Coffee Bean Incorporated (CBI) processes and distributes high-quality coffee. CBI buys coffee beans from around the world and roasts, blends, and packages them for resale. Currently, the firm offers 2 coffees to gourmet shops in 1-pound bags. The major cost is 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 $4,056,740, 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, believes 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 Materials handling Quality control Roasting Blending Packaging Total factory overhead cost Cost Driver Purchase orders Setups Batches Roasting hours Blending hours Packaging hours Budgeted Driver Consumption 996 1,872 612 90,334 28,560 29,380 Budgeted Cost $ 448,200 767, 520 165, 240 1,806,680 428,400 440, 700 $ 4,056,740 Data 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. Mona Loa Malaysian Budgeted sales 100,000 pounds 2,000 pounds Batch size 10,000 pounds 500 pounds Setups 3 per batch 3 per batch Purchase order size 25,000 pounds 500 pounds Roasting time 1 hour per 100 pounds 1 hour per 100 pounds Blending time 0.5 hour per 100 pounds 0.5 hour per 100 pounds Packaging time 0.1 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 1,800 purchase orders, 2,100 setups, etc. These are the levels of activity work that are sustainable. Activity Purchasing Materials handling Quality control Roasting Blending Packaging Practical Capacity 1,800 2,100 1,000 170,000 34,000 34,000 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 Usage % Practical Capacity Rate Unused Capacity Idle Capacity Cost $ $ Purchasing Materials handling Quality control Roasting Blending Packaging $ 996 1,872 612 90,334 28,560 29,380 Practical Capacity at Current Spending 1,800 2.100 1,000 170,000 34,000 34,000 448,200 767,520 165,240 1,806,680 428,400 440,700 4,056,740 $ $ $ $ S 0