World Gourmet Coffee Company

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World Gourmet Coffee Company (WGCC) 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.

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 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. WGCC prices its coffee at full product cost, including allocated overhead, plus

a markup of 30 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 20×1 budget include manufacturing overhead of $3,000,000, which has been allocated

on the basis of each product’s direct-labor cost. The budgeted direct-labor cost for 20×1 totals $600,000.

Based on the sales budget and raw-material budget, purchases and use of raw materials (mostly coffee

beans) will total $6,000,000.

The expected prime costs for one-pound bags of two of the company’s products are as follows:

Kona Malaysian

Direct material ……………………… $3.20 $4.20

Direct labor ……………………………. 30 30

WGCC’s controller believes the traditional product-costing system may be providing misleading

cost information. She has developed an analysis of the 20×1 budgeted manufacturing-overhead costs

shown in the following chart.

Activity Cost Driver Budgeted Activity Budgeted Cost

Purchasing ………………………….. Purchase orders ……………………… 1,158 ………………… $ 579,000

Material handling ………………….. Setups ………………………………….. 1,800 ………………… 720,000

Quality control………………………. Batches …………………………………. 720 ………………… 144,000

Roasting ……………………………… Roasting hours ………………………… 96,100 …………………. 961,000

Blending ……………………………… Blending hours………………………… 33,600 …………………. 336,000

Packaging …………………………… Packaging hours ……………………… 26,000 …………………. 260,000

Total manufacturing-overhead cost ………………………………………………………….. $3,000,000

Data regarding the 20×1 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.

Kona Malaysian

Budgeted sales …………………………………………………………… 2,000 lb. 100,000 lb.

Batch size ………………………………………………………………….. 500 lb. 10,000 lb.

Setups ……………………………………………………………………… 3 per batch 3 per batch

Purchase order size …………………………………………………….. 500 lb. 25,000 lb.

Roasting time …………………………………………………………….. 1 hr. per 100 lb. 1 hr. per 100 lb.

Blending time ………………………………………………………………5 hr. per 100 lb. .5 hr. per 100 lb.

Packaging time …………………………………………………………….1 hr. per 100 lb. .1 hr. per 100 lb.

Questions:

1. Using WGCC’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.

3. What are the implications of the activity-based costing system with respect to

a. The use of direct labor as a basis for applying overhead to products?

b. The use of the existing product-costing system as the basis for pricing?

* 2. New product cost, under

ABC: $7.46 per pound of

Kona

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