Title page
Approval page
Table of contents
1.0      Introduction
1.1      Background of the study
1.2      Statement of problems
1.3      Objectives of the study
1.4      Significance of the study
1.5      Research questions
1.6      Hypothesis formulation
1.7      Scope and limitations
1.8      Definitions of terms
References to chapter one
2.0      Literature review
2.1      Brief History of the case study
2.2      Application of automated inventory control PZ Cussons
2.3      Computers and inventory
2.4      Warehouse layout and operation
2.5      Customer service and inventory
2.6      The product life cycle, demand uncertainty and inventory
2.7      Inventory costs
2.8      Salesforce automation (SFA)
2.9      The purpose/importance of automation in inventory control
2.10   Factors needed to be considered before automating Inventory control process
2.11   Inventory software process
2.12   Why industries may not want to automate their inventory control processes
References to chapter two
3.0      Research design and methodology
3.1      Introduction
3.2      Research Approach
3.3      Research strategies
3.4      Sources of data
3.5      Sample size determination
3.6      Research instruments
3.7      Method of investigation
References to chapter three
4.0      Analysis and interpretation of data
4.1      Introduction
4.2      Analysis, evaluation and interpretation of data
References to chapter four
5.0      Summary, conclusion and recommendations
5.1      Summary
5.2      Conclusion
5.5      Recommendations
References to chapter five
Automated inventory control requires the using of computerized systems or instruments in tracking of all parts and materials purchased, products processed, and products stored and ready for delivery. Having a sophisticated tracking system alone does not improve your bottom line, it is how you sue the information that your system provides.
If your job responsibility involves inventory control, you know how critical the function is to business success and the complexities involved in planning, executing and controlling your supply chain network.
From a finance perspective, automated inventory control is not a small matter often times, inventory is the largest asset on a manufacturer’s or distributor’s balance sheet. As a result there is a lot of management emphasis on keeping inventories down so they do not consume too much cash. The objectives of inventory reduction and minimization are more easily accomplished with modern inventory management processes that are working effectively.
However, in actual practice, the vast majority manufacturing and distribution companies suffer from lower customer services, higher costs and excessive inventories that are necessary. Inventory control problems are usually the result of using poor process, practices and antiquated support systems. The inventory management process is much more complex than the uninitiated understand. In fact in many companies, the inventory control department is perceived as little more than a clerical function. When this is the case, the fact is the function is not probably very effective.
Lack of demand visibility has been identified as an important challenge for supply chain management (Chen, 1998; Lee, 2002; Lin et al, 2002).
Commonly, the only factual demand information companies have access to, are the orders placed by their customers (Cachon and Fisher 2000). As both practice and research has shown, order information often gives a delayed and distorted picture of an customer demand and what actually happens in the market. The distortion tends to increase upstream in the supply chain, making demand look variable and unpredictable even when and customer demand is level. Controlling production and inventories based on this flawed demand information easily leads to inefficiency capacity utilization, poor product availability, and high stock levels (Forrester, 1961; Houlihan, 1987; Burbidge, 1989l; Towill et al, 1907a).
To remedy this problem and to obtain a smoother material flow, companies have started to develop replenishment methods that operate without orders. One of the most common types of these automatic replenishment programs is vendor-managed inventory or VMI (Daughterly et al, 1999). In VMI, the vendor is given access to its customer’s inventory level and has the authority and responsibility to replenish the customers stock according to jointly agreed inventory control principles and objectives (Cachon and Fisher, 1997; Waller et al, 1999, Kapia et al 2002).
VMI offers the vendor access to its customer’s sales information sometimes called sell-through information, rather than its orders. This means that one level of ordered batching is removed, allowing for more accurate, more rapidly available, and more level demand information. In addition, since the vendor is free to choose the timing of the replenishment delivery, it can further dampen demands peaks for example, by delaying non-critical replenishments (Kaipia et al 2002).
Daugherty et al (199) examined the adoption and performance automatic replenishment programms through a survey of us manufacturers and retailers. The results, although based on a small sample indicated fairly widespread use, or plans for future use, of automatic replenishment programs in general, and VMI in particular. Furthermore, the study found a positive relationship between automatic replenishment programs and company performances.

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