The Rupert store of Carlson Mart, a chain of small neighborhood convenience stores, has a Kaizen (continuous improvement) approach to budgeting monthly activity costs for each month of 2018. Carlson Mart has three product categories: soft drinks (35% of cost of goods sold [COGS]), fresh snacks (25% of COGS), and packaged food (40% of COGS). The following table shows the four activities that consume indirect resources at the Rupert store, the cost drivers and their rates, and the cost-driver amount budgeted to be consumed by each activity in January 2018. (Click the icon to view the four activities and their cost data.) A (Click the icon to view additional cost driver information.) Read the requirements. Requirement 1. What are the total budgeted costs for each activity and the total budgeted indirect cost for March 2018? Begin by calculating the budgeted cost-driver rates for February, then calculate March. (Round your answers to five decimal places, X.XXXXX.) Activity $ Ordering Delivery Shelf-stocking Customer support Budgeted Cost-Driver Rates January February March 92.00 75.00 24.00 - 0.22 0 Requirements 1. What are the total budgeted costs for each activity and the total budgeted indirect cost for March 2018? 2. What are the benefits of using a Kaizen approach to budgeting? What are the limitations of this approach, and how might Carlson Mart management overcome them? Print Done i Data Table January 2018 Budgeted Amount of Cost Driver Used January 2018 Budgeted Cost-Driver Rate Soft Drinks Fresh Snacks Packaged Food 26 Activity Cost Driver Ordering Number of purchase orders Delivery Number of deliveries Shelf-stocking Hours of stocking time Customer support Number of items sold 14 $ $ $ $ 92 75 24.00 0.22 18 62 177 34,200 4,200 10,900 Print Done The Rupert store of Carlson Mart, a chain of small neighborhood convenience stores, has a Kaizen (continuous improvement) approach to budgeting monthly activity costs for each month of 2018. Carlson Mart has three product categories: soft drinks (35% of cost of goods sold [COGS]), fresh snacks (25% of COGS), and packaged food (40% of COGS). The following table shows the four activities that consume indirect resources at the Rupert store, the cost drivers and their rates, and the cost-driver amount budgeted to be consumed by each activity in January 2018. (Click the icon to view the four activities and their cost data.) A (Click the icon to view additional cost driver information.) Read the requirements. Requirement 1. What are the total budgeted costs for each activity and the total budgeted indirect cost for March 2018? Begin by calculating the budgeted cost-driver rates for February, then calculate March. (Round your answers to five decimal places, X.XXXXX.) Activity $ Ordering Delivery Shelf-stocking Customer support Budgeted Cost-Driver Rates January February March 92.00 75.00 24.00 - 0.22 0 Requirements 1. What are the total budgeted costs for each activity and the total budgeted indirect cost for March 2018? 2. What are the benefits of using a Kaizen approach to budgeting? What are the limitations of this approach, and how might Carlson Mart management overcome them? Print Done i Data Table January 2018 Budgeted Amount of Cost Driver Used January 2018 Budgeted Cost-Driver Rate Soft Drinks Fresh Snacks Packaged Food 26 Activity Cost Driver Ordering Number of purchase orders Delivery Number of deliveries Shelf-stocking Hours of stocking time Customer support Number of items sold 14 $ $ $ $ 92 75 24.00 0.22 18 62 177 34,200 4,200 10,900 Print Done