Case Study: GSCC Gourmet Specialty Coffee Company (GSCC) is a distributor and processor of different blends of coffee. The company buys coffee beans from around the world and roasts, blends, and packages them for resale. GSCC currently has 12 different coffees that it offers to gourmet shops in one-pound bags. The major cost is raw materials; however, there is a substantial amount of manufacturing overhead in the predominantly automated roasting and packing process. The company uses relatively little direct labor. Some of the coffees are very popular and sell in large volumes, while a few of the newer blends have very low volumes. GSCC prices its coffee at full product cost, including allocated overhead, plus a markup of 30 percent. If prices for certain coffees are significantly higher than market, adjustments are made. The company competes primarily on the quality of its products, but customers are price-conscious as well. Data for the 20x5 budget include manufacturing overhead of $12,000,000, which has been allocated on the basis of each product's direct-labor cost. The budgeted direct-labor cost for 20x5 totals $1,200,000. Based on the sales budget and raw material budget, purchases and use of raw materials (mostly coffee beans) will total $5,800,000. The expected prime costs for one-pound bags of two of the company's products are as follows: Jamaican Colombian Direct material Direct labor $2.90 40 $3.90 .40 GSCC's controller believes the traditional product-costing system may be providing misleading cost information. She has developed an analysis of the 20x5 budgeted manufacturing-overhead costs shown in the following chart. Cost Driver Activity Purchasing Material handling Quality control Roasting Blending Packaging Total manufacturing-overhead cost Purchase orders Setups Batches Roasting hours Blending hours Packaging hours Budgeted Activity 2,316 3,600 1,440 192,200 67,200 52,000 Budgeted Cost $ 2,316,000 2,880,000 576,000 3,844,000 1,344,000 1,040,000 $12,000,000 Data regarding the 20x5 production of Jamaican and Colombian coffee are shown in the following table. There will be no raw-material inventory for either of these coffees at the beginning of the year. Budgeted sales Batch size Setups Purchase order size Roasting time Blending time Packaging time Jamaican 2,000 lb. 500 lb. 3 per batch 500 lb 1 hr. per 200 lb .5 hr. per 200 b. 1 hr. per 200 b. Colombian 100,000 lb 20,000 lb. 3 per batch 50,000 lb. 1 hr. per 200 lb .5 hr. per 200 lb. 1 hr. per 200 lb. Required: 1. Using GSCC's current product-costing system: a. Determine the company's predetermined overhead rate using direct-labor cost as the single cost driver. b. Determine the full product costs and selling prices of one pound of Jamaican coffee and one pound of Colombian coffee. 2. Develop a new product cost, using an activity-based costing approach, for one pound of Jamaican coffee and one pound of Colombian coffee. 3. What are the implications of the activity-based costing system with respect to: a. The use of direct labor as a basis for applying overhead to products? b. The use of the existing product-costing system as the basis for pricing? (CMA, adapted) Case Study: GSCC Gourmet Specialty Coffee Company (GSCC) is a distributor and processor of different blends of coffee. The company buys coffee beans from around the world and roasts, blends, and packages them for resale. GSCC currently has 12 different coffees that it offers to gourmet shops in one-pound bags. The major cost is raw materials; however, there is a substantial amount of manufacturing overhead in the predominantly automated roasting and packing process. The company uses relatively little direct labor. Some of the coffees are very popular and sell in large volumes, while a few of the newer blends have very low volumes. GSCC prices its coffee at full product cost, including allocated overhead, plus a markup of 30 percent. If prices for certain coffees are significantly higher than market, adjustments are made. The company competes primarily on the quality of its products, but customers are price-conscious as well. Data for the 20x5 budget include manufacturing overhead of $12,000,000, which has been allocated on the basis of each product's direct-labor cost. The budgeted direct-labor cost for 20x5 totals $1,200,000. Based on the sales budget and raw material budget, purchases and use of raw materials (mostly coffee beans) will total $5,800,000. The expected prime costs for one-pound bags of two of the company's products are as follows: Jamaican Colombian Direct material Direct labor $2.90 40 $3.90 .40 GSCC's controller believes the traditional product-costing system may be providing misleading cost information. She has developed an analysis of the 20x5 budgeted manufacturing-overhead costs shown in the following chart. Cost Driver Activity Purchasing Material handling Quality control Roasting Blending Packaging Total manufacturing-overhead cost Purchase orders Setups Batches Roasting hours Blending hours Packaging hours Budgeted Activity 2,316 3,600 1,440 192,200 67,200 52,000 Budgeted Cost $ 2,316,000 2,880,000 576,000 3,844,000 1,344,000 1,040,000 $12,000,000 Data regarding the 20x5 production of Jamaican and Colombian coffee are shown in the following table. There will be no raw-material inventory for either of these coffees at the beginning of the year. Budgeted sales Batch size Setups Purchase order size Roasting time Blending time Packaging time Jamaican 2,000 lb. 500 lb. 3 per batch 500 lb 1 hr. per 200 lb .5 hr. per 200 b. 1 hr. per 200 b. Colombian 100,000 lb 20,000 lb. 3 per batch 50,000 lb. 1 hr. per 200 lb .5 hr. per 200 lb. 1 hr. per 200 lb. Required: 1. Using GSCC's current product-costing system: a. Determine the company's predetermined overhead rate using direct-labor cost as the single cost driver. b. Determine the full product costs and selling prices of one pound of Jamaican coffee and one pound of Colombian coffee. 2. Develop a new product cost, using an activity-based costing approach, for one pound of Jamaican coffee and one pound of Colombian coffee. 3. What are the implications of the activity-based costing system with respect to: a. The use of direct labor as a basis for applying overhead to products? b. The use of the existing product-costing system as the basis for pricing? (CMA, adapted)