Global Gourmet Coffee Company (GGCC) is a distributor and processor of different blends of coffee. The...

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Global Gourmet Coffee Company (GGCC) is a distributor and processor of different blends of coffee. The company buys coffee beans from around the world and roasts, blends, and packages them for resale. GGCC 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 overhead 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. GGCC prices its coffee at full product cost, including allocated overhead, plus a markup of 35 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 $23,862,400, which has been allocated on the basis of each product's direct-labor cost. The budgeted direct-labor cost for 20x1 totals $2,386,240. Based on the sales budget and raw-material budget, purchases and use of raw materials (mostly coffee beans) will total $7,800,000. The expected prime costs for one-pound bags of two of the company's products are as follows: Items Direct material Direct labor Kona $ 3.30 0.60 Malaysian $ 4.30 0.60 GGCC's controller believes the traditional product-costing system may be providing misleading cost information. She has developed 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 Budgeted Activity Budgeted Cost Purchase orders Setups 2,816 4,400 $ 3,942,400 4,840,000 Batches 1,840 1,104,000 Roasting hours 212,200 8,488,000 Blending hours Packaging hours 75,200 62,000 3,008,000 2,480,000 $ 23,862,400 Data regarding the 20x1 production of Kona and Malaysian coffee are shown in the following table. There will be no raw-material inventory for either of these coffees at the beginning of the year. Items Budgeted sales Batch size Setups 6,000 pound 1,500 pound Kona 3 per batch Purchase order size 1,500 pound Roasting time 1 hour per 100 pound Blending time Packaging time Required: 0.5 hour per 100 pound 0.1 hour per 100 pound Malaysian 120,000 pound 24,000 pound 3 per batch 60,000 pound 1 hour per 100 pound 0.5 hour per 100 pound 0.1 hour per 100 pound 1. Using GGCC's current product-costing system: a. Determine the company's predetermined overhead rate using direct-labor cost as the single cost driver. b. Determine the full product costs and selling prices of one pound of Kona coffee and one pound of Malaysian coffee. 2. Develop a new product cost, using an activity-based costing approach, for one pound of Kona coffee and one pound of Malaysian coffee. Global Gourmet Coffee Company (GGCC) is a distributor and processor of different blends of coffee. The company buys coffee beans from around the world and roasts, blends, and packages them for resale. GGCC 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 overhead 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. GGCC prices its coffee at full product cost, including allocated overhead, plus a markup of 35 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 $23,862,400, which has been allocated on the basis of each product's direct-labor cost. The budgeted direct-labor cost for 20x1 totals $2,386,240. Based on the sales budget and raw-material budget, purchases and use of raw materials (mostly coffee beans) will total $7,800,000. The expected prime costs for one-pound bags of two of the company's products are as follows: Items Direct material Direct labor Kona $ 3.30 0.60 Malaysian $ 4.30 0.60 GGCC's controller believes the traditional product-costing system may be providing misleading cost information. She has developed 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 Budgeted Activity Budgeted Cost Purchase orders Setups 2,816 4,400 $ 3,942,400 4,840,000 Batches 1,840 1,104,000 Roasting hours 212,200 8,488,000 Blending hours Packaging hours 75,200 62,000 3,008,000 2,480,000 $ 23,862,400 Data regarding the 20x1 production of Kona and Malaysian coffee are shown in the following table. There will be no raw-material inventory for either of these coffees at the beginning of the year. Items Budgeted sales Batch size Setups 6,000 pound 1,500 pound Kona 3 per batch Purchase order size 1,500 pound Roasting time 1 hour per 100 pound Blending time Packaging time Required: 0.5 hour per 100 pound 0.1 hour per 100 pound Malaysian 120,000 pound 24,000 pound 3 per batch 60,000 pound 1 hour per 100 pound 0.5 hour per 100 pound 0.1 hour per 100 pound 1. Using GGCC's current product-costing system: a. Determine the company's predetermined overhead rate using direct-labor cost as the single cost driver. b. Determine the full product costs and selling prices of one pound of Kona coffee and one pound of Malaysian coffee. 2. Develop a new product cost, using an activity-based costing approach, for one pound of Kona coffee and one pound of Malaysian coffee.