inventory

Manchester United: Not a team, but a business

Posted on by tom30133f14

Sports play a role in many different people’s lives. Soccer or Football depending on where you live, takes the cake as far as being the most popular sport in the world. Manchester United happen to be the world’s richest and most popular soccer team. Often criticized for their large amount of spending in order to acquire the world’s greatest talents in the sport, Manchester United has managed to win the most Premier League titles and 3 UEFA Champion’s League titles. Although, Manchester United has had a lot of success on the field, they have had even more when it comes to the business aspect.

Wall Street Valuation
From a financial standpoint, Wall Street has valued Manchester United as being the richest soccer club in the world. Mike Ozanian from Forbes states, “Wall Street now affords United an enterprise value of $3.6 billion. Math: market value ($3.05 billion) + long term debt ($613 million) – cash ($57 million).” This valuation is very impressive due to Manchester United having a poor season due to their shift in management after Sir Alex Ferguson retired last season. 

Manchester United and Adidas:
Recently, Manchester United ended their partnership with Nike and moved on to Adidas. Mike Ozanian from Forbes tells us, “English soccer team Manchester United and German sportswear maker Adidas have agreed to the richest uniform deal in the history of sports. Adidas will pay $1.3 billion over 10 years to United, or $130 million a year, beginning with the 2015-16 season.” You would think that 1.3 billion is enough, right? Not for Manchester United. Mike Ozanian also states, “But the Adidas kit deal, coming comes along with the team’s $559 million, seven-year shirt deal with Chevrolet (also the richest in sports) means it will continue to have the cash flow to turn an operating profit and sign elite players.”

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Capacity and Inventory:
Since Manchester United are very popular, there will be a huge demand as soon as the new Adidas uniforms roll out. However, until then Manchester United will still have a lot of the Nike uniforms available. Manchester United will have to decrease their capacity slowly and lower the price of the Nike uniforms as the end of the season approaches. This will result in a decrease of the Nike inventory due to more sales, which is what they want as soon as they can start selling the new and highly anticipated Adidas uniforms.

Manchester-United-new-Kit

The Competition:
Manchester United may have the lead but other teams are getting closer. The two most popular teams in Spain would be Real Madrid and FC Barcelona. Forbes put a value of 3.44 billion for Real Madrid and a 3.22 billion valuation for FC Barcelona. Another advantage for these clubs is that they have the two best players in the world, Cristiano Ronaldo (Real Madrid) and Lionel Messi (FC Barcelona).

Questions:

  • Do you think that sports teams are nothing more than a business?
  • What are some good ways to sell inventory that consists of jerseys with decreasing demand?
  • Do you agree with Manchester United’s valuation?
  • Do you think it is fair to fans to constantly release new jerseys, which causes them to keep repurchasing?

Sources:

Valuations:
http://www.forbes.com/sites/mikeozanian/2014/07/15/wall-street-says-manchester-united-most-valuable-team-in-world-after-adidas-deal/

http://www.forbes.com/sites/mikeozanian/2014/07/14/manchester-united-and-adidas-agree-to-richest-uniform-deal-ever-in-sports/

Images:
http://img.bleacherreport.net/img/images/photos/003/038/545/hi-res-afe91e10675aad43b3dcf4438437a283_crop_north.jpg?w=630&h=420&q=75

http://i3.mirror.co.uk/incoming/article3823301.ece/alternates/s2197/Manchester-United-new-Kit.png

Honey, I Shrunk The Inventory

Posted on by yuri30131f14

Working at T-Mobile I learned a lot about Operations. I learned that T-Mobile’s inventory has more items than just phones. It contains items such as handsets, covers, headphones, chargers, and other accessories. The inventory is counted at least once a month and the process involves manually counting each SKU (Stock Keeping Unit) in the front of the store and in the back of the store where the inventory is locked. After each count the result is compared to the inventory at the beginning of the month plus new-ordered inventory minus the sales and minus all the items that have been returned for various reasons. In theory the manual count should equal to the remaining inventory on file, but in real life it doesn’t happen.

Honey, I shrunk the Inventory

In real life the store manager uses personal judgment when opening large business accounts and he is able to give some SKUs for free. Sometimes when the employees sell or return the SKU they may accidentally scan a different SKU (each color or pattern of the certain cover has its own SKU!). Sometimes the returns are not scanned correctly, and sometimes it happens that a phone cover falls under a closet. In real world there is a certain percentage for which the loss is acceptable.

When the loss of inventory is bigger than a set percentage it becomes an issue. That may indicate that there is theft in the store, or mishandling of inventory or perhaps just plain incompetence. The steps to fight the high “shrink” percentage include a weekly count of the inventory, daily reports, probations and write-offs for the employees who are caught for scanning wrong items at POS or not scanning them at all. The store managers are being judged by the “Shrink” metrics, their salary and performance reviews can be seriously affected by the higher percent of “Shrinkage”.

Another metrics that affects managerial performance is traffic conversion. It is measured on daily and monthly basis and it’s designed to measure sales productivity. Each store has a device mounted inside of the store, just above the door, and it measures the number of people who walk-in. Then the number of sales is divided by number of “walk-ins” and that ratio represents the sales conversion rate. A low conversion rate shows low productivity and it means that the store manager should step up his game.

One of the ways to fight a low conversion rate is to make sure that the sales associates talk about current promotions. That they look at the customer’s account to see if the customer has any type of need and that need has a solution in a form of a product they can offer. That the employees are asking the customer the right questions that may help discover other needs. So next time when you are paying your bill or buying something at your carrier’s store consider whether or not you think of the sales representative’s questions as product pushing or simply discovering customer needs.

Saving the Planet One Aisle at a Time: Tesco’s Sustainability Movement

Posted on by spr1324ismal

Many companies want to promote sustainability within their markets since it attracts more customers, however competition and living within specific limits are stopping them from achieving this goal. Sustainability, which includes sustainable design, building and operations, is the collection of strategies and policies employed by companies in order to reduce their overall impact on the future generations. By taking waste from one part of the production process and using that waste to generate new product is a great way to minimize the consumption of limited natural resources and maintain their availability for the future.

800px-Bradley_Stoke_Tesco_2It is very important for management to set goals and develop a strategy when searching for improvement opportunities in order to implement a sustainability program within their company. I think it is much easier being sustainable than going green and many other companies are following in such footsteps.

For instance, Tesco, a British multinational grocery store and third-largest general merchandise retailer in the world measured by revenues and second-largest measured by profits, has recently planned out new business strategies and goals in three various areas, one of which is to reduce food waste globally and become a more sustainable company.

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Research by Tesco shows that about one third of the world’s food is never eaten and instead it is thrown out or left to rot. Therefore, Tesco is planning to pursue this food waste issue in three crucial areas which are: its own operations, the supply chain and agriculture, as well as the customers. The company has the ability to track down waste and find where it happens as it leaves the farmer’s field and reaches the customers’ home, and everything that happens in between.

According to the article, Tesco claims that around 32 percent of food is wasted across its value chain, of which 16 percent comes from the supply chain and agriculture, the other 16 percent coming from customers and less than 1 percent is from the retailer.

Because of the large amount of food waste across all markets, the company is working to develop an advanced measurement for the amount of food ruined in its operations. This will permit Tesco to track progress through a period of time which can significantly minimize the waste as well as achieve its goal of sustainability. Since the food waste is much lower in the UK than in other markets, it plans to follow in their specific operational practices and more precise forecasting so that food does not rot or is thrown out with the high supply rate.

Being more transparent and sustainable for a company with a global marketplace is tough, however, Tesco hopes that by keeping a strong track record of its waste management will lead to a decrease in the food waste levels throughout its value chain, attract more customers, and keep increasing its profits.

Do you think the tracking record will achieve greater sustainability for Tesco or should they examine other ways to manage their inventory and to minimize the overall food waste?

Source: http://www.environmentalleader.com/2013/05/29/tesco-announces-goal-to-reduce-food-waste-globally/

Sending Inventory to the Clouds

Posted on by spr1314sweber

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Since the creation of inventory management software, many small businesses have not been able to take advantage   of the expensive computer solutions available only to large corporations. But things are about to change, thanks to  BrightPearl and cloud. The Internet cloud, that is.

In traditional inventory management systems, the company is required to purchase the software and install it into the specific office computers that need to use it. The cloud changes the way people can access the software, and it can support hundreds of computers simultaneously. It also can save companies money by regularly updating, without having to install new versions manually. Initial installation is low cost, and does not require highly skilled IT professionals to set up. Brightpearl currently supports Magento, eBay and eKMPowershop.com. It starts at only $99 per user each month, and there is a $120 connector fee to set up the connections to different e-commerce

channels.

The Cloud is useful in a number of ways. Real-time monitoring allows the system to update across the entire system instantly, therefore reducing the amount of error that can occur between the transfer of information from one computer to the next. Just like Google Drive, the cloud will update across offices, and will allow everyone to see the inventory purchases across divisions. The cloud even supports devices such as smart phones and tablets, so you can monitor your inventory at home, in meetings, or on the go. Departmental communication will also be increased, so everyone will know each departments demand, inventory, or when items need to be restocked or shipped. It also allows you to see where the bottleneck issues are, what the fixed orders should be, and how to calculate ROP.

Although there are many upsides to the cloud, there are also several drawbacks. Security is main concern for the use of the cloud, and is very controversial within the industry. If the system was hacked, people could see how many orders are being made, and therefore use the information to their advantage. It could also lead to a loss in IT workers, since the cloud service would handle all customer service problems and issues. IT people would no longer be of service, and many would lose their jobs. Another drawback to using an inventory monitoring system in the cloud is performance risks. According to IT specialist David Kim, “Leaving out integration issues alone, cloud-based ERP are essentially related to threatened speed, reliability of network, outage risks, and limitations on data transfer” (Kim, 2013).

Do you think BrightPearl and the cloud is a good place to monitor the entire inventory for a company, or should they stick to the original software systems? Do you think the cloud will eventually take over business computer systems, or is it too risky for companies to vitally important information like their inventory management systems in a cloud that could be hacked by outside competitors?

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Sources: http://www.mbtmag.com/articles/2013/05/benefits-cloud-based-inventory-management-software

http://www.academia.edu/2777755/Benefits_and_Drawbacks_of_Cloud-Based_versus_Traditional_ERP_Systems

http://www.zdnet.com/cloud-services-make-inventory-management-simpler-7000015550/

Where is my phone?

Posted on by Dom

The HTC One, High Tech Computer Corporation’s leading phone is currently experiencing worldwide delays. As of April 24th, AT&T, Sprint, and T-Mobile are the sole wireless communications service providers that offer the cell phone for sale. Unfortunately, potential clients will be disappointed upon hearing that the phone will be delayed; potentially for several weeks. Originally the HTC One was scheduled to launch in mid-March, but supply issues have pushed back the release for over a month.

Over the prior year, HTC’s profits have dropped to a record low $2.83 million. This accounts for a 98% drop in profits. The HTC One is the paramount flagship model and in order to turn around the company, it must sell well. In March alone, HTC moved only 300,000 phones to nationwide retailers in three countries as supply bottleneck issues arose. HTC indicated a shortage of camera components as the problem responsible for the mass delays. By the end of April, J.P. Morgan Securities’ supply chain checks forecast 1.2 million phones shipping as well as 2.0 million in May.

Oddly enough, the main competitor of the HTC One, the Samsung Galaxy S4, will also be delayed until April 29th on T-Mobile. The Galaxy S4 will be launching on six carriers, however only T-Mobile has set a definitive launch date. In order to cope with the anticipated sales forecasts, Samsung is currently producing 10 million units monthly. T-Mobile will likely be the first carrier to launch with the Galaxy S4 but is already experiencing delays before pre-ordering is available. Once the five other carriers set their release dates, demand will go up and Samsung may not have enough available phones for the amount demanded.

Anticipated sales forecasts generated for both HTC and Samsung may not be realistic over the next several months as both corporations are struggling to produce enough inventory for the demand. This, however, brings up a question of quality. If HTC and Samsung are rushing to mass produce these phones to clear the backorders, will the quality of the phones suffer, or will crashing methods have to be implemented to speed up project length?

In our class we discussed bottleneck situations and how that may jeopardize the timeliness of the process but this article also brings up forecasting models. Unfortunately forecasts are just predictions. When unanticipated situations arise, these forecasts may not be accurate; as exemplified in HTC’s case. Stock markets also rely heavily on forecasts, thus a company may decrease or increase in value today pertaining an act that will be committed in the future. Only time will tell how long consumers will have to wait for their phones as both companies are working relentlessly to produce more phones.

Do you believe that HTC and Samsung should have prepared better for this problem and stockpiled phones ahead of time to avoid this situation?

Which company do you feel will tackle this issue most effectively?

 

References:

Brown, Justin. “HTC One US Bottleneck Won’t Clear Until After Galaxy S4 Is In Stores?” SidhTech RSS. N.p., 20 Apr. 2013. Web. 24 Apr. 2013. <http://www.sidhtech.com/news/htc-one-vs-samsung-galaxy-s4-us-release/1003194/>.

Davies, Chris. “HTC One Turnaround Tipped as Supply Bottleneck Loosens.” SlashGear. N.p., 15 Apr. 2013. Web. 24 Apr. 2013. <http://www.slashgear.com/htc-one-turnaround-tipped-as-supply-bottleneck-loosens-15277830/>.

Epstein, Zach. “BGR.” Samsung Galaxy S4 Deemed a Winner: Shipments Seen Topping Early Estimates. N.p., 5 Apr. 2013. Web. 24 Apr. 2013. <http://bgr.com/2013/04/05/samsung-galaxy-s4-sales-estimates-414846/>.

Harvey, Cynthia. “HTC Profits Drop 98%.” Datamation. N.p., 8 Apr. 2013. Web. 24 Apr. 2013. <http://www.datamation.com/news/htc-profits-drop-98.html>.

Kovach, Steve. “Samsung Galaxy S4 Delayed On T-Mobile Until April 29.” Business Insider. N.p., 23 Apr. 2013. Web. 24 Apr. 2013. <http://www.businessinsider.com/samsung-galaxy-s4-delayed-on-t-mobile-2013-4>.

Tofel, Kevin C. “HTC One Launch: Available at 2 Carriers; Web Orders for 1; Delays for Dev Edition — Tech News and Analysis.” GigaOM. N.p., 19 Apr. 2013. Web. 24 Apr. 2013. <http://gigaom.com/2013/04/19/htc-one-launch-available-at-2-carriers-web-orders-for-1-delays-for-dev-edition/

(Virtual) Food For Thought: Virtual Supermarkets

Posted on by spr1312ckim

During this day and age, there are two main themes behind our technological advances as a human race: innovation and convenience. Almost everything is available via the Internet and accessible with our computers or smart phones. We can shop for clothes, order dinner, pay our bills, and do a lot more using our handheld devices. The newest addition to our already impressive lineup is a virtual supermarket. I know what you’re wondering, does this mean I will have to eat virtual food? The answer is no, virtual supermarkets have the same end goal as ordinary grocery stores: you get your produce in your fridge as expected.

Virtual supermarkets started in Japan and South Korea by Tesco Homeplus, a British grocery company. They are strategically located in subway stations alongside the walls and are set up as regular grocery stores, but instead of actual products, there are pictures of the items with a QR code beneath them. Users scan the QR codes with their smart phones and add the items to a virtual shopping cart. Once all of the products are in the cart, the shopper places the order and is charged through their credit card. The groceries then arrive at the person’s doorstep the next day. Virtual supermarkets eliminate the hassle of actually visiting a grocery store, physically carrying the items, and they also save a lot of time for shoppers.

The U.S. has caught on to the craze by introducing virtual supermarkets in Chicago, Boston, New York, and other major metropolitan areas. Peapod, a U.S. grocery company, has taken the initiative by setting up  virtual supermarkets in subway stations just like Japan and South Korea. So far, there has been positive feedback from the younger generation, but  older people prefer to physically visit the stores. This shows that we are truly in an age of innovation and convenience, or that we have become extremely lazy.

An advantage that virtual supermarkets have from an operations management perspective is the management of inventory. By not having the inventory physically present, the products won’t sit on the shelves and companies can place orders for certain items based on the online demand, eliminating backlog.

I believe that having virtual supermarkets is a step forward in the right direction, but this step lacks some benefits that are present when physically being in a store. When I was younger, I used to always accompany my mom to the grocery store and she would tell me how to pick out the ripe fruits, or how to tell similar vegetables apart. She knew exactly what she was getting by touching and feeling the products. Another missing component to virtual grocery shopping is taste-testing the food. Many times we are not certain about what to buy and by trying a sample, we decide whether or not to purchase the product. That is one advantage that places like Costco will have over virtual supermarkets.

Virtual supermarkets define innovation and convenience, but are not for everyone. Would you ever consider using one, and if so, do you see virtual supermarkets replacing physical grocery stores in the future?

Sources:

http://www.apartmenttherapy.com/virtual-grocery-shopping-and-v-158354

http://www.huffingtonpost.com/2012/10/01/peapod-virtual-grocery-st_n_1929756.html

http://www.zdnet.com/virtual-supermarket-shopping-with-a-smartphone-4010022941/

 

 

Hurricane Sandy Causing Problems for Small Businesses

Posted on by f1224mtorelli

When compared to major corporations, small businesses have it rough.  They don’t have the staff, resources, or logistical capabilities of larger companies.  Imagine, then, the nightmare that so many small business owners awoke to after Hurricane Sandy devastated the East Coast.  It’s for this reason that I’ve decided to discuss small businesses and the logistical difficulties they are facing after Hurricane Sandy – especially in regard to their supply chains.  The following New York Times article is one of the few I found that exposed the grim reality so many small businesses will face in the coming months.  Below is a synopsis.

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A small business owner stands amongst the devastation caused by Hurricane Sandy.  Click the image to be taken to the article.

The article begins with a story that perfectly illustrates the dire circumstances so many business owners found themselves in after Hurricane Sandy passed through the East Coast.  Kristy Hadeka and Sean Tice – co-owners of Brooklyn Slate Company, a company that produces slate cheese boards – had been preparing for the holiday season when Sandy hit.  As a small business, the company depends on the revenue generated during this time of the year.  According to the article, holiday sales typically make up 75% of the company’s annual revenue.  Instead, they found themselves dealing with a litany of other issues – a depleted staff, damaged inventory, halted UPS shipments, and even customer emails requesting arrival times for orders.  Kristy and Sean even had to locate missing merchandise that was being transported to a Whole Foods store in Massachusetts.

Another small business, Linda the Bra Lady, had a similar experience. While the company did not experience any physical damage, co-founder Carl Manni explained that they did suffer financially as a result of the storm.  Manni explained that due to damage sustained to several of his vendors’ warehouses, he was unable to procure the inventory he needed to fill online orders.  He consequently had to back out of the orders – a decision that will cost him approximately $50,000 for this week alone.

Outside of lost inventory and stifled supply chains, the looming issue is that many of these business owners did not have insurance that covered a disaster of this nature.  Consequently, many small businesses will have to file for bankruptcy if they do not receive disaster relief funds from the government.

Ultimately, I feel that small businesses have a much harder time dealing with catastrophes of this nature.  Whereas large retailers can reroute their supply chain or reorganize resources to soften the punch Sandy packed, small businesses do not have the necessary resources to reroute orders or replace inventory – especially given the current state of the economy.

* The information provided in this post was drawn from the following New York Times article:

http://www.nytimes.com/2012/11/08/business/smallbusiness/after-the-storm-business-owners-assess-damage-and-ponder-lessons.html?smid=pl-share

Questions to Consider

  1. How do the logistical challenges faced by small businesses differ from those faced by major corporations?
  2. In the aftermath of Sandy, who has the rougher road – large corporations or small businesses?
  3. Put yourself in the shoes of a small business owner, how would you have reacted to a disaster of this nature?
  4. Should the government help small businesses recover from this disaster?

McTurnover Rate

Posted on by f1231saddison

All companies are responsible for some type of inventory management. The inventory turnover rate and amount of inventory simply varies by the company and its’ industry. Also, most companies have different ways of keeping track of their inventory and how often they do so.

In this tough economy, McDonald’s is one of the only restaurants that have strived in profitability and success. The company has been doing many things right in the past few years, including handling their inventory. This article compares McDonald’s inventory to Wendy’s, their biggest competitor.

Inventory in the food industry is much different than inventory in a clothing store, for example. McDonald’s, along with any other restaurant, cannot have food sticking around in the store for too long. This is due to the fact that the food can spoil and the last thing any restaurant owner wants is for a customer to become sick from their food. Also, McDonald’s does not want to waste money. Any ingredients in the store that are not being used before their expiration date are a lost cost to the business. These two factors make it very important for McDonald’s to correctly calculate how much inventory they should keep in the store at all times.

Between the years of 1999 and 2000, “McDonald’s had an inventory turnover rate of 96.15”. This is compared to Wendy’s inventory turnover rate of 40.073. This means that the average item at McDonald’s stayed in inventory for approximately four days before being sold. For Wendy’s, it took about ten days for a product to leave the shelves.

In this situation, McDonald’s inventory turnover rate was obviously better than Wendy’s. This means that it took less time for McDonald’s to turn a profit compared to their competitor. Also, it means that customers were getting fresher food than those who opted to visit Wendy’s.

With such a great inventory turnover rate, there is little that McDonald’s can do to improve in this department. However, in the years to come, it would not surprise me if the fast food giant set a new high standard.

http://beginnersinvest.about.com/od/analyzingabalancesheet/a/mcdonalds-vs-wendys.htm

Inventory Management: The New Approach

Posted on by frankr301s12

After researching inventory management more extensively, I came across an article that was based on a Q&A session with senior director, Meeta Kratz, at Grainger, an industrial supply company. Meeta says that she has noticed that more and more manufacturers are switching to “just in time” inventory to reduce extra costs associated with holding excess inventory. She says that this is an important shift because companies are now learning that switching to “just in time” inventory is allowing them to be more efficient with their inventory management systems and taking excess costs out completely out improving their profit.

While I understand the approach that “just in time” inventory helps to reduce costs associated with excess inventory if a company were to have good data to make good forecasts this problem would exist. The problem with “just in time” inventory is the need for a strong supply chain to make sure that you will receive the products just in time but on time. Failure to have strong suppliers will make a company’s customers unhappy due to their shortage or late shipments due to the original suppliers. This problem would be eliminated by taking the time to analyze the previous data and make accurate forecasts for future orders. Relying on “just in time” inventory, while can be effective” is risky if a company’s supply chain is weak and has no experience dealing with this kind of inventory system before.
When asked about the elements of a good inventory management system, Meeta responded, “Customer-centric, Based on actual usage data, Flexible, Supported by Experts.” These key elements simply cannot be achieved effectively with “just in time” inventory. If you want to be customer-centric you must be able to be flexible with your customers needs. Different customers may have different needs. The fact that actual usage data should be used in a good inventory management system shows that forecasting is essential to good inventory management. If you use data appropriately you can make sure you have enough products in stock at any time without extreme costs.

While I understand that some companies, such as Dell, have great success using “just in time” inventory I still believe that switching to this type of inventory puts a company at risk for not being able to supply their customers with the products they need and risk having shortages and losing customers. Looking at element four, “supported by experts,” this proves that if you have experts looking at your data and double checking forecasts then having “just in time” inventory is less effective and riskier than having a regular inventory replenished frequently.

Do you guys think “just in time” inventory is a good system to move to, just to reduce costs? What are the risks associated with it?

INVENTORY TIME!

Posted on by dounyah301s12

In the past I have worked in retail for five consecutive years. I have worked for many well known companies, such as Victoria’s Secret, Hollister Co., and Wilson’s Leather to name a few. Customer service was our primary role and we were really focused on the customers. But other than that, inventory was just as important. It was the backbone of the company.  Without a sufficient amount of inventory, we would not be able to make our sales.

As an employee at Victoria’s Secret, we had a huge back room where we had our inventory stock. It was shelves and and rows full of the many items we sold. I was in charge of counting all the items we had in stock every two months. I would record the quantity and sizes of each item we had. It was torturous due to how stocked our inventory was. But in return this was great for our customers. If they didn’t find their size on the sales floor, more than likely we had it in the back room. At times we would be at fault for ordering more than what we needed, which made our stock room a bit messy. That caused for our inventoried items to be missplaced at times.

 

In contrast to having an abundant stock room, as an employee at Wilson’s Leather, I noticed over time we were not efficiently stocked. Our back room was much too small to have a large inventory of leather coats. This caused turmoil between the company and its customers. If the jacket on the sales floor was not in their size, more than likely we did not have it in the back. We would use the alternative of calling other Wilson’s Leather stores in the area and send the customer to another location. This caused us to lose many sales and new customers. It seemed as though we were more of a boutique due to the size of our store and how it could not accomadate a well stocked inventory room.

In conclusion, inventory plays a vital role in a company’s overall performance and customer service satisfaction. Inventory generates sales and allows customers to have confidence in the company, for having the item they want. At Victoria’s Secret we would get audited yearly and it allowed us to see how many total items we should have , compared to what we truly have.

 

Do you think Inventory truly affects a company’s overall performance?