Hey Rocky, I need your help with the answers to the 4 question assignment attached. This one isn't timed so I don't need anything back for a few days. Thanks in advance.

Submit your answer in a single Excel file, with a separate tab for each question. Where calculations are required, it must be readily apparent to the grader how you arrived at your answer. Verbal answers should be expressed clearly and concisely. 1. Hinds Industries, Inc. is a manufacturer of soup and condiment products under its own standard and premium labels. The company has been in business for many years, and is a \"household name\". Their Seattle soup plant has a capacity of 140,000 cases/month, but has been operating at a normal volume of 95,000 cases/month. Hinds has been approached by Massive Mart, a large discount retailer, about producing a line of soups under a Massive Mart house label. Massive would initially place an order for 15,000 cases/month, with the understanding that the order will be expanded if the product is successful. The initial order would be for a reduced line of four relatively simple soups, following Hinds' normal recipes. All of these soups have essentially the same production cost of $41 per case, as follows: ingredients and packaging, $20; direct labor, $5; overhead, $16. The overhead is 55% fixed manufacturing costs, 25% variable manufacturing costs, and 20% allocated general corporate overhead. Hinds would incur $7,000/month additional setup costs if the order is accepted. Packaging would cost forty cents/case less because of a cheaper label used by Massive. Hinds normally sells these soups for $50/case. Massive Mart has offered $36/case, arguing that the steep discount is necessary for them to price the product in conformity with their pricing philosophy and customer expectations. The regional marketing director is inclined to reject the offer, because it is below cost, and therefore Hinds will lose money on the contract. The ultimate decision is up to the regional director of operations. Discuss the factors that the operations director should consider in making the decision. 2. The marketing department of Waldorf, Inc. includes a graphic design department. The marketing director is considering an offer from Graceful Graphics to outsource their graphic design needs. Graceful Graphics has offered to perform all necessary services at a contract cost of $290,000 per year. Currently, it costs Waldorf $345,000 per year to run the graphic design department, as follows: payroll, $230,000; supplies and other expense, $35,000; depreciation on equipment, $20,000; occupancy costs, $60,000. The occupancy costs are based on a square foot allocation of occupancy costs of the company's office building. The equipment has no salvage value. Discuss the factors the marketing director should consider in deciding whether to outsource this service. 3. ChemCo, Inc. purchases the chemical googlite for $1,000/ton, and processes it at a cost of $2,400/ton in order to obtain 1,800 pounds of G1, which can be sold for $2.50/lb. As a necessary result of the process, 200 pounds of G2 are also produced. G2 can be sold for 75 cents/lb, or processed further into G3 at a cost of 40 cents/lb. G3 can be sold for $1.35/lb, while G2 can be sold for 75 cents/lb. ChemCo believes they lose money on G3, and plan to quit processing and selling it. They compute their cost per pound as $2.10, while it sells for only $1.35. The $2.10 is derived as: (1,000 + 2,400)/2,000 = $1.70 + .40 further processing = $2.10. Advise ChemCo