Worley Company buys surgical supplies from a variety of manufacturers and then resells and delivers these supplies to hundreds of hospitals. Worley sets its prices for all hospitals by marking up its cost of goods sold to those hospitals by 10%. For example, if a hospital buys supplies from Worley that cost Worley $100 to buy from manufacturers, Worley would charge the hospital $110 to purchase these supplies. For years, Worley believed that the 9% markup covered its selling and administrative expenses and provided a reasonable profit. However, in the face of declining profits Worley decided to implement an activity-based costing system to help improve its understanding of customer profitability. The company broke its selling and administrative expenses into five activities as shown below: Activity Cost Pool (Activity Measure) Total Cost Total Activity
Customer deliveries (Number of deliveries) $510,000 6,000 deliveries
Manual order processing (Number of manual orders) 539,000 7,000 orders
Electronic order processing (Number of electronic orders) 260,000 13,000 orders
Line item picking (Number of line items picked) 943,000 460,000 line items
Other organization-sustaining costs (None) 610,000
Total selling and administrative expenses $2,862,000
Worley gathered the data below for two of the many hospitals that it serves: University and Memorial (both hospitals purchased a total quantity of medical supplies that Worley had bought for $31,000 from its manufacturers):
Activity Measure University Memorial
Number of deliveries 16 21
Number of manual orders 0 47
Number of electronic orders 10 0
Number of line items picked 130 290
1. Compute the total revenue that Worley would receive from University and Memorial.
2. Compute the activity rate for each activity cost pool.
3. Compute the total activity costs that would be assigned to University and Memorial.
4. Compute Worley's customer margin for University and Memorial. (Hint: Do not overlook the $31,000 cost of goods sold that Worley incurred serving each hospital.)