Topic 9

Engineering Economy
Seventeenth Edition, Global Edition
Chapter 09
Replacement Analysis
Copyright © 2020 Pearson Education Ltd. All Rights Reserved

Objective
The objective of Chapter 9 is to address the question of whether a
currently owned asset should be kept in service or immediately
replaced.
What to Do With an Existing Asset?
• Keep it
• Abandon it (do not replace)
• Replace it, but keep it for backup purposes
• Augment the capacity of the asset
• Dispose of it, and replace it with another
Three Reasons to Consider a Change
• Physical impairment (deterioration)
• Altered requirements
• New and improved technology is now available.
The second and third reasons are sometimes referred to as different
categories of obsolescence.
Some Important Terms for
Replacement Analysis
• Economic life: the period of time (years) that yields the
minimum equivalent uniform annual cost (EUAC) of owning
and operating as asset.
• Ownership life: the period between acquisition and disposal by a
specific owner.
• Physical life: period between original acquisition and final
disposal over the entire life of an asset.
• Useful life: the time period an asset is kept in productive service
(primary or backup).
Replacement: Past Estimation Errors
• Any study today is about the future—past estimation “errors”
related to the defender are irrelevant.
• The only exception to the above is if there are income tax
implications forthcoming that were not foreseen.
Replacement: Watch Out for the
Sunk-Cost Trap
• Only present and future cash flows are considered in
replacement studies.
• Past decisions are relevant only to the extent that they resulted
in the current situation.
• Sunk costs—used here as the difference between an asset’s book
value (BV) and market value (MV) at a particular point in time
—have no relevance except to the extent they affect income
taxes.
Replacement: the Outsider Viewpoint
• The outsider viewpoint is the perspective taken by an impartial
third party to establish the fair MV of the defender. Also called
the opportunity cost approach.
• The opportunity cost is the opportunity foregone by deciding to
keep an asset.
• If an upgrade of the defender is required to have a competitive
service level with the challenger, this should be added to the
present realizable MV.
Replacement: Economic Lives of the
Challenger and Defender
• The economic life of the challenger minimizes the equivalent
uniform annual cost (EUAC).
• The defender may be kept longer than it’s apparent economic
life as long as it’s marginal cost (total cost of an additional year
of service) is less than the minimum EUAC of the challenger
over it’s economic life.
Example 9-2 (Replacement Analysis using
PW
• A firm owns a pressure vessel that it is contemplating replacing.
The old pressure vessel has annual operating and maintenance
expenses of $60,000 per year and it can be kept for five more
years, at which time it will have zero market value (MV). It is
believed that $30,000 could be obtained for the old pressure
vessel if it were sold now.
• A new pressure vessel can be purchased for $120,000. The new
pressure vessel will have an MV of $50,000 in five years and
will have annual operating and maintenance expenses of $30,000
per year. Using a before-tax MARR of 20% per year, determine
whether or not the old pressure vessel should be replaced. A
study period of five years is appropriate.
Example Solution
Defender
𝑃𝑊 ( 20% )=−$30,000−$60,000 ( 𝑃/ 𝐴,20%,5 )

Challenger
𝑃𝑊 (20% )=−$120,000−$30,000 (𝑃 /𝐴,20%,5 )

PW of the challenger is greater than PW of the defender.
Proper Analysis Requires Knowing the
Economic Life (Minimum EUAC) of the
Alternatives.
• The EUAC of a new asset can be computed if the capital
investment, annual expenses, and year-by-year market values
are known or can be estimated.
• The difficulties in estimating these values are encountered in
most engineering economy studies, and can be overcome in
most cases.
Finding the EUAC of the Challenger Requires
Finding the Total Marginal Cost of the
Challenger, for each Year. The Minimum
Such Value Identifies the Economic Life.
This equation represents the present worth, through year k, of total
costs. (Although the sign is positive, it is a cost. Eq. 9-1.)
k
PWk i %   I  MVk  P /F , i %, k    E j  P /F , i %, j 
j 1
Total Marginal Cost Formula
The total marginal cost is the equivalent worth, at the end of year
k, of the increase in PW of total cost from year k-1 to year k.
TCk   PWk  PWk 1   F /P, i %, k 
This can be simplified to (eq. 9-2)
𝑇 𝐶 𝑘 ( 𝑖 % )=𝑀 𝑉 𝑘 − 1 − 𝑀 𝑉 𝑘+𝑖𝑀 𝑉 𝑘− 1+ 𝐸𝑘
[ ]
𝑘
𝐸𝑈𝐴𝐶 𝑘= ∑ 𝑇𝐶 𝑗 ( 𝑃 / 𝐹 ,𝑖% , 𝑗 ) ( 𝐴/ 𝑃 ,𝑖% ,𝑘 )
𝑗=1
Example 9-4 (Economic Life of a Challenger)
A new forklift truck will require an investment of $30,000 and is expected to have
year-end MVs and annual expenses as shown in columns 2 and 5, respectively, of
Table 9-2. If the before-tax MARR is 10% per year, how long should the asset be
retained in service?
Example 9-5 (Economic Life of a Laptop)
Total Marginal Cost & EUAC
Determine the economic life of an
$800 laptop. Your personal interest Year 1 Year 2 Year 3
rate is 10% per year. Annual ($) ($) ($)
expenses and year-end resale values upgrades and 150 200 300
are expected to be the following: maintenance
Depreciation 200 150 250
Interest on 80 60 45
Year 1 Year 2 Year 3 capital at 10%
($) ($) ($) TMC 430 410 595
Software 150 200 300 EUAC 430 420 473
upgrades and
maintenance
Resale value at 600 450 200
EOY
Abandonment is Retirement Without
Replacement.
• For projects having positive net cash flows (following an initial
investment) and a finite period of required service.
• Should the project be undertaken? If so, and given market
(abandonment) values for each year, what is the best year to
abandon the project? What is its economic life?
• These are similar to determining the economic life of an asset,
but where benefits instead of costs dominate.
• Abandon the year PW is a maximum.
Abandonment Example
A machine lathe has a current market value of $60,000 and can be
kept in service for 4 more years. With an MARR of 12%/year,
when should it be abandoned?
Year 1 Year 2 Year 3 Year 4

Net receipts $50,000 $40,000 $15,000 $10,000
Market value $35,000 $20,000 $15,000 $5,000
PW $15,897 $32,474 $37,887 $36,743
𝑃𝑊 1=−$60,000+( $35,000+$50,000 )( 𝑃/𝐹,12%,1 )

𝑃𝑊 2=−$60,000+ ( $50,000 )( 𝑃/ 𝐹 ,12% ,1 )

Topic 9

Uploaded by

Copyright:

Available Formats

Topic 9

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Topic 9

Uploaded by

Copyright:

Available Formats

Engineering Economy

Seventeenth Edition, Global Edition

Copyright © 2020 Pearson Education Ltd. All Rights Reserved

𝑃𝑊 ( 20% )=−$30,000−$60,000 ( 𝑃/ 𝐴,20%,5 )

𝑃𝑊 (20% )=−$120,000−$30,000 (𝑃 /𝐴,20%,5 )

TCk   PWk  PWk 1   F /P, i %, k 

This can be simplified to (eq. 9-2)

Year 1 Year 2 Year 3 Year 4

𝑃𝑊 1=−$60,000+( $35,000+$50,000 )( 𝑃/𝐹,12%,1 )

You might also like