Home / Business Administration / The effect of stock control profit maximisation in manufacturing company

The effect of stock control profit maximisation in manufacturing company

 

Table Of Contents

<p> <b></b></p><p><b>Title page &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; i</b></p><p><b>Declaration<br>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; ii</b></p><p><b>Approval<br>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; iii</b></p><p><b>Dedication<br>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; iv</b></p><p><b>Acknowledgement<br>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; v</b></p><p><b>Abstract<br>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; vii</b></p><p><b>Table<br>of content &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; viii</b></p><p><b><b>

Chapter ONE

</b></b></p><p><b><b></b></b></p><b><b><p>1.0 &nbsp; &nbsp; &nbsp; <br>Introduction &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 1</p><p>1.1 &nbsp; Background of the study &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 1</p><p>1.2 &nbsp; Statement of the problems &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 5</p><p>1.3 &nbsp; Objectives of the study &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 6</p><p>1.4 &nbsp; Formulation of hypothesis &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 7</p><p>1.5 &nbsp; Significance of the study &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 7</p><p>1.6 &nbsp; Scope of the study &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 9</p><p>1.7 &nbsp; Limitation of the study &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 9</p><p>1.8 &nbsp; Historical background of the firm &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 9</p><p>1.9 &nbsp; Organizational structure of the study &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 10</p><p>1.10 Definition of terms &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 11</p><p><b>

Chapter TWO

</b></p><p><b></b></p><b><p>2.0 &nbsp; &nbsp; &nbsp; <br>Review of Related Literature &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 12</p><p>2.1 &nbsp; Introduction &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 12</p><p>2.2 &nbsp; Definition of Basic concept &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 15</p><p>i. &nbsp; &nbsp; &nbsp; Stock Control &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 15</p><p>ii. &nbsp; &nbsp; &nbsp; Profit Maximization &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 18</p><p>iii. &nbsp; &nbsp; Manufacturing industry &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 24</p><p>2.3 &nbsp; Necessity for holding stocks &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 26</p><p>2.4 &nbsp; Authorization of stock issues &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 27</p><p>2.5 &nbsp; Effects of over stocking and under stocking &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 30 &nbsp; &nbsp;</p><p>2.6 &nbsp; Advantages of efficient stock control<br>systems &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 32</p><p>2.7 &nbsp; Setting up inventory control &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 32</p><p>2.8 &nbsp; Inspection and receipt of incoming stock &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 34</p><p>2.9 &nbsp; Responsibility for stock control &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 35</p><p>2.10 Economic order quantity (EOQ) &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 42</p><p>2.11 The formula approach &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 42</p><p>2.12 Requirement of material control method &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 48</p><p>2.13 Training of store keepers. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 49</p><p><b>&nbsp;</b></p><p><b></b></p><b><p><b>&nbsp;</b></p><p><b></b></p><b><p><b>

Chapter THREE

</b></p><p><b></b></p><b><p><b>Research Methodology</b></p><p><b></b></p><b><p>3.1 &nbsp; Introduction &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 51</p><p>3.2 &nbsp; Method of Data collection &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 51</p><p>3.3 &nbsp; Problems of Data collection &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 52</p><p>3.4 &nbsp; Types of data &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 53</p><p>i. &nbsp; &nbsp; &nbsp; Primary data &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 53</p><p>ii. &nbsp; &nbsp; &nbsp; Secondary data &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 54</p><p>3.5 &nbsp; &nbsp; &nbsp; <br>Population of study &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 54</p><p>3.6 &nbsp; &nbsp; &nbsp; <br>The study sample &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 55</p><p>3.7 &nbsp; &nbsp; &nbsp; <br>Description of the questionnaire &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 55</p><p>3.8 &nbsp; &nbsp; &nbsp; <br>Research instruments &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 56</p><p>3.9 &nbsp; &nbsp; &nbsp; <br>Method of testing the hypothesis &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 57</p><p><b>

Chapter FOUR

</b></p><p><b></b></p><b><p>4.0 &nbsp; &nbsp; &nbsp; <br>Data presentation analysis and interpretation &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 58</p><p>4.1 &nbsp; Introduction &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 58 &nbsp; &nbsp;</p><p>4.2 &nbsp; Presentation of data &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 58</p><p>4.3 &nbsp; Analysis of data &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 60</p><p>4.4 &nbsp; Testing of hypothesis &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 67</p><p>4.5 &nbsp; Summary of findings &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 67</p><p><b>CHAPTER &nbsp;FIVE</b></p><p><b></b></p><b><p>5.0 &nbsp; &nbsp; &nbsp; <br>Summary, Conclusion and Recommendation &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 71</p><p>5.1 &nbsp; Summary of the study &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 71</p><p>5.2 &nbsp; Conclusion and Recommendation &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 72</p><p>5.3 &nbsp; Recommendations concluding remark &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 73</p><p>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Bibliography &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 75</p><p>&nbsp; &nbsp; &nbsp; &nbsp; &nbsp; Appendix I &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; 76</p></b></b></b></b></b></b></b></b></b> <br><p></p>

Project Abstract

<p> This project is centered on the importance of<br>stock control and management in business organization to enable the research<br>obtain relevant materials and information for the purpose of analysis and<br>conclusion personals interviews and the use of questionnaire were employed<br>together, information from various department in Nigerian Bottling Company<br>Kaduna. The use of text books to review related literate was also employed. The<br>study also evaluate the extent the company complies with accepted methods or<br>(models) like economic order quantity, re-order level, safety stock etc. the<br>essence of this study have been to study the problems. The researcher reveals<br>that for erective control of stock, the company has a department solely<br>responsible for inventory control thereby reducing the operational cost of the<br>business. It also facilitate easy and maintenance of all documents. It was also discovered that<br>the company does not apply scientific method of economic order quantities to determine<br>re-order level or quantities. Based on the findings, it was recommended that<br>the organization should introduce the use of computer to enable it keep proper<br>and up to date stock record at all times. It was recommended that the entire<br>system should be made to involves all functional managers directly affected by<br>the stock control system, will facilitate on understanding of the system and<br>its effective implementations. <br></p>

Project Overview

<p> <b><b><b><b><b><b><b><b><b><b></b></b></b></b></b></b></b></b></b></b></p><p><b><b><b><b>INTRODUCTION</b></b></b></b></p><p><b><b><b></b></b></b></p><b><b><b><p><b>1.1 &nbsp; &nbsp; &nbsp; <br></b><b>BACKGROUND<br>OF THE STUDY</b></p><p><b></b></p><b><p>Stock<br>is frozen cash and as such should be given the same if not more priority than<br>liquid cash. Firms need stock in one form or the other in order to carry out<br>its day-to-day activities and as such, the need to have the stock at the<br>required time, quantity, quality and under proper condition can never be over emphasized<br>more often than not, organization hold in order to have ready supply of<br>materials from the store house to guard against future increase in price, enjoy<br>quality discount, prevent shortage of supply from its various sources etc.<br>since the ultimate goals of any business set up is to make profit, then, such<br>profit can only be realized through incurring the least affordable cost while<br>expecting huge returns.</p><p>Inventory<br>is major area of asset deployment which should be required to produce, minimum<br>return on capital investment since it incurs cost so there is a great need to<br>minimize such cost and control stock with respect to its receipt, storage and<br>issue. When an organization is declining on what is to be held in stock, it is<br>of necessity to consider what item are to be used, and produced by the<br>organization in question and then decide which items is stocked. Stock have<br>been noted to be life blood of organization and all such efforts are always<br>made to see that efficient stock control system and equipments are invented to<br>cater for the various items held in stock.</p><p>In<br>order to minimize stock holding cost via efficient stock control measure,<br>experience and qualified staff should be employed to see to such matter. In public<br>sector of the economy today, stock control is nothing to write home about, you<br>find stock idle in the store house, and some are even deteriorated due to lack<br>of storage facilities and staff with the little or no knowledge with regard to<br>store management.</p><p>However,<br>in the private sectors where individual are the owner of the business, the<br>reverse is the case because stock, no matter its form is given attention by<br>well trained stoppers, under the appropriate conditions after all, huge sum of<br>money have been sunk in the acquisition of such stock items and to what much is<br>given much is or will be expected.</p><p>Organization<br>in recent times have been facing one problem or the other which in most cases<br>lead to early liquidation. An<br>investigation have revealed that most often than not, the whole problem<br>normally arises from inefficient management of stocks at one stage or the other<br>both within and out side the organization, you will find improper or lack of<br>inspection facilities, poor and inadequate storing equipments, bad movement of<br>stock, just to mention a few with most of these thing present in organization,<br>there is a great possibilities of such an organization having problem thereby<br>leading to closure.</p><p>Shortage<br>arises due to lack of effective control stock among others, such as<br>deterioration, reducing obsolescence obsolete, pilferage receipt of the wrong<br>specification of stock stoppage in production arising from interior materials<br>into the production term cost thousand or millions of naira. But if stock are<br>been monitored with high accuracy such problem will be satisfactorily reduce or<br>totally controlled.</p><p>According<br>to the stores recently have been make to reduce this cost while still<br>maintaining a high degree of control large firm have introduced a system of<br>analyzing stock by various categories so as to ensure that adequate attention<br>can be paid to important item.</p><p>The<br>main theme of this project is to bring to lime light &nbsp; &nbsp;the<br>performance of beverage industry in Nigeria toward analysis of stocked<br>control procedures with a particular reference to Nigeria Bottling Company<br>(NBC).</p><p>In<br>view of the above, we will have a glance on some specific areas further<br>understanding. Firstly the writer intends to discuss analysis of stock control<br>procedures in beverage industry.</p><p>Stock<br>comprises a major part of a companies current asset, and can be classified as<br>raw material, work in progress (or work in process) and finished goods. Its<br>function are centered on stock management. At time firms could not reach the<br>peak of its operation because of major lapse in the area of stock management,<br>it was examined that the management tend to ignore the aspect of stock control<br>in relation to inventory level mostly, some firm liquidate due to ineffective<br>stock management, which was made known in the introduction part, this problems<br>brings about frequent production interruptions and failure to meet delivery<br>commitment. When a firm experience these, it obviously result to tie-up of the<br>firms funds and loss of profit which could gradually lead to shut down of<br>plant, and it affect the society as a whole (massive retrenchment). In essence<br>stock for smooth production and to ensure the maintenance of holding stock that<br>forms part of the smooth running of the business.</p><p><b>1.2 &nbsp; &nbsp; &nbsp; <br></b><b>STATEMENT<br>OF THE PROBLEM</b></p><p><b></b></p><b><p>In the<br>past, many companies witnessed considerable lapse and increasing changes in<br>management disciplines of stock control an important element in the management<br>of stock.</p><p>1. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;<br>Stock management or management of stock is one<br>of the problem business faces.</p><p>2. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;<br>The development of analytical techniques and<br>computer capability now permits more sophisticated analysis of stock problems.<br>These two phenomena have combined to transform stock control into a critical<br>function requiring professional skills.</p><p>Most<br>companies still adopt the oil and crude methods of stock control, the use of<br>guess work and intuition, while others do not even make any attempt to minimize<br>investment in inventory in the name of the pilling?</p><p>Also,<br>companies that stock a strategic number of item do not segregate the high value<br>of stock selective and efficient control these, no doubt have contributed to<br>high operating cost and hence less profit recorded by most manufacturing<br>companies.</p><p><b>1.3 &nbsp; &nbsp; &nbsp; <br></b><b>OBJECTIVE<br>OF THE STUDY</b></p><p><b></b></p><b><p>In<br>studying or explaining the various factors affecting efficient stock control<br>system in the firm under study, the following objective have been recognized<br>and taken into consideration.</p><p>i. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;<br>Determination of whether any relationship exist<br>between total inventory cost and sales?</p><p>ii. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp; <br>Ascertain the effectiveness and efficiency of<br>the firms stock control system and reduction in operating costs.</p><p>iii. &nbsp; &nbsp; &nbsp; &nbsp; <br>Avoid excessive holding cost e.g. cost of<br>storage, handling, insurance recording and inspection etc.</p><p>iv. &nbsp; &nbsp; &nbsp; &nbsp; <br>Avoidance of unnecessary tie up? of the firms<br>and loss of profit.</p><p>v. &nbsp; &nbsp; &nbsp; &nbsp; &nbsp;</p></b></b></b></b></b></b> <br><p></p>

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