Materials and Inventory Essay

In the S, T, and P facilities, it has been identify that some of the manufacturing processes atomic number 18 related with integrity a nonher. Due to the unifiedness and the other problems seen from the different facilities, it is seen that a problem from one facility affects the others. This is observed to be especially true for the area of the management and caudex control. Materials management is oftentimes associated to gillyflower control and this is delimitate as the act of managing the faces lancinate materials, work-in-process, finished goods, and products in-transit (Griffin, 2002 as cited in Adam & Sammon, 2004, p. 28).The primary election focus of the materials and memorandum management involve existence accountable for all WIP and stock, coordination with the suppliers in roll to invent production requirements, maintain a desirable livestock level, manage the processes related to physical inventory audits, entrap automated forms of inventory arrangings, m anage the condition and cryptograph of the materials, coordinate with or manage the purchasing department, talk of with major suppliers regarding the prices and terms, choose new suppliers, train that the methods in existence are in sync with the changes in the environment (Charvet, 1997).The importance of these processes would lie on the motive for materials and inventory in creating a long-term service in terms of competitive grounds (Jamal et al., 2007). Upon a review of the situation for the three facilities, on that point are several findings that are worth noting. First, the frequency as to when the accessory parts run out in S facility is seen to be declared on a habitual interval. The causes and implications of this could include that the T and P facilities are not able to meet the demands of the S facility because identification of the quantity is not fully carried out by the T and P facilities.Moreover, it could be that there are problems with the shipping schedule from the T and P facilities wherein the time as to when the accessories are require in the S facilities is not clearly identified or unknown that is why expeditiousnesss are not organized. Second, schematic receipt of the materials needed for production in the T and P facilities is not present as well as a system in order to reflect this to have arrived at the T and P facilities in order to acknowledge the shipment from the S facility. The establishment of a system would overly entail the need for the creation of a formal receiving dock where shipments pass through.It allows for the inspection of the shipments and the respective doorway into the inventory system of the respective facility. Third, concerns arise, too, with the wasted productions receivable to malfunctioning equipment or wrong materials used. Incidences such as this could be experienced when routine maintenance on the equipment and evaluation of the materials is not carried out to ensure that errors are minimize d. In light of the problems identified for the materials and inventory aspect, there are recommended measures that are used in order to resolve the problems.First, it is necessary for the facilities to have a computerized inventory system wherein the necessary parts are interrelated with one another. The benefit derived from having a computerized system for the inventory control is attributed to its ability to organize the data of the organization in an efficient manner and the reduced cost associated with inventory control (Palmer, 2005). Second, there is the need to give up for a receiving dock for the shipments wherein the materials shipped are immediately entered into the system to reflect both an acknowledgement receipt and validation to the other facility from which it came from.This makes inventory easier as it is make as the shipments are brought in which means that it is ever so update. Third, training with regard to the evaluation and maintenance of the equipment shoul d be provided to the employees who are responsible for this. Likewise, there should be a regular schedule for assessment of equipment condition and materials to ensure that disruptions and errors are kept to a minimum.ReferencesAdam, F. & Sammon, D. (2004). The enterprise resourcefulness planning decade Lessons learned and issues for the future. Hershey, PA sentiment Group publication. Charvet, S. (1997). Words that change minds Mastering the phrase of influence. (2nd ed. ). Authors Choice Publishing. Dubuque, IO Kendall Hunt Publishing Company. Jamal, N. M. , Mastor, N. H. , Saat, M. M. , Ahmad, M. F. , and Abdullah, D. F. (2007). Cost and management accounting An introduction. Johor Darul Tazim Muapaat Jaya Percitakan Sdn. Bhd. Palmer,D. (2005). caution planning and scheduling handbook. New York, NY McGraw-Hill Professional.