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nBig corporates nowadays see forecasting in a light different from that was seen decades ago. The top- notch strategists came to realize that demand forecasting in and of itself was not particularly helpful for a company. During the surveys they came across many companies that were pretty good at forecasting, but they still struggled with their inventories, fill rates, and costs. The reason they struggled with these problems was not that they were not forecasting well. The reason was because they were not doing a good job of translating their forecasts into good business decisions. Sales and marketing were not communicating well with their supply chain colleagues, and vice versa. Putting in other words, the fact came to the surface that forecasting was not the only thing that companies needed to work on. They also needed to work on those integrating processes that facilitate communication between the demand side of the firm (sales and marketing in a manufacturing context, and merchandising in a retailing context) and the supply side of the firm (the supply chain organization, or logistics, procurement, and operations).n

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1. Bernstein Peter L, Silbert Theodore H. Are economic forecasters worth listening to? Harv Bus Rev. September–October 1984:2–8.
2. Chambers, John C., Satinder K. Mullick, and Donald D. Smith. “How to Choose the Right. In: Bowerman, Brown, Robert G. Statistical forecasting for inventory control. New York: McGraw- Hill; 1959.
3. John C Chambers, Satinder K Mullick, Donald D Smith. How to Choose the Right Forecasting Technique, Harvard Business Review. July–August, 1971;49(4):45–74.
4. Schleifer Arthur, Jr. Forecasting with Regression Analysis. Harvard Business School Background Note 894–007, October 1993. (Revised August 1996.)
5. Georgoff David M, Murdick Robert G. Manager’s Guide to Forecasting. Harvard Business Review. January–February 1986: 2–9.
6. Michael Gilliland. Is forecasting a waste of time? Supply Chain Management Review. July/Aug. 2002;6(4):16-23.
7. McClain John O. Restarting a Forecasting System When Demand Suddenly Changes. Journal of Operations Management. October 1981: 53–61:16–23.
8. Kenneth B Kahn. New product forecasting: an applied approach. United Kingdom: M.E. Sharpe; 2006.

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nSupply chain is competitive tool for all organizations in present time. Much importance was not given earlier, but now focus has been shifted and supply chain management has got its due importance. Paradigm has been changed. Product development has become very important. Supply the product to consumers is also important as consumer is now more demanding. Supply chain dynamics is going to be changed as we are approaching towards a new world order. Supply chain is very important for all organizations and it could give competitive advantage in this dynamic situation. Technologies are being used to make supply chain process better, smoother and more competitive. Analytics and data science are going to change the total dynamics of the supply chain industry. Supply chain management started to gain attention in 1980s decade, and it got its due attention in later part of 1990 decade. Supply chain is a critical factor to determine the success of any organization and all organizations understood this. Now we are using sophisticated predictive models in supply chain process.n

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1. Bowerson DJ, Closs DJ, Cooper MB. Supply chain logistics management, New York: McGrawHill/Inwin; 2007.
2. Handfield RBB, Nicolas EL. Supply Chain Redesign Upper Saddle River: Financial Times Prentice Hall; 2002.
3. Ansoff I. Corporate Strategy, London: Penguin; 1965.
4. Argyris C, Schon D. Organizational learning. London: Addison-Wesley; 1978.
5. Barney JB. Strategic factor markets: expectations, luck & business strategy. Manag Sci.1986b;32(10):1231–41. doi: 10.1287/mnsc.32.10.1231.
6. Chandler AD Jr. Strategy & structure the history of Industrial Enterprise. Boston: MIT Press;1962.
7. Baldwin CY, Clark KB. Harvard Business School. Working Paper No. 92–004. 1991.
8. Juran JM, Gryna FM. Basic Concepts and Quality costs. In: Quality Planning & Analysis. New York: McGraw-Hill; 1980.
9. Swedish Transport Agency. Available at http://www.transportstyrelsen/en/ 2008.
10. FMW. Technological Prognosis 2005, Swedish Defense Material Administration. Stockholm:FMW; 2005 (In Swedish).

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nAs a result of a rapid increase in inventory management and the time required to manage inventory management, many organizations have resulted to the tracking of inventory. Due to this, there should be some means of accurately tracking inventory. Due to this, there should be some means of accurately tracking inventory in order to ease the management of inventory. Some of the most useful methods of tracking inventory are barcodes where every item carries a label that gives information on the items, stock books and the Kanban system. It is against this background that the main endeavour of this project is to investigate if inconsistent tracking has an impact of inventory management with specific objective being to find out the impact of documentation on inventory management. From these objectives the following questions were asked; what impact inconsistent tracking has on inventory management. The theories adapted to back this work were The Just In Time theory by Taiichi Ohno (1984), The Wilson’s Model for Inventory Management by R.H Wilson (1934) and the Theory of Constraints by Dr Eliyah Goldrath (1984). Conclusions were drawn from the data collected, and recommendations were made, such as using the available tracking software properly.n

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1. Arrow, K.J., Karlin, S. and Scarf, H.E. (Eds.), 1958a. Studies in the Mathematical Theory of Inventory and Production, Stanford University Press, Stanford, CA.
2. Atkins, D.R., 1991. The inventory joint replenishment problem with a general class of joint costs. European Journal of Operational Research 51, 310–312.
3. Baker, K.R., Magazine, M.J. and Nuttle, -H.L.W., 1986. The effect of commonality on safety stock in a simple inventory model. Management Science 32 (8), 982–988.
4. Bar-Lev, S., Parlar, M. and Perry, D., 1994. On the EOQ model with inventory level-dependent demand rate and random yield. Operations Research Letters 16, 167–176.
5. Brown, R.G., 1967. Decision Rules for Inventory Management, Holt, Rinehart and Winston, New York.
6. Carlson, M.L., Miltenburg, G.J. and Rousseau, J.J., 1996. Economic order quantity and quantity
7. Eilon, S. and Lampkin, W., 1968. Inventory Control Abstracts (1953–1965), Oliver & Boyd, Edinburgh.
8. Erlenkotter, D., 1990. Ford Whitman Harris and the economic order quantity model. Operations
9. Goyal, S.K. and Gunasekaran, A., 1990. Multi-stage production-inventory systems. European Journal of Operational Research 46, 1–20.
10. Goyal, S.K., Hariga, M.A. and Alyan, A., 1996. The trended inventory lot sizing problem with shortages under a new replenishment policy. Journal of the Operational Research Society 28 (2).
11. Naddor, E., 1966. Inventory Systems, John Wiley and Sons, New York.

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nThe main purpose of this study was to evaluate inventory management practice in the case of Anbessa City Bus Service Enterprise (ACBSE), Addis Ababa. The study employed explanatory research design with mixed research approach. A sample 94 employees are selected by using purposive sampling method from the population of 143 employees of the enterprise concerning to inventory management. For this study mainly primary data were collected by using structured questionnaire, besides that secondary data were also gathered form the documents of the bureau. The collected data were analyzed by using descriptive statistics and regression model by using SPSS version 24. The major findings of the study were internal control and information technology have positive impact and long bureaucratic process and inventory holding cost have negative impact on the effectiveness of inventory management practice of the bureau. The researcher concluded that poor inventory planning, improper counting of inventory, lack of proper use of technology and long bureaucratic processes were hampering the inventory management practice of the enterprise. Hence the researcher recommended that proper use of existing technology, use of new technologies in inventory management and employees needs to train for the effective implementation technology. Further researcher recommended that proper planning and coordination among the departments and use of technology to avoid stock outs, delays in procuring inventory items, strong internal controls and easing bureaucratic process for effective implementation of the inventory management practice.n

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1. Coleman, B. (2000). Determining the Correct Service Level Target. Production and Inventory Management Journal, 41(1):169-176.
2. Miller, R. (2010). Inventors Control: Theory and Practice. New Jersey: Prentice Hall.
3. Coyle, J., Bardi, E., &. M., & Langley, C. (2003). The management of Business Logistics: A Supply Chain Perspective. 7th edition. Ohio: South-Western.
4. Demalesh (2007) Inventory management problems and prospectus in public sector of Ethiopia, Academia, New York.
5. Lysons, K, Gillingham, M. (2003). Purchasing and supply chain Management, (6th ed). London: Prentice Hall.
6. Kotler, P. (2002). Marketing Management (11th ed.). Upper Saddle River, NJ: Prentice Hall.
7. Pandey, I.M. (2005). Financial Management. New Delhi: Vikas Publishing House PVT Ltd.
8. Gudum, C.K. (2002), “Managing variability in a supply chain: An inventory control perspective”, PhD Thesis, Sam funds literature, Kobenhavn.
9. Ackah, R.A., & Ghansah, E. (2016). Assessing Inventory Management on the Performance of the Production Sector in Ghana, Dama International Journal of Researchers (DIJR), ISSN: 2343- 6743, ISI Impact Factor: 0.878 Vol 1, Issue 7, July 2016, Page 17–27.
10. Fred Hot, (2017, September). Biz fluent Magazine: What Is the Purpose of Maintaining an Inventory System? 237, 92–100.
11. Simchi-Levi, D., Kaminsky, P. (2004). Managing the Supply Chain: The Definitive Guide for The Business Professional. New York: McGraw-Hill.
12. Susan T and Michchael T (2000) TCRP Research and Results, Digest Number 40 Toomey, J.W. (2000). Inventory Management: Principles, Concepts and Techniques. Norwell: Kluwer
13. Waters (2004) Introduction to supply chain Management, 2nd Edition, Pal grave Macmillian, Britain Willams R (2009) Sociological Methods and Research, 37 (4) page No, 531–539.
14. Bowersox, J. (2002), Supply Chain Logistics Management, McGraw-Hill/lrwina, an imprint of The McGraw-Hill Companies, Inc.
15. Sharma, J.K (2009). Operations Research: Theory and Applications, 4th ed., India Macmillan Publishers.
16. Stock and Lambert (2001) Strategic Logistics Management, 4th editions, Mc Graw Hill, New York.
17. Goldsby, T., & Martichenko, R. (2005). Lean Six Sigma Logistics: Strategic Development to Operational Success. Boca Raton: J. Ross Publishing, Inc.
18. Kothari, C.R. (2006). Research methodology: methods and techniques. (2nd Ed.). Delhi: New Age International (P) Ltd.
19. Hair (1998) Multivariate Analysis, Mc Graw Hill New York. Hakansson, H., & Persson, G. (2004). Supply Chain Management: The Logic of Supply Chains and Networks. The International Journal of Logistics Management, 15 (1), 11֪–26.
20. Brooks (2008) Introduction to Econometrics for Finance, Chirs books, Cambridge University Press, New York.

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