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Worley Company buys surgical supplies from a variety of manufacturers and then resells and delivers these supplies to hundreds of hospitals. Worley sets its prices for all hospitals by marking up its cost of goods sold to those hospitals by 5%. For example, if a hospital buys supplies from Worley that had cost Worley $100 to buy from manufacturers, Worley would charge the hospital $105 to purchase these supplies. For years, Worley believed that the 5% markup covered its selling and administrative expenses and provided a reasonable profit. However, in the face of declining profits Worley decided to implement an activity-based costing system to help improve its understanding of customer profitability. The company broke its selling and administrative expenses into five activities as shown below: Activity Cost Pool (Activity Measure) Total Cost Total Activity Customer deliveries (Number of deliveries) 500,000 5.000 deliveries Manual order processing (Number of manual orders) 248,000 4,000 orders Electronic order processing (Number of electronic orders) 200,000 12.500 orders Line item picking (N umber of line items picked) 450,000 450,000 line items 602,000 Other organization-sustaining costs (None) $2,000,000 Total selling and administrative expenses Worley gathered the data below for two of the many hospitals that it serves University and Memorial (both hospitals purchased a total quantity of medical supplies that had cost Worley $30,000 to buy from its manufacturers) Activity Activity Measure University Memorial Number of deliveries 10 25 Number of manual orders 30 Number of electronic orders 15 Number of line items picked 120 250