Coffee Bean Incorporated (CBI) processes and distributes high-quality coffee. CBI buys coffee beans from around the world and B roasts, blends, and packages them for resale. Currently, the firm offers 2 coffees to gourmet shops in 1-pound bags. The major cost is oped direct materials; however, a substantial amount of factory overhead is incurred in the predominantly automated roasting and packing process. The company uses relatively little direct labor. CBI prices its coffee at full product cost, including allocated overhead, plus a markup of 30%. If its prices are significantly higher than the market, CBI lowers its prices. The company competes primarily on the quality of its products, but customers are price conscious as well. Data for the current budget include factory overhead of $3,210,000, which has been allocated on the basis of each product's direct labor cost. The budgeted direct labor cost for the current year totals $600,000. The firm budgeted $6,000,000 for purchase and use of direct materials (mostly coffee beans). The budgeted direct costs for 1-pound bags are as follows: Direct materials Direct labor Mona Loa $ 4.20 0.30 Malaysian $ 3.20 0.30 CBI's controller, Mona Clin, belleves that its current product costing system could be providing misleading cost information. She has developed this analysis of the current year's budgeted factory overhead costs: Activity Purchasing 1,308 Cost Driver Purchase orders Budgeted Driver Consumption Budgeted Cost & $ 654,000 Materials handling Setups 1,950 780,000 Quality control Roasting Blending Batches 870 174,000 Roasting hours 97,600 976,000 Blending hours 35,100 351,000 Packaging Packaging hours 27,500 275,000 Total factory overhead cost $ 3,210,000 ata regarding the current year's production for the Mona Loa and Malaysian lines follow. There is no beginning or ending direct materials inventory for either of these coffees. Budgeted sales Batch size Setups Purchase order size Roasting time Blending time Packaging time Mona Loa 100,000 pounds 10,000 pounds 3 per batch 25,000 pounds 1 hour per 100 pounds 0.5 hour per 100 pounds 0.1 hour per 100 pounds Malaysian 2,000 pounds 500 pounds 3 per batch. 500 pounds 1 hour per 100 pounds 0.5 hour per 100 pounds 0.1 hour per 100 pounds Coffee Bean has total practical capacity as noted in the table below, i.e. processing 1,700 purchase orders, 2,700 setups, etc. These are the levels of activity work that are sustainable. Practical Activity Capacity Purchasing 1,700 Materials handling. 2,700 1,500 103,000 39,000 Quality control Roasting Blending Packaging Required: 33,000 1. Determine the activity rates based on practical capacity and the cost of idle capacity for each activity. (Round "Usage %* and "Practical Capactity Rate" to 2 decimal places. For percentages .1234 12.34%) Activity Budgeted Activity Budgeted Cost Usage Based Rate Practical Capacity at Usage % Current Practical Capacity Rate Unused Capacity Idle Capacity Cost Spending Required: 1. Determine the activity rates based on practical capacity and the cost of idle capacity for each activity. (Round "Usage %" and "Practical Capactity Rate" to 2 decimal places. For percentages .1234 12.34%) Activity Budgeted Activity Budgeted Cost Usage Based Rate Practical Capacity at Usage % Current Practical Capacity Rate Unused Capacity Idle Capacity Cost Spending Purchasing 1,308 $ 654,000 1,700 Materials handling 1,950 $ 780,000 2.700 Quality control 870 $ 174,000 1,500 Roasting 97,600 $ 976,000 103,000 Blending 35,100 $ 351,000 30,000 Packaging 27,500 $ 275,000 $ 3,210,000 33,000 $