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Jasper Company, a machine tooling firm, has several plants. One plant, located in Saint Cloud, Minnesota, uses a job order

costing system for its batch production processes. The Saint Cloud plant has two departments through which most jobs

pass. Plantwide overhead, which includes the plant manager's salary, accounting personnel, cafeteria, and human

resources, is budgeted at $$200,000.$ During the past year, actual plantwide overhead was $$190,000.$ Each department's

overhead consists primarily of depreciation and other machine$-$related expenses. Selected budgeted and actual data from

the Saint Cloud plant for the past year are as follows:

Department A Department B

Budgeted department overhead

$($excludes plantwide overhead$)$ $$85,000,$$$368,000$

Actual department overhead $100,000,375,000$

Expected total activity:

Direct labor hours $42,000,10,000$

Machine$-$hours $17,000,46,000$

Actual activity:

Direct labor hours $42,500,8,200$

Machine$-$hours $47,000$

For the coming year, the accountants at the Saint Cloud plant are in the process of helping the salesforce create bids for

several jobs. Projected data pertaining only to job number $110$ are as follows:

Direct materials

Direct labor cost:

Department A hours$)$

Department B $(1,200$ hours$)$

Machine$-$hours projected:

Department A

Department B

Units produced

e$.$ A Saint Cloud subcontractor has offered to produce the parts for job number $110$ for a price of $$6$ per unit. Assume the Saint Cloud

sales force has already committed to the bid price of $$71,221\mathrm{.}00.$ Should the Saint Cloud plant buy the $$6-$per$-$unit part from the

subcontractor or continue to make the parts for job number $110$ itself? Assume the Saint Cloud plant uses three separate overhead

rates to assign overhead costs to jobs based on machine hours.