Miami Valley Architects Inc. provides a wide range of engineering and architectural consulting services through its three branch offices in Columbus, Cincinnati, and Dayton, Ohio. The company allocates resources and bonuses to the three branches based on the net income of the period. The results of the firm's performance for the most recent year follows ($ in thousands): Columbus Cincinnati Dayton Total Sales $ 1, 500 $ 1, 419 $ 1, 067 $ 3,986 Less : Direct labor 382 317 317 1, 016 Direct materials 281 421 185 887 Overhead 710 589 589 1, 888 Net income $ 127 $ 92 $ (24) $ 195 Miami Valley accumulates overhead items in one overhead pool and allocates it to the branches based on direct labor dollars. For this year, the predetermined overhead rate was $1.859 for every direct labor dollar incurred by an office. The overhead pool includes rent, depreciation, and taxes, regardless of which office incurred the expense. Some branch managers complain that the overhead allocation method forces them to absorb a portion of the overhead incurred by the other offices. Management is concerned with the recent operating results. During a review of overhead expenses, management noticed that many overhead items were clearly not correlated to the movement in direct labor dollars as previously assumed. Management decided that applying overhead based on activity-based costing and direct tracing wherever possible should provide a more accurate picture of the profitability of each branch. An analysis of the overhead revealed that the following dollars for rent, utilities, depreciation, and taxes could be traced directly to the office that incurred the overhead ($ in thousands): Columbus Cincinnati Dayton Total Direct overhead $ 180 $ 270 $ 177 $ 627 Activity pools and their corresponding cost drivers were determined from the accounting records and staff surveys as follows: General administration $ 409, 000 Project costing 48, 000 Accounts payable/receiving 139, 000 Accounts receivable 47,000 Payroll/Mail sort and delivery 30, 000 Personnel recruiting 38, 000 Employee insurance processing 14, 000 Proposals 139, 000 Sales meetings/Sales aids 202, 000 Shipping 24, 000 Ordering 48, 000 Duplicating costs 46,000 Blueprinting 77, 000 $ 1, 261, 000Amount of Cost Driver Use by Location Cost Driver Columbus Cincinnati Dayton Direct labor cost $ 332,413 $ 31?,036 $ 31?,133 Timesheet entries 6,000 3,300 3,500 Vendor invoices 1,020 350 400 Client invoices 533 444 36 Employees 23 26 13 New hires 3 4 T Insurance claims filed 230 260 130 Proposals 200 250 60 Contracted sales 1,324,433 1,339,612 5T1,203 Projects shipped 39 124 30 Purchase orders 135 110 30 Copies duplicated 162,500 146,250 65,000 Blueprints 39,000 31,200 16,000 Required: '1- What overhead costs should be assigned to each branch based on ABC concepts? 2- What is the contribution of each branch before subtracting the results obtained in requirement 1? 3. What is the protability of each branch oice using ABC? Required 1 Required 2 Required 3 What overhead costs should be assigned to each branch based on ABC concepts? (Do not round intermediate calculations. Enter your answers in thousands of dollars, rounded to two decimal places.) Activity-based Overhead Allocation (in thousands) Cost Driver Columbus Cincinnati Dayton Total General administration Direct labor cost Project costing Timesheet entries Accounts payable/receiving Vendor Invoices Accounts receivable Client invoices Payroll/Mail sort and delivery Employees Personnel recruiting New hires Employee insurance processing Insurance claims filed Proposals Proposals Sales meetings/Sales aids Contracted sales Shipping Projects shipped Ordering Purchase orders Duplicating costs Copies duplicated Blueprinting Blueprints TotalRequired 1 Required 2 Required 3 What is the contribution of each branch before subtracting the results obtained in requirement 1? (Enter your answers in thousands of dollars.) Contribution of Each Branch (in thousands) Columbus Cincinnati Dayton Total Sales Less: Direct labor Less: Direct materials Less: Direct overhead Contribution marginWhat is the profitability of each branch office using ABC? (Enter your answers in thousands of dollars. Round your intermediate calculations and "Activity based overhead" to 2 decimal places.) Profitability of Each Branch Based on Activity-based Costing (in thousands) Columbus Cincinnati Dayton Total Contribution margin Activity-based overhead Operating income(loss)