a) Analyze the project's cost-benefit ratio by considering both internal and external costs and benefits? b) List all external costs and benefits that cannot be quantified in the analysis how may we go about quantifying them in the future? Camden, New Jersey, is home to the Campbell Soup Company's corporate offices and pilot facility. have built a strong recycling and reuse program, with a recycling rate of 92 % in fiscal year 2014. Items delivered to compost (food waste), single stream recycling (paper, comingled bottles, cans, and plastic), and asset recovery/reuse are among the company's recycling streams (white goods, furniture, and equipment). Non-recyclable waste is sent to the Camden County Resource Recovery Facility (RRF) for incineration and energy recovery. Other than residual ash from the burning of the company's non-recyclable waste at the RRF, the Camden headquarters does not send any trash to the landfill. For fiscal year 2014, Campbell's composting, recycling and reuse initiatives saved the company's Camden operations over $219,000 in disposal costs! The savings from composting, recycling and reuse would have been even greater (almost $330,000) if all of this material had been landfilled. Through staff education and participation, trash assessments, and the usage of local garbage stations around corporate buildings, Campbell is now investigating further ways to enhance recycling and reuse at its headquarters. The latter initiative would involve removing all trash cans and recycling containers from the company's 1,500 offices and cubicles and training staff to use centralized waste stations for all trash, recycling and composting. This approach would reduce the burden on the company's sanitation staff, thereby reducing labst costs, and would allow the company to greatly reduce its purchases of the plastic bag liners that are currently used in office trash cans. Besides minimizing waste, this measure would also save procurement dollars for Campbell Campbell has established global initiatives to achieve a 95% recycling rate across all manufacturing sites by the year 2020. Currently, the company's global operations have achieved an 86% recycling rate. Initiatives to increase the company's recycling rate include the installation of anaerobic digesters at Campbell's largest manufacturing facilities. This process transforms waste that would have gone to the landfill into useful energy that powers the company's manufacturing sites. Campbell's corporate asset recovery team works to find beneficial reuse or recycling options for some of the food-processing and electronic equipment that the company no longer uses or needs. In fiscal year 2014, the asset recovery team sold or reused almost 2.7 million pounds of used equipment and generated nearly $3.2 million in revenue from the sale of used equipment. In addition, Campbell scrapped or recycled almost 144,344 pounds of equipment and donated used items from the Camden headquarters totalling 3,618 pounds. a) Analyze the project's cost-benefit ratio by considering both internal and external costs and benefits? b) List all external costs and benefits that cannot be quantified in the analysis how may we go about quantifying them in the future? Camden, New Jersey, is home to the Campbell Soup Company's corporate offices and pilot facility. have built a strong recycling and reuse program, with a recycling rate of 92 % in fiscal year 2014. Items delivered to compost (food waste), single stream recycling (paper, comingled bottles, cans, and plastic), and asset recovery/reuse are among the company's recycling streams (white goods, furniture, and equipment). Non-recyclable waste is sent to the Camden County Resource Recovery Facility (RRF) for incineration and energy recovery. Other than residual ash from the burning of the company's non-recyclable waste at the RRF, the Camden headquarters does not send any trash to the landfill. For fiscal year 2014, Campbell's composting, recycling and reuse initiatives saved the company's Camden operations over $219,000 in disposal costs! The savings from composting, recycling and reuse would have been even greater (almost $330,000) if all of this material had been landfilled. Through staff education and participation, trash assessments, and the usage of local garbage stations around corporate buildings, Campbell is now investigating further ways to enhance recycling and reuse at its headquarters. The latter initiative would involve removing all trash cans and recycling containers from the company's 1,500 offices and cubicles and training staff to use centralized waste stations for all trash, recycling and composting. This approach would reduce the burden on the company's sanitation staff, thereby reducing labst costs, and would allow the company to greatly reduce its purchases of the plastic bag liners that are currently used in office trash cans. Besides minimizing waste, this measure would also save procurement dollars for Campbell Campbell has established global initiatives to achieve a 95% recycling rate across all manufacturing sites by the year 2020. Currently, the company's global operations have achieved an 86% recycling rate. Initiatives to increase the company's recycling rate include the installation of anaerobic digesters at Campbell's largest manufacturing facilities. This process transforms waste that would have gone to the landfill into useful energy that powers the company's manufacturing sites. Campbell's corporate asset recovery team works to find beneficial reuse or recycling options for some of the food-processing and electronic equipment that the company no longer uses or needs. In fiscal year 2014, the asset recovery team sold or reused almost 2.7 million pounds of used equipment and generated nearly $3.2 million in revenue from the sale of used equipment. In addition, Campbell scrapped or recycled almost 144,344 pounds of equipment and donated used items from the Camden headquarters totalling 3,618 pounds