World Gourmet Coffee Company (WGCC) is a distributor and processor of different blends of coffee. The company buys coffee bear from around the world and roasts, blends, and packages them for resale. WGCC currently has 15 different coffees that it offers to gourmet shops in one-pound bags. The major cost is raw materials; however, there is a substantial amount of manufacturing overhe in the predominantly automated roasting and packing process. The company uses relatively little direct labor. Some of the coffees are very popular and sell in large volumes, while a few of the newer blends have very low volumes. WGCC pric its coffee at full product cost, including allocated overhead, plus a markup of 20 percent. If prices for certain coffees are significantly higher than market, adjustments are made. The company competes primarily on the quality of its products, but customers are price- conscious as well. Data for the 20x1 budget include manufacturing overhead of $17,021,280, which has been allocated on the basis of each product's direct-labor cost. The budgeted direct-labor cost for 20x1 totals $1,702,128. Based on the sales budget and raw-material budget, purchases and use of raw materials (mostly coffee beans) will total $6,700,000. The expected prime costs for one-pound bags of two of the company's products are as follows: Direct material Direct labor Kona $3.80 0.70 Malaysian $4.80 0.70 WGCC's controller believes the traditional product-costing system may be providing misleading cost information. She has develope an analysis of the 20x1 budgeted manufacturing-overhead costs shown in the following chart. Activity Purchasing Material handling Quality control Roasting Blending Packaging Total manufacturing- overhead cost Cost Driver Purchase orders Setups Batches Roasting hours Blending hours Packaging hours Budgeted Activity 2,541 3,960 1,620 201,200 70, 800 56,500 Budgeted Cost $ 2,998,380 3,702,600 793,800 5,834,800 2,053,200 1,638,500 $17,021,280 World Gourmet Coffee Company (WGCC) is a distributor and processor of different blends of coffee. The company buys coffee bear from around the world and roasts, blends, and packages them for resale. WGCC currently has 15 different coffees that it offers to gourmet shops in one-pound bags. The major cost is raw materials; however, there is a substantial amount of manufacturing overhe in the predominantly automated roasting and packing process. The company uses relatively little direct labor. Some of the coffees are very popular and sell in large volumes, while a few of the newer blends have very low volumes. WGCC pric its coffee at full product cost, including allocated overhead, plus a markup of 20 percent. If prices for certain coffees are significantly higher than market, adjustments are made. The company competes primarily on the quality of its products, but customers are price- conscious as well. Data for the 20x1 budget include manufacturing overhead of $17,021,280, which has been allocated on the basis of each product's direct-labor cost. The budgeted direct-labor cost for 20x1 totals $1,702,128. Based on the sales budget and raw-material budget, purchases and use of raw materials (mostly coffee beans) will total $6,700,000. The expected prime costs for one-pound bags of two of the company's products are as follows: Direct material Direct labor Kona $3.80 0.70 Malaysian $4.80 0.70 WGCC's controller believes the traditional product-costing system may be providing misleading cost information. She has develope an analysis of the 20x1 budgeted manufacturing-overhead costs shown in the following chart. Activity Purchasing Material handling Quality control Roasting Blending Packaging Total manufacturing- overhead cost Cost Driver Purchase orders Setups Batches Roasting hours Blending hours Packaging hours Budgeted Activity 2,541 3,960 1,620 201,200 70, 800 56,500 Budgeted Cost $ 2,998,380 3,702,600 793,800 5,834,800 2,053,200 1,638,500 $17,021,280