used by all the executive agencies in the acquisition of supplies and services with appropriated funds. It precludes agency acquisition regulations that unnecessarily repeats or restate the FAR. FAR provides for coordination, simplicity and uniformity in the federal acquisition process. Moreover, it also provide for agency and public participation in the development of FAR as well as agency acquisition regulations. FAR provides a number of requirements as far as forward pricing rates is concerned. Forward pricing rates refers to an agreement between a contractor and a government agency in which certain indirect rates are established for a specified period of time (Acquisition, 2020). These rates are often used to price contracts as well as in modifying contracts. Based on FAR requirements, offerors are required to describe any of the forward pricing rate agreements in each of the specific proposal where the rates apply. Additionally, contracting officers are required to use the Forward pricing rate agreements as the bases for all the pricing of all the contracts, modifications and even the contractual actions that are to be performed within the period of agreement (Acquisition, 2020). Additionally, in terms of billing rates, contracting officers are required to establish billing rates that are based on the information from the recent review, rate audits of experience or similar reliable data from other contracting activities (Huntercpa, 2020). Consequently, billing rates should be prospectively revised by mutual agreements of the contracting officers. Overhead rate refers to the percentage of general expenses that consultants can bill to contacting government agencies (Huntercpa, 2020). Thus, based on the FAR requirements, contractors are required to prove that costs are allowable, reasonable and allocable as per the provisions for contracts with commercial organizations. ReferencesAcquisition. (2020). Forward pricing rate agreements. Retrieved from https://www.acquisition.gov: https://www.acquisition.gov/content/15407-3-forwar...Huntercpa. (2020). Overhead Rate Audits Explained. Retrieved from https://www.huntercpa.com: https://www.huntercpa.com/articles/overhead-rate-a...
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FIN 100 Strayer University Wk 6 Time Value of Money Activity Report
Time Value of Money ActivityFor this activity, read the scenario and then use the provided Week 6 Time Value of Money Exce ...
FIN 100 Strayer University Wk 6 Time Value of Money Activity Report
Time Value of Money ActivityFor this activity, read the scenario and then use the provided Week 6 Time Value of Money Excel Template [XLSX] and Week 6 Time Value of Money Template [DOC] templates to complete your activity before uploading them to the submission area.Note: There are locked cells in the Excel template. The cells have been locked to prevent the formulas from being disturbed. The cells that you will need to use to complete this assignment are not locked. You may create your own templates, however, it is recommended that you use the templates provided. Note: Watch the Excel tutorial videos linked in this week to learn how to use Excel before attempting the assignment. You can use the template provided or you may create your own template based on the one provided.ScenarioLarry and Beth are both married, working adults. They both plan for retirement and consider the $6,000 annual contribution a must.First, consider Beth's savings. She began working at age 20 and began making an annual contribution to her IRA of $6,000 each year until age 32 (12 contributions). She then left full-time work to have children and be a stay-at-home mom. She left her IRA invested and plans to begin drawing from her IRA when she is 65.Larry started contributing to his IRA at age 32. In the first 12 years of his working career, he used his discretionary income to buy a home, upgrade the family cars, take vacations, and pursue his golfing hobby. At age 32, he made his first $6,000 contribution to an IRA and contributed $6,000 every year up until age 65 (33 contributions). He plans to retire at age 65 and make withdrawals from his IRA.Both IRA accounts grow at an 8 percent annual rate. Do not consider taxes or inflation.InstructionsCreate a chart summarizing the details of the investment for both Larry and Beth.Write a one-paragraph summary in which you explain the results in terms of the time value of money for both Larry and Beth. (Hint: discuss why one person was able to save a great deal more than the other.)Note: This course requires the use of Strayer Writing Standards. For assistance and information, please refer to the Strayer Writing Standards link in the left-hand menu of your course. Check with your professor for any additional instructions.For help with this homework assignment, please view this video:
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Hello.Please write in APA.Also, please keep time. My professor is very strict and doesn't tolerate any late week. I won't ...
Business Strategy of Walmart, Marketing Assignment Homework Help
Hello.Please write in APA.Also, please keep time. My professor is very strict and doesn't tolerate any late week. I won't accept any late work for the matter.Okay, I need about 8 pages. Please choose an article or any other relevant material that has a case study of Walmart.Write about the strategy that has made Walmart to be a successful company.For the record though, I will only accept quality and relevantt piece of work so please lets not waste each other's time.Thanks and all the best
w4 taining
Review the Week 2 Lecture, “How do you D1?” For the purpose of this midterm assessment, assume that your trainers, Sa ...
w4 taining
Review the Week 2 Lecture, “How do you D1?” For the purpose of this midterm assessment, assume that your trainers, Sarah and Caroline, are new to their jobs. Assume further that you are their direct supervisor. Describe how you would prepare Sarah and Caroline for their first assignment before they meet with the department manager, Lori Williams.Be certain to include in your paper a value chain, a logic map, and a process map for their first assignment. Also include learning transfer system inventory. Provide detailed explanations of each component of the maps and the inventory as they apply to the situation in the Week 2 Lecture.The requirements below must be met for your paper to be accepted and graded:Write between 1,500 – 2,000 words (approximately 4 – 6 pages) using Microsoft Word in APA style, see example below.Use font size 12 and 1” margins.Include cover page and reference page.At least 80% of your paper must be original content/writing.No more than 20% of your content/information may come from references.Use at least three references from outside the course material, one reference must be from EBSCOhost. Text book, lectures, and other materials in the course may be used, but are not counted toward the three reference requirement.Cite all reference material (data, dates, graphs, quotes, paraphrased words, values, etc.) in the paper and list on a reference page in APA style.w2 LectureHow Do You D1?As Steven Covey suggests, “Begin with the end in mind.” That’s the long and short of D1. The define discipline is the first and probably the most important as without direction we have nothing to train nor develop. Defining business outcomes asks the question “What is the direction of the performance?” If we look back in our book, we see several figures but the idea is how to get the ROI from the training? Performance!Many years ago I was a Corporate Trainer in a large organization and defining the business needs was the toughest part of the training process. Many times this required a meeting with the trainer and the business department leadership to complete a needs analysis. One of my favorite projects was the Document Manager Project.Here is a quick real life example:The Application Analyst (AA) department manager, Lori Williams, called the training department and asked to sit down and discuss the new product they were rolling out to all the company's AAs, worldwide, and what training could be offered starting on August 11 and ongoing as they were looking to roll out Document Manager on October 2. This product would affect 2500 people.Lori Williams met with two trainers, Sarah Ward and Caroline Smith. Lori explained that all of the AAs were creating the same documentation over and over again, but had to save it to their own desktops and were unable to share the information because they didn't have a document repository. Document Manager was going to fix this problem. All of the AAs could then share documentation. Document Manager too would have a template in it for the AAs to use. Document Manager would make the AA's work much easier and quicker. The AAs were asked by upper management to be more effective with their documentation. Lori wanted to train all 2500 employees worldwide before Document Manger went out to the company on October 2.Sarah and Caroline asked Lori what the AAs were using now to type up their documentation and what would be different with Document Manager. Lori explained that now AAs used Word Perfect, however Document Manager would use Microsoft Word. Due to this huge change Lori believes every employee effected needs to come to a training class that should last at least two hours, if not longer. Since the training would have to be on a computer, the training departments computer classroom's only hold 15 people per class. Lori also said that she would like to see each employee pass a test using Word and Document Manager before attaining access to the new programs. She went on to explain that she would also like to have online training for Document Manager and Word available for all employees via their intranet site. Lori also told Sarah and Caroline that upper management had not yet decided how to reach the global employees for this training. Times were tight and they didn't want to pay for the employees to travel or for Sarah and Caroline to travel. Lori said that she trusted Sarah and Caroline would have the right answer for upper management.Lori also gave Sarah and Caroline some background on the AAs. She told them that for the most part the AA department's abilities and familiarity with computers and software was exceptional. Lori had taken over that department only two years ago, but she explained how she weeded out the non-performing employees and replaced them with hard working, smart, efficient ones. Sarah and Caroline were excited about working with this audience.From this quick example ask yourself the following questions: What organizational goal is driving this training?What will the benefit be?What is the skill gap?What competencies (knowledge, skills, or attitudes) will this program need?What evaluation will be used to measure the level of goal achievement?Who will be trained?What is the estimated class size?How many classes will there be and how long will this training last?What are the knowledge and skill prerequisites?What type of program is being proposed?What media, if any will be used in the training?What will happen if we do not deliver the training?What are the restrictions or limitations for delivering a program?What other methods may be used to reach the goal (include limitations and advantages)?Understanding the solution to the issue at hand is the goal. Gathering information from the senior management and non-supervisory employees will provide the information needed.
FAR Applies to The Entire Acquisition Cycle for All Services and Cycles & FPRA Is Mainly an Accord Amid a Government Discussion
STUDENT 1 (Jena): Forward pricing rates are rates and factors such as: direct labor rates, various overhead rates, and co ...
FAR Applies to The Entire Acquisition Cycle for All Services and Cycles & FPRA Is Mainly an Accord Amid a Government Discussion
STUDENT 1 (Jena): Forward pricing rates are rates and factors such as: direct labor rates, various overhead rates, and cost and money factors utilized by contractors for pricing proposals for new procurement or changes to existing contracts. According to FAR 15.407-3, “when certified cost or pricing data are required, offerors are required to describe any forward pricing rate agreement (FPRAs) in each specific pricing proposals to which the rates apply and to identify the latest cost or pricing data already submitted in accordance with the FPRA” (para. 1). Contracting Officers (COs) will utilize the FPRA rates as the base line for pricing all contracts & changes that may occur over the duration of the period covered by the agreement. FPRAs have been found to be very usefully for contractors who may do many pricing actions over a specified period of time. However, there are many contractors who are reluctant to enter in to FPRAs. FAR 42.704 explains that’s contracting officers or auditors are responsible for establishing the final indirect cost that will be used to determine billing rates. According to the Federal Acquisition Regulation (FAR) 42.704, “the contracting officer (or cognizant Federal agency official) or auditors shall establish billing rates on the basis of information resulting from recent review, previous rate audits or experience, or similar reliable data or experience of other contracting activities” (para. 2). When establishing billing rates, is essential to ensure that rates are as close to the final indirect cost rates as anticipated for the contractors fiscal year as adjusted for any unallowable costs (FAR). Upon establishment of billing rates, the contracting officer, auditors, or the contractors may request to revise billing rates only when there is a mutual agreement between the parties. If agreement are unable to be reached, the billing rates may be determined by the contracting officer (or cognizant Federal agency official). Final overhead rates are completed by the Administrative Contracting Officer (ACO) within a 27- or 36 month cycle for major and non-major contractors (DCMA Manual 2201-03 Final Indirect Cost Rates, 2019, p. 17). The final overhead agreement utilizes rates and formulas to determine how much will be used to pay and complete the contract. The final overhead agreement is subject to audits and penalties when final overhead proposal do not comply with FAR part 15.407-4. In additional FAR 15.407-4 outlines which evaluated costs are subject to separate audit reports. According to FAR 15.407-4, “The objective of the overhead should-cost review is to evaluate significant indirect cost elements in-depth, and identify and recommend corrective actions regarding inefficient and uneconomical practices. If it is conducted in conjunction with a programs should-cost review, a separate overhead should-cost review report is not required.”ReferencesDCMA Manual 2201-03 Final Indirect Cost Rates. (2019). https://www.dcma.mil/Portals/31/Documents/Policy/DCMA-MAN-2201-03.pdf?ver=2019-02-20-154550-670.FAR. Acquisition.gov. https://www.acquisition.gov/content/part-15-contracting-negotiation.FAR. https://www.acquisition.gov/content/15407-4-should-cost-review.FAR. https://www.acquisition.gov/content/42704-billing-rates.STUDENT 2 (Amy): The FAR, Federal Acquisition Regulation, provides acquisition and procurement guidance and sets rules and regulations for the Department of Defense and Federal agencies. Forward Pricing Rate Agreements (FPRAs) are agreements that are negotiated in advance of a contract award. Direct labor rates and indirect/overhead costs are included in FPRAs per guidance within the FAR. The specific FPRA section in the FAR is 15.407-3 (United States Government, 2020). Negotiations on the forward pricing rates in advance can be difficult since the market and business volume may fluctuate and are not always able to be predicted accurately. Agreeing on rates for future contracts can also be risky. Inflation could be incorrectly accounted for as well as other unforeseen factors (Oyer, 2012).When an FPRA is requested by either the contractor or the contracting officer, the contracting officer is the entity responsible for reviewing the request and determining if the FPRA is a good fit for the contract. If the decision has been made to move forward with the FPRA process, the contractor must include supporting documentation with the agreement. The supporting documentation must include pricing and cost data to support the details contained in the FPRA. However, if there is a significant change in the pricing or cost data that was submitted in support of the agreement, the contractor must submit those altered details to the contracting officer for review. This also includes any other variables that might affect the terms set in the agreement. If deemed necessary, changing conditions may require that a new FPRA be established. The contractor or the contracting officer also have the ability to cancel the agreement (Oyer, 2012). An FPRA can speed up the contract process especially when many contract proposals are involved. The FPRA allows for the opportunity for contractors to skip contract negotiations when an FPRA is already in place since rates have already been agreed upon (Manning, 2019). However, FPRAs can be risky if incorrect rates were estimated or if inflation is not accounted for. Close monitoring of the agreements and making changes when necessary can help reduce the risk involved. ReferencesManning, B. (2019, February 1). Contracts and Legal: Forward Pricing Rate Agreements (FPRA). Retrieved from AcqNotes: http://acqnotes.com/acqnote/careerfields/forward-pricing-rate-agreements-fpra#:~:text=These%20rates%20are%20estimates%20of,audit%20or%20analyze%20the%20rates.&text=FPRAs%20are%20very%20useful%20for,volume%20of%20Government%20contract%20proposals.Oyer, D. (2012). Cost-Based Pricing: A Guide for Government Contractors. Vienna, Virginia: Management Concepts. Retrieved from http://web.a.ebscohost.com.ezproxy1.apus.edu/ehost...United States Government. (2020). Part 15 - Contracting by Negotiation. Retrieved from Acquisition.gov: https://www.acquisition.gov/content/part-15-contra...STUDENT 3 (Thomps): Federal Acquisition Regulation is the primary regulation that is used by all the executive agencies in the acquisition of supplies and services with appropriated funds. It precludes agency acquisition regulations that unnecessarily repeats or restate the FAR. FAR provides for coordination, simplicity and uniformity in the federal acquisition process. Moreover, it also provide for agency and public participation in the development of FAR as well as agency acquisition regulations. FAR provides a number of requirements as far as forward pricing rates is concerned. Forward pricing rates refers to an agreement between a contractor and a government agency in which certain indirect rates are established for a specified period of time (Acquisition, 2020). These rates are often used to price contracts as well as in modifying contracts. Based on FAR requirements, offerors are required to describe any of the forward pricing rate agreements in each of the specific proposal where the rates apply. Additionally, contracting officers are required to use the Forward pricing rate agreements as the bases for all the pricing of all the contracts, modifications and even the contractual actions that are to be performed within the period of agreement (Acquisition, 2020). Additionally, in terms of billing rates, contracting officers are required to establish billing rates that are based on the information from the recent review, rate audits of experience or similar reliable data from other contracting activities (Huntercpa, 2020). Consequently, billing rates should be prospectively revised by mutual agreements of the contracting officers. Overhead rate refers to the percentage of general expenses that consultants can bill to contacting government agencies (Huntercpa, 2020). Thus, based on the FAR requirements, contractors are required to prove that costs are allowable, reasonable and allocable as per the provisions for contracts with commercial organizations. ReferencesAcquisition. (2020). Forward pricing rate agreements. Retrieved from https://www.acquisition.gov: https://www.acquisition.gov/content/15407-3-forwar...Huntercpa. (2020). Overhead Rate Audits Explained. Retrieved from https://www.huntercpa.com: https://www.huntercpa.com/articles/overhead-rate-a...
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