MBA CAPSTONE PROJECT

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Students Name

MARDUWATI BINTI ISMAIL

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Course Name

EMBA CAPSTONE PROJECT

Capstone Project

Effective inventory management and control system A case study on

Title

Bidara Flour Sdn. Bhd

Facilitator

MR. HAJEMI HASSAN

I, the above-named student, hereby confirm that this Capstone Project is my own work, has been
expressed in my own words and has not previously been submitted for any assessment. And
where materials from other sources have been used in this paper, they have been appropriately
acknowledged.
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Table of content

1.0 Introduction
1.1 Roles of Effective Inventory Management Control
2.0 Background of Flour Bidara Sdn. Bhd
3.0 Methodology - case study
4.0 Data Collection
5.0 Key Area of this case Study.
6.0 Research question
7.0 Orientation
8.0 Key activities
8.1 Focus on marketing strategies and be competitive price product
8.2 Recommendation of the use of new technologies and techniques in inventory
management
8.3 Development of a cost effective focused strategy for location strategic.
8.4 Implemented of evaluating performance of existing inventory (JIT).
9.0 Key learning
10.0

Conclusion

11.0

References list

1.0 Introduction
1.1 Roles of Effective Inventory Management Control
In order to assess the existing literature a case company with enormous chain is selected for the
empirical study. Inventory management remains as one of key operational components that
needs to be managed properly. For any company to claim to be effective, inventory decisions
made by the management must be established and qualified.

Many companies face a difficulty in today's competitive marketplace, where on one hand,
customers demand customized products and services and require that their orders are filled
quickly, but on the other hand they do not want to pay a premium for this customization and
availability (Graman and Magazine, 2006). Therefore, organizations are exploring ways toward
postponement strategy in response to constantly changing demands (Yang et al.(2004). Graman
and Magazine (2006) argued that today, the cost of holding inventory, extensive product
proliferation and the risk of obsolescence, especially in rapidly changing markets, make the
expense of holding large inventories of finished goods excessive and that high demand items
naturally have safety stock assigned to them, but in many organizations there are so many verylow-demand items that keeping any stock of these items is unreasonably expensive, so they
argue that companies must now provide good service while maintaining minimal inventories.
Therefore, inventory management approaches are essential aspects of any organization.

This research examines the relations of inventory management towards operational effectiveness.
Structured questionnaires and personal interviews was the key mechanism for the collection of
prime data. Being as one of medium sized flour importer in the country, their inventory
management strategies and policies were rather based on factors such as changing level of
customer demand, prevailing industry practises, forecast estimates and available production
capacity. Findings reveal that there is need for flour importer to implement scientific inventory
management models to adequately handle material shortages and product stock outs, where it
will directly affect its operational performance in a whole.

For numerous manufacturing industries in Malaysia, Inventory remains the common way asset
on the balance sheet at any given time; thus, there is the examination for it to be properly
4

managed. The researcher identifies a few of the challenges hindering effective inventory
management and control using manufacturing company especially mills company as a case
study. Although, effectiveness was identified in this research as the ability to achieve stated
inventory levels, judge in terms of financial quota like inventory turnover. This method was
considered more convenience and appropriate by the author because its help to gain the objective
of the researched. This is very explanatory research in which deductive approach has been
applied.
In a world of intense competition fuelled by globalization, increasing consumer awareness and
technological improvement, organisation that are keen towards large scale success must at all
times hype its service availability as consumers can very easily divert their patronages elsewhere
(Sharma, 2009). Consequently, managing inventory efficiently has become an important
operational weapon for products and services firms wishing to survive the competitive pressures.
Managing inventory efficiently has become an important operational weapon for products and
services to survive the competitive pressures. The contemporary business environment of
escalating rivalry entails that all companies need to be as efficient as possible at every level,
which includes effective inventory management and control. An inventory system is the set of
policies and controls that monitor level of stocks and determine what levels should be
maintained, when stock should be replenished, and how large orders should be.
The primary goal of inventory management, therefore, is to have adequate quantities of high
quality items available to serve customer needs, while also minimized the costs of carrying
inventory (Brigham & Ehrhard, 2005).
We need to establish what makes good economic order quantities, with special attention to all
aspects of the supply chain, and set the proper service level in full understanding of the effect on
stockholding. Every single one of these factors will sway choice of the most appropriate chain,
be it stock held, cross dock or direct store delivery. Only by having the ability and good quality
information can the company have the control to achieve the much-repeated balance of stock and
service at a profit.
There was report that the goods raw material warehouse has inventory control problem and
academic perspective was adopted to approach the problem. First, the current inventory control
at the warehouse was studied. Second, the current inventory practice was analysed to determine
factors contributing to inventory management and control problem. Third, from the main causes
5

of the inventory problem, recommendations for improvements were forwarded. The

recommendations mainly cover improvements at the warehouse only which is aimed to be more
effective to improve the operation at the flour mills company.

2.0 Background of Flour Bidara Sdn. Bhd

This research gives and overview of the Bidara Flour Sdn. Bhd. experience in wheat flour
company nearly twelve (12) years as a catalyst for Tuan Hj. Ahmad Hassan expanded its
business after taking over one of the companies at the end of 2009. Indirectly, Ahmad was the
first Bumiputera entrepreneurs who produce wheat flour even had to remove a large capital
including assistance from the National Entrepreneur Corporation Bhd (PUNB). Production of
wheat flour under the auspices of Bidara Flour Sdn.Bhd high demand from day to day so as to
hold a first Bumiputera company as a supplier of wheat flour. In addition to mastering the
Malaysian market, the company's products are also successfully penetrated the Singapore market
for the same products and plans to open a factory to process the flour in the next five years.

Flour Bidara Sdn. Bhd. is a company 100% Bumiputera-owned company established on 17

December 2009. Lote Flour Sdn. Bhd. Formerly known as Lote Food Sdn. Bhd. founded in
2003, has been running based food products and then changed its name to Bidara Ventures Sdn.
Bhd. operating since 2005. Lote Flour Sdn. Bhd. has extensive experience in providing services
for commodity products in national and international markets.

Ahmad said, in line with the government's call for more aggressive Bumiputera involvement in
the economic field, Bidara Flour constantly competing for more forward. According to him, to
achieve this, the company plans to build its own processing plant wheat in the future so that
customers can get the products made of wheat flour Bumiputera more easily.
"They also intend to produce frozen products based on wheat flour such as roti canai, chapati and
forth with its own brand. The Company also encourages other Bumiputera manufacturers took
the opportunity to venture into various businesses including wheat flour industry, He said the
business carried on not for profit alone, but rather the exercise of corporate social responsibility
to the consumer, especially the Bumiputera consumers.

For assorted manufacturing industries in Malaysia, inventory are common assets on the balance
sheet at any time; hence there is the necessary for it to be properly managed. According to
Ahmad, he is very particulars person and required every single thing to be organised and
inventory. With these internal customers, the directorate manages the supplier networks of over
100 with different forms of procurement related relationship. The procurement activities of the
directorate also involve management of all procurement needs of the company (company
database)
The issues of this project paper is to discuss on how Bidara flour Sdn. Bhd managed to survive
for twelve years in Malaysia market by implementing effective inventory management and
control in their business.

3.0 Methodology - case study

Case study methodology is used in this research. This case study investigates the inventory
management and control problems in flour mills company. The study has been carried out at one
of the flour mills company in Shah Alam. Data was collected by interviewing people, observing
of the organization practice, studying documents and analysing numerical data.

The research method used was the quantitative method which is systematic and based on a
positivism perspective as described by Swetnam (2010) to mean observation. This method was
selected because it is possible for the same data to be collected elsewhere and results would be
directly comparable. The researcher employs the use of structured questionnaire which is a form
of data collection, where each respondent is asked to respond to a set of same questions in a
predetermined order (Saunders et al 2007).
Referring to the researcher, Yins (2003: 1314) definition is an example of such an all-inclusive
descriptive definition: A case study is an empirical inquiry that investigates a contemporary
phenomenon within its real-life context, especially when the boundaries between object of study
and context are not clearly evident. It copes with the technically distinctive situation in which
there will be many more variables of interest than data points, and as one result relies on multiple
sources of evidence, with data needing to converge in a triangulating fashion, and as another

result benefits from the prior development of theoretical propositions to guide data collection and
analysis.

But one methodological characteristic by which a case study is distinct from other research
strategies such as the survey is not captured in Yins work, or most other definitions found in the
literature, namely the fact that a case study basically is an inquiry of only one single instance (the
case), or sometimes a small number of instances, of the object of study. Yins and others
definitions only highlight another distinctive characteristic of the case study, namely that in a
case study the object of study or its environment are not manipulated (real life context).
Minority of people also believe that case study methodology is not solid as the study of small
number of cases offer no reliability of finding (Dul & Hak, 2012). Nonetheless, innumerable
analyst continues to practice this approach with achievement in anxiously prepared studies.
Sanker and Lee (2002) tested three theories-in-use have written about case study research and
suggested the technique to conduct research successfully.

4.0 Data Collection

Both primary and secondary data were the main sources of data to be used in the study.
Concerning the Field data method, the study used a questionnaire and interview guide. The
researcher collected secondary information from different sources like; text books, internet,
newspaper, magazines, and journals. This information was reviewed by visiting places like
libraries, internet and this type of information was used supplement the collected data from
different categories of the respondents.

Therefore, this research project faith to analyse and collect primary data on how effective
inventory management control can be used by organization to conclude their perception and
objective by doing a case study on Flour Bidara Sdn. Bhd. In the fastest growing in the only
indigenous company that sells flour for 12 years and still Survive until now.

5.0 Key Area of this case Study.

The key area for this investigation and discussion include the following contributing factors of
Flour Bidara Sdn. Bhd Success:

The first established Bumiputera-owned Company of supplying flour at a

competitive price, Invest in trading business and mastering Malaysian market.

Managed to implement an effective Inventory record and management

challenges/difficulties in solving inventory problems.

Implementation of flexible working hours in their organization where the

employees can adjust to their roles and functions.

Operated in Shah Alam industrial areas where it involves strategic and optimized
cost of logistics for product distribution.

6.0 Research question

Among the research question that will be involved in this research are:

What are the solution taken by Flour Bidara Sdn. Bhd in order to deal with critical to
financial performance in organization?

What are the concept has been used by Bidara Flour Sdn Bhd in order to achieve an
effective level of inventory?

What are the problem with the old inventory systems?

7.0 Orientation
After Tuan Hj Ahmad changed the company name from Lote Food Sdn. Bhd. to Bidara Ventures
Sdn. Bhd. In 2005 and he able to identify certain things in a special way that will contribute
positively to the organization can be viewed as effective. Ahmad able to sustains his company
business until now since 2009.

Flour Bidara Sdn. Bhd realized by implementing inventory management is a safe solution in
order to deal with critical to financial performance in their organization. Therefore, it should be
managed efficiently with best inventory management practices. Inventory control is regarded as
a management function; determining requirements, forecasting, setting targets and issuing
instructions. However, a lot of studies related to inventory is focused on manufacturing and
procurement related processes upstream of the original equipment manufacturing (OEM), while
few attention has been paid to the management of finished goods from the assembly down to the
customer (Cachon & Olivaries, 2010).

I discovered that Ahmad Hassan also aware of the concept on how Flour Bidara Sdn, Bhd able to
achieve their goal of effective inventory level. Despite the global acceptance of just-in-time (JIT)
and logistics concept in academia and industries from the 1990s to date, a lot of empirical studies
have not been able to achieved any meaningful decrease in finished goods inventory levels in
many different industries, which work in progress inventory and raw material stocks have
consistently decreased over time (Leeuw et al, (2011), Rajagopalan & Malhotra (2011),
Hendricks & Singhal (2008)). To be more precise, Chen et al (2005) reports that, inventory in
finished goods (measured in number of days sales in inventory) is seen to increase in different
industries including the manufacturing and service industries between 1981 and 2000. Only two
industries; pharmaceuticals and electronics reportedly experienced a decline in finished good
inventory (Leeuw et al, 2011).
The flow of product and inventory control in supply chain is dependent on two matter, When to
order/deliver and How much to order. There have been different ways developed over the
years in handling this matter, which some are already used in industries.

10

From the research has been made the problems discovered associated with inventory
management and control at the warehouse of flour mills company. Inventory control in this
company is seen as the management function forecasting, determining requirements, setting
targets and issuing instructions whereas the monitoring of stocks in the warehouse is seen as a
supervisory function that requiring less skill and experience. And yet, if the management and
control is overlooked or given less than its due consideration, the feedback information, on
which management depends to determine the effect of its instructions, is unreliable and gives no
indication as to the quality of the inventory management. This project attempt to provide
management with recommendations to improve operations and reduce errors. The need for rapid
and accurate management and control of inventory is a vital part of the process of remaining
competitive. Over the years, efforts has been on the development of suitable mathematical
models designed to aid the decision-maker in sitting and managing optimum inventory levels.
Besides the well-known deterministic models development by Harris in 1913 (e.g. Economic
Order Quantity (EOQ), Economic Production/batch Quantity (EPQ), Discount and Back Order
Model), the design of more sophisticated modes to take care of the weakness associated with
deterministic approaches, and to model a more realistic stochastic business situation has been
also intensified (Ayeni and Adewunmi, 2004).
To certain magnitude, studies have reported their usefulness in optimising scarce business
resource and minimizing associated cost (Rajeev, 2010; Ayeni and Adewunmi, 2004) However,
the extent to which the inventory management tools (both deterministic and stochastic) have
been applied in practice as well as how effective they have been in enhancing operational
efficiency of manufacturing firms in Malaysia has not been extensively investigated.

11

8.0 Key activities

The changes that have been done by the management team of Flour Bidara Sdn. Bhd in order to
achieve success within the period are as follows:
8.1 Focus on marketing strategies and be competitive price product
Bidara Flour Sdn. Bhd are the first establish Bumiputera-owned Company of supplying flour at
the competitive price, reviews by Pessemier (1982), Shocker and Srinivasan (1979), Urban and
Hauser (1980), and Wind (1982). Good strategies exist for brand positioning, the selection of
brand features and price, the design of initial advertising strategies, and the selection of
couponing, dealing, and sampling campaigns. But the analysis to support these decisions is often
expensive and time consuming. (A typical positioning study takes 6 months and $50,000 to
$100,000 (Urban and Hauser 1980, Chapter 3). While such defensive expenditures are justified
for some markets and firms, most defensive actions demand a more rapid response with lower
expenditures on market research. Indeed, defending firms often routinely must determine if any
response is even necessary. Little or no practical analytic models exist to support such defensive
reactions.
8.2 Recommendation of the use of new technologies and techniques in inventory
management.
Bidara Flour Sdn. Bhd intends to identify the impact of effective will be defined as the ability
to achieve positive inventory levels, judged in terms of financial measures like inventory
turnover. This study posits that the effectiveness of a given organisation may be ascertained from
the effectiveness of the inventory management decisions made by its management; it was found
out that Inventory management is critical to financial performance of organisation and therefore
should be managed efficiently with effective inventory management practices.
According to Levie (2006), the aim of the development of an Organizations marketing strategy
development is to establish, build, defend and maintain its competitive advantage. A thorough
analysis of the newest scientific articles on strategic management and organizational behaviour
indicates that 71% of them analyse company performance as a dependent variable, 12% of them
analyse it as an independent variable while 11% of the studies analyse performance as a
dependent as well as an independent variable (March and Sutton1997).
12

8.3 Development of a cost effective focused strategy for location strategic.

Identify the major facts in the implementation of Knowledge management are impact to location
strategy. As presented previously location strategy require collaboration of all the actors in the
processes involved those within the organization and those outside it but very crucial to
actualization of its objective.
According to Thompkins, (2006), Location strategy consists of strategic decisions that are
impacted by manufacturing location and facilities or support functions for each company area,
handling of materials, information systems, the acquisitions and the series of logistic activities.
Location has a connection backward to suppliers or forward to customers for contributing to
improved performance of the supply chain, being basic to developing core competencies as
argued by (Shilpa, 2009).
Operated in industrial areas where it involves strategic and optimized cost of logistics for product
distribution are the main factors that will leave long term impact in strategy location wise.
All of the factors inuencing the level of integration in the plant were identied. All factors
inuencing (enabling and or inhibiting) the amount of interaction and collaboration in pursuit of
mutually acceptable goals, were identied. Structure could also enable integration. At two of the
plants responsibility for purchasing decisions was explicitly shared with other functions. While
less efcient than centralization, this allowed manufacturing managers to have a role in selecting
suppliers who were best suited to their needs.
The method applied were the quantitative technique, using descriptive statistics method by
quantifying the level of frequency and determining the percentages of respondents.

8.4 Evaluating performance of existing inventory (JIT).

In every stocking point, the replenishment rule in managing every item in inventory is practically
common by application. Some of these procedures includes the just-in-time (JIT) as in material
requirement planning (MRP), the option of pull and push system and economic order quantity
(EOQ). Applying this method brings about a holistic inventory level judged by top management
as inventory turnover, that is annual sales over average inventory.

13

Transit or Pipelines Inventories are used to stock the supply and distribution pipelines linking an
organization to its suppliers and customers as well as internal transportation points. They exist
because of the need to move materials from one point to another. Obviously transit inventories
are dependent on location and mode of transportation. A decision to use a distant supplier will
probably create a far larger raw materials transit inventory than one to use a local supplier with
truck delivery. In just in time (JIT) production a variety of means are used to reduce transit
inventories including the use of local supplies, small batches in special containers and trucks
specifically designed for side loading in small quantities (Ronald .H,1999)
8.4.1

Just-In-Time (JIT)

One fundamental technique used by companies is the just-in-time (JIT). The Japanese
manufacturing success with increased productivity, low product cost, and often superior quality
products can be very much attributed to just-in-time manufacturing method JIT (Waller, 2003)
8.4.2

JIT stands for:

Producing that quantity of units that is needed no more no less

Produce them at the date and time required not before and not after

A supplier delivers the exact quantity demanded, at the scheduled time and date

JIT focus directly on the reduction of lead time in production, its advantages cannot be over
emphasized. For instance, a short lead time relative to competitors in the market place allows
sales offices to quote shorter delivery time an important competitive advantage in todays
business environment (Browne et al, 2006). From the perspective of manufacturing planning,
short lead times reduce the manufacturing plant dependence on forecast and allow the plant to
operate using a shorter planning horizon and consequently a more accurate master schedule.
Garner (2012) observed that there are two distinctive ways in which JIT could be viewed; as a
general philosophy for the reduction of waste and the enhancement of throughput efficiency or as
a means of controlling work on the shop floor by means of a pull system. The philosophy of JIT
can be applied to whatever kind of manufacturing circumstances. However, as an operational
system, JIT is most appropriate for the volume production of relatively simple products.

14

Wei Weng et al (2012) maintained that in terms of production processes, just-in-time JIT
completion of jobs helps reduce both the inventory and late delivery of finished products.
Schonberger (2008), maintained that the basic idea behind JIT is very simple; produce and
deliver finished goods just in time to be sold, sub-assemblies just in time to be assembled to
finished goods, fabricated parts just in time to go into the sub-assemblies and purchased
materials are just in time to be transformed into fabricated parts.
8.4.3

Pillars of Just in Time

Chose vendor relations

Employee involvement and empowerment

Set-up time reduction

Total preventive maintenance (TPM)

Total quality management (TQM)

8.4.4

Benefit of Just in Time

We have enumerated the role played by just-in-time in the reduction of work in

progress (WIP) and stocks of raw materials. (Waters, 2008) maintain that a good
number of organizations have reduced these by 90%, giving it a related benefit such
as space reduction to about 40%, lower procurement cost to about 15%, a smaller
amount of stocks investment etc. To get a working system, there are other benefits of
JIT that comes from reorganizations which includes the following:

Shorter lead time

Less scrap and wastage

Lower stock of raw materials and work in progress

Shorter time needed to make a product

Better relationship with supplier

Improve quality of materials and product

Higher productivity

Simplified planning and scheduling

Emphasis on solving problems in the process

Less paper work

15

Better morale and participation of the workforce

Higher equipment capacity and utilization

9.0 Key learning

Although Flour Bidara Sdn. Bhd is SME flour mill company, how this company has used
inventory management control and practice to sustain their business in this rapid world and can
be used as a source of reference by all entrepreneurs and organisation to achieve their goals.
The ability to identify and do certain things in special way that will contribute positively to the
organisation can be views as been effective. According to Dumas (2008), Redshaw (2010) being
effective in terms of organisational set up can be viewed by effective internal process of an
organisations. Inventory control is regarded as a management functions: determining
requirement, forecasting, setting targets and issuing instructions. Leeuw at al (2001) argued that
inventory is a central issue of operation management (OM) which comprise a significant cost in
the supply chain.
Inventory control is about a management function; determine requirement, setting targets,
forecasting and issuing instructions. Leeww et al (2011) quarrel that inventory is a central issues
of operation management (OM) which constitute a significant cost in supply chain.
The Theory of inventory management is to determine minimal inventory level given certain
external variables such as supply and delivery lead-times, supply and demand uncertainty, and
batch sizes and products variety Supply chain is a complex process that involved so many
activities that is crucial to touch with the little scope of the work.
Flour Bidara Sdn. Bhd is an establish flour mill company in Malaysia since 2009 by
implementing evaluating performance of existing inventory Ronald H. Ballou (2000), in
evaluating inventory management performance affirm that inventories represent a significant
investment by many organizations with a caring cost of about 20-40 % of inventory value
annually, proper management of this inventory is therefore the priority of the top management.

16

10.0

Conclusion

This study provides substantive support for previous findings in the inventory control
literature and fresh insight about effective inventory management. Present study reveals that
business economy and efficiency can be enhanced due to effective and frequent inventory
control. Effective inventory control management is recognized as one of the areas
management of any organization should acquire capability. The ability of any organization to
evolve effective inventory control management system will depend on the extent to which it
perceives the benefits it stands to gain from such program. In general, the findings that
emerged from this study have indicated that organizations stand to gain a lot from effective
inventory control management system. Some of this benefit include optimal use of resources,
cost reduction, improved profitability, improved sales effectiveness, reduction of waste,
transparency and accountability, easy storage and retrieval of stock, high inventory
utilization amongst others. However, in order to achieve all these, organizations have to
maintain flexible inventory service. Thus, the study found that there is a significant
relationship between effective inventory control management system and organizational
performance.

17

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6.0 Appendix
The list of Interviewee
i.

CEO

ii.

COO

iii.

Warehouse Manager

23