Written_Assignment_Unit_5.docx BUS 5910 Science Construction PLC: Insolvency and Financial Restructuring University of the People BUS 5910: Management Capstone Science Construction PLC: Insolvency and Financial Re
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Written_Assignment_Unit_5.docx BUS 5910 Science Construction PLC: Insolvency and Financial Restructuring University of the People BUS 5910: Management Capstone Science Construction PLC: Insolvency and Financial Restructuring Science Construction PLC (SCPLC) is a Turkish construction company with twenty years of history and is going through insolvency (Erer, 2013). The report identifies the main problem in the SCPLC case focusing on financial metrics, diagnoses the cause of the problem, generates alternatives, and recommends a plan of action while reflecting on its relevance to business. The main problem in the case is to prove the organization's financial strength and feasibility of operations to enable the courts to postpone bankruptcy execution proceedings and restructure debts (Uluc et al., 2018). Several causes include receivables collection issues, high levels of debt and interest, costs rising faster than prices, cost control issues, and the 2008 financial crisis (Erer, 2013). Some alternative courses of action include increasing prices, demanding faster payment, renegotiating interest rates, raising shareholder capital using a public-private partnership (P3), liquidating assets and closing, or a combination of alternatives (Ziglar, 2010). The recommendation is to increase shareholder equity using a P3, potentially make the government a partner and financer, demand faster repayment, and try to lower interest rates by securing a loan against receivables (Knowles, 2011a). Analyzing the change i. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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