(Luận văn) poor demand planning in meizan clv company

t to ng UNIVERSITY OF ECONOMICS HO CHI MINH CITY hi ep International School of Business w n lo ad ju y th yi pl n ua al n va TRAN THI BICH NGOC ll fu oi m nh at POOR DEMAND PLANNING IN MEIZAN CLV COMPANY z z k jm ht vb om l.c gm MASTER OF BUSINESS ADMINISTRATION n a Lu n va y te re Ho Chi Minh City - 2020 th t to ng UNIVERSITY OF ECONOMICS HO CHI MINH CITY hi ep International School of Business w n lo ad ju y th yi pl n ua al TRAN THI BICH NGOC n va fu ll POOR DEMAND PLANNING IN MEIZAN CLV COMPANY oi m at nh z z jm ht vb k MASTER OF BUSINESS ADMINISTRATION om l.c gm n a Lu SUPERVISOR: DR TRAN PHUONG THAO n va y te re th Ho Chi Minh City - 2020 t to ng hi Explanation S&OP Sales and Operation Planning MOQ Minimum order quantity SKUs Stock keeping units ep Abbreviation w Information technology lo IT Point-of-sales n POS ad ju y th yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th t to Table of Contents ng EXECUTIVE SUMMARY hi ep PROBLEM CONTEXT 1.1 w Symptoms: 11 n 1.2 Meizan CLV company overview lo PROBLEM IDENTIFICATION 13 ju y th Over warehouse capacity and high stock aging 11 ad 1.2.1 Problem analysis 13 2.2 Possible problems 16 yi 2.1 pl al Poor demand planning 16 2.2.2 Poor purchasing performance 18 2.2.3 Updated map 20 n ua 2.2.1 n va ll fu Main problem validation 22 2.4 Problem definition and consequences 23 oi m 2.3 nh Problem definition 23 2.4.2 Consequences 24 at 2.4.1 z z vb CAUSE VALIDATION 25 jm ht Potential causes 25 3.2 Cause Validation 26 k 3.1 3.2.2 Inaccurate input information 28 3.2.3 Misunderstand of internal communication 29 om l.c Improper forecasting method 26 n a Lu Main cause selection 30 4.1 Alternative Solutions 32 y te re SUGGESTED SOLUTIONS 32 n va 3.3 gm 3.2.1 Point-of-sales (POS) data collection 32 4.1.2 Market survey purchasing from data vendors 34 th 4.1.1 t to 4.1.3 ng hi ep 4.2 Solution Selection 36 4.3 Action Plan in the organization 37 SUPPORTING INFORMATION 39 Technologies applications 35 w Summary of Interviews 41 ad y th 5.3 lo 5.2 Summary of Research Method 39 n 5.1 A summary of Financial Reports 51 ju yi REFERENCES 53 pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th t to LISTS OF TABLES ng hi ep Table 1: Warehouse utilization of Meizan CLV in 2017 - 2019 11 w Table 4: Closing stock of finish good of Meizan CLV Company in 2017-2019 16 n lo ad Table 5: Monthly demand forecast versus actual sales in 2019 17 y th Table 6: Raw materials stock aging report in Meizan CLV Company in 2019 19 ju yi pl Table 7: New project spending report in Meizan CLV Company in 2019 25 al n ua Table 8: Cost arising from over stock holding 25 va Table 10: Interview results with Marketing Director of Meizan CLV 30 n fu ll Table 11: Summary solution options 36 oi m at nh Table 12: Action Plan in Meizan CLV Company 38 z Table 13: Summary of Research Method 40 z k jm ht vb om l.c gm n a Lu n va y te re th t to LISTS OF FIGURES ng Figure 1: Organization chart of Meizan CLV 10 hi ep Figure 2: Operation flow chart of Meizan CLV Company 15 w Figure 3: Initial map 20 n lo Figure 4: Updated map 22 ad ju y th Figure 5: Two ways feedback in communication of Meizan CLV 29 Figure 6: Cause and effect map 32 yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th t to ng EXECUTIVE SUMMARY hi ep Demand planning is critical step in Sales and Operation Planning process which ensure operation in manufacturing work smoothly, make balance between supply and demand to avoid w n wasting from overstocking inventory as well as loose customer satisfaction from shortage of lo ad stocks Bursa (1) said that in order to respond to uncertainty of market, demand planning as the y th key driver in the process to make high demand forecast accuracy with suitable method chosen ju such as leverage multiple demand signals (sales and order history, shipments, point of sales, new yi pl product launching plans, promotions program, syndicated data, competitors’ information, etc.) al n ua Meizan CLV Company (Meizan CLV) is manufacturing company in food industry being va high competitive market with high market volatility and significant impact from competitors It n requires a good demand planning to ensure smooth operation, optimize costs as well as using fu ll working capital efficiently to gain competitive advantage Meizan CLV has strong sales growth m oi during operation since started in mid-2017; however too high stock level in warehouse will invite at nh some serious issues which affect to smooth of operation as well as long term growth of company Observing this problem, this study will analyze analyses to find out cause of problems and create z z solution to solve the exist problem in Meizan CLV k jm ht vb om l.c gm n a Lu n va y te re th t to PROBLEM CONTEXT ng 1.1 Meizan CLV company overview hi ep In the general trend of the integration process, the lifestyle of Vietnamese people gradually changes in the Western style, fast food chain stores, supermarkets, restaurants, and w n cakes are increasingly developing Aiming to meet the increasing demands of consumers for lo ad value-added, safe and healthy foods and convenience and in accordance with modern life, y th Meizan CLV with main business is producing value-added foods from cereals established and ju put in operation in 2017 has been constantly investing in research and development, product yi diversification, applying many advanced technologies to production and building, implementing pl ua al and maintaining the quality management system and food safety in accordance with FSSC 22000 international standard and ISO 14001 environmental management system, step by step affirming n n va its leading position in the value-added food products processed from cereals in Vietnam and Laos markets and Cambodia Currently, Meizan CLV Company uses automation system with fu ll closed processing in producing value-added foods from cereals Especially, in macaroni and egg- m oi noodle segment, only Meizan CLV applies automation system in order to gain cost competitive nh advantage with small manpower as well as low manpower costs at z z Main product segments of Meizan CLV include premix products, macaroni and egg vb noodle with brand Meizan Premix segment includes crispy frying premix, seasoned crispy ht jm frying premix, Vietnamese pancake, corn starch and tapioca starch with main competitors such k as Tai Ky, Ajinomoto, Vinh Thuan, Huong Xua, Macaroni and egg noodle competing with main gm competitors is Safoco being long-standing brand in market Besides, basing on the available of om l.c distribution of Wilmar in Vietnam, it strongly support for Meizan to penetrate grain value added processing industry After three years operation, Meizan Company reaches at third in the market segment such as pancake, corn and tapioca starch are still low due to Meizan CLV has just n a Lu in which number in crispy premix segment, number macaroni and egg noodle and other th quality y healthy and satisfaction of customers and consumers through constantly improving product te re consumer-pack processed grain food (excluding instant noodle and bakery) in market Enhance n Mission of Meizan CLV is that to be the Vietnam largest and most innovative player in va entered this market from 2019 10 t to ng Mr Ho Diep Anh Khoi General Director hi Ms Tran Thi Bich Ngoc Strategic planning supervisor ep Mr Dao Thai Huy Chief Accountant Mr Co Dinh Huy Plant Director Ms Do Thi Bich HR manager Ms Tu Ngoc Phuong Procurement Ms Duong Hoang Thoai General accountant Mr Vu Manh Cuong Production Manager Ms Le Thuy Ai HR supervisors Ms Nguyen Thuy Tien w Mr Luu Huynh Marketing Director n lo ad Mr Le Ngoc Huynh Marketing manager y th Sales planning for supper market Ms Le Ai Nga Payment accountant Mr Nguyen Viet Hung Workshop Manager ju Mr Nguyen Tang Huy S.H.E manager Ms Bui Truc Ly Production accountant yi Sales planning for distributors pl Other accountants Mr Le Kha Logistic manager n ua al Sales plannig for promotion program Ms Nguyen Phuong Thao Brand manager va n Figure 1: Organization chart of Meizan CLV fu ll Meizan Company with general director being responsible for business operation and m oi performance was divided in to seven main departments including: nh at Marketing department: takes responsibilities of introduction products to customer, z finding potential customer, receiving orders, complaints and feedback to customers in market z vb Accounting department: is responsible for check the accuracy of bill and document ht k this department has some key roles and responsibilities, jm before paying, recording and reporting the cash flow transactions of a company Besides, gm including accounts receivable, accounts payable, payroll, financial reporting, and maintaining om l.c financial controls workshop and maintenance is to repair and maintain production system if have breakdown n a Lu Plant: includes four main sub departments such as production is to manufacture products, relations, grievance handling, legal procedures etc… th selection), training and development, payroll management, rewards and recognitions, Industrial y Human resource: it covers but is not limited to human planning, hiring (recruitment and te re distribute goods to customers n va occurring, S.H.E is to ensure safety and environment of factory, and logistic to storage and 40 t to Method ng Actions Review internal performance hi ep w Secondary n lo data Purpose report of each department To determine which department is not Financial report performing well Make comparison between target To confirm what interviewees shared in performance and actual interview ad performance of each department y th Suggest possible problems, potential causes as ju Review theory, previous studies well as solutions yi pl Focus group interview with Mr al Le Kha - Warehouse Manager, To understand what is exactly happening in ua department, how it occurs n Ms Tu Ngoc Phuong - va Procurement Manager, and Mr To confirm what secondary data shows n To validate main problem of business Manager oi m Interview ll fu Vu Manh Cuong - Production nh To understand what is exactly happening in at department, how it occurs z To confirm what secondary data shows, Huynh- Marketing Director theories and previous studies suggested z In-depth interview with Mr Luu ht vb jm To validate main cause of problem in business k To study the feasibility of solution options om l.c gm Table 10: Summary of Research Method n a Lu n va y te re th 41 t to 5.2 Summary of Interviews ng hi Method Interviewees Question Key answer's coding ep Based on reports from warehouse w department from 2017 to 2019, n is mainly in packaging lo we realized that inventory level ad Mr Le Kha - in warehouse is so high with over y th Warehouse warehouse capacity, low turnover ju Manager yi and high stock aging Could you pl please advise some reasons al ua va fu development and invest in oi m Do we have to buy at MOQ for mold from Meizan CLV all products? Normally, Does it product at nh z take how long to use up materials Many new products launched z at MOQ? vb Can't negotiate to reduce k to reduce MOQ level? have to buy at MOQ level jm Can we have deal with supplier is still low sales while still ht Manager quantity) level and slow due to suppliers have to ll Procurement at high MOQ (minimum order at MOQ level as requested n Phuong - Because procurement bought MOQ is high and have to buy n group Ms Tu Ngoc materials and finished good moving of finished good behind? Focus High stock level in warehouse gm MOQ level due to company's om l.c volume and size is not enough big to have power to deal with a Lu suppliers Production schedule is totally Mr Vu Manh Kha above is that some low basing on demand planning Cuong - sales products, production from Marketing department Production department produce more than Demand forecast from Manager actual demand Could you please Marketing department is advise some reasons behind? higher than actual demand n I have got information from Mr n va y te re th 42 t to ng Method Interviewee Question Key answer's coding hi ep Reply on order estimation What method does your team from customers and historical use to forecast? Do you think it data to support is suitable? This method is suitable due to Do you think it ‘suitable? Why? availability of supporting data w n lo ad ju y th yi pl Do you think we can use qualitative research to collect information and improve forecast performance? For example, we survey consumers to understand market demand n ua al Qualitative research and survey is not feasible due to being too complicated to staffs and requiring very high costs n va oi m What input information for forecast does your team use? How to collect it? Do you think input data is accurate? at nh Mr Luu Huynh Marketing Director ll fu In-depth interview z z k jm ht vb Customer will make estimation of their orders and upload to CDS system of company Market staff will download this data to use for forecasting There are a big gap between actual orders and estimated order of customers due to customers make estimation basing on sales target from company instead of market demand Main cause of poor demand planning Use historical sales data of company to forecasting the seasonality of market Lack of information of competitors such as pricing, promotion activities, Which impacts to demand of company Using software system (SOP) to control operation among department No big issue up to now om l.c n a Lu n va y te re Do you use market information such as competitors’ activities, pricing, promotion event or something like that? How the internal departments exchange the information? Are there mistake impacting the forecast result? gm How about other data you use for the forecast? th 43 t to ng Method Interviewee Question Key answer's coding hi ep Assigning salesman to collect Agreed with this option due market demand data as well as w to n competitors information lo + Feasible to What you think those ad + Available human resource y th solution options? Is it suitable + No costing arises ju to implement to the company? Don't before due to yi Are there any cost arising for pl company has just established al assigning salesman to collect n ua information from retailers? Why va you assign this task to and they just focused on push sales volume didn't pay attention on forecasting n salesman before? fu Director Rejected this option due to you think those solution required too high spending at market data vendors What nh - Marketing oi interview Buying market survey from m Mr Luu Huynh ll In-depth z options? Is it suitable to z implement to the company? gm suitable to implement to the Rejected this option due to k those solution options? Is it jm system What you think ht vb Using technologies or software required too high spending l.c om company? No new solution but add one more point in collecting data should also collect demand in y te re super market n va through salesman: n improve demand planning? a Lu Are there any other solutions for th 44 t to ng Interview transcript hi ep Interview 1: w Interview guide: Interviews with warehouse manager, procurement manager and production n manager on high stock level and over warehouse capacity Commissioned by Meizan CLV lo ad Company y th ju Personal information, your job/responsibilities/position within the company yi Based on reports from warehouse department from 2017 to 2019, we realized that pl inventory level in warehouse is so high with over warehouse capacity, low turnover and al n ua high stock aging Could you please advise some reasons behind? va For materials purchase, we have to buy at MOQ for all products? Normally, Does it n take how long to use up materials at MOQ? fu ll Can we have deal with supplier to reduce MOQ level? m oi Due to demand forecast is sent one week before? Could we adjust production schedule to at nh be closed to actual sales? Do you think there are any other reasons may cause high stock aging or stock level in z z warehouse? ht vb jm Transcript: k Interviewees: Mr Le Kha – Warehouse Manager of Meizan CLV gm Mr Vu Manh Cuong- Production Manager of Meizan CLV l.c Ms Tu Ngoc Phuong- Procurement Manager of Meizan CLV om Interviewer: Tran Thi Bich Ngoc – Strategic Planning Supervisor of Meizan CLV th Could you please advise some reasons behind? y inventory level in warehouse is so high with over warehouse capacity and high stock aging te re Interviewer: Based on reports from warehouse department from 2017 to 2019, we realized that n Location of interview: Focus group interview through Zoon Meeting va Date of interview: 9:00 a.m 15/04/2020 n a Lu Company 45 t to Mr Le Kha: Currently, types of inventory with high stock level in our warehouse mainly are ng packaging materials and finished goods For packaging, stock is high due to we have to buy at hi MOQ (minimum order quality) while demand for some products is low For example, packaging ep materials stay in warehouse about 7-10 days for quick moving products but stays about from w months to months, even up to year for slow moving products For finished goods, some n lo product is produced but slow moving Thus, it stays long time in warehouse ad y th Interviewer: sales volume was increasing significantly from about 900 tons in 2017 to nearly ju 4,000mt in 2019 May this be main reason causing over warehouse capacity? yi pl Mr Le Kha: Nope We have expanded warehouse to satisfy stock increasing in 2019 The al ua warehouse capacity allows us to stock about one week or maximum week of sales according n to rule of our group While stock stays longer than weeks leading to waste space and over n va warehouse capacity fu ll Interviewer: Do we have to buy at MOQ for all products? Normally, Does it take how long to oi m use up materials at MOQ? nh at Ms Tu Ngoc Phuong: Yes, we have to buy at MOQ due to suppliers have to invest in mold, z z printing machine, product development for our products Its cost many money and time Thus, ht vb they always require buying at MOQ to offset their costs As Mr Kha said above, it’s about 7-10 jm days for best sales product and over months and even year for slow moving products More k importantly, every year company has developed and launched some new products to market For gm these new products, we have to buy at MOQ but sales of the new products are still very low om l.c Interviewer: Can we have deal with supplier to reduce MOQ level? for suppliers to make profit They can’t reduce Besides, our sales volume is still low and not n a Lu Ms Tu Ngoc Phuong: No, we can’t As mentioned above, current MOQ level is accepted level behind? th production department produce more than actual demand Could you please advise some reasons y Interviewer: I have got information from Mr Kha above is that some low sales products, te re reduce MOQ at a product and still make profit from larger volume in other our products n va enough power to deal with suppliers Unless, company size is big enough so that suppliers can 46 t to Mr Vu Manh Cuong: Production department produces basing on request from marketing ng department Marketing department will send us demand forecast for next week in beginning of hi current week and we just schedule to produce for that week I see that there are fluctuation ep between demand forecast and actual order Sometime marketing feedback we are shortage w finished goods in warehouse, sometime it stays too long Especial, as Ms Phuong mentioned n lo above, we always have new products launching every year The demand forecast of these ad products is much higher than actual sales y th ju Interviewer: Due to demand forecast is sent one week before? Could we adjust production yi schedule to be closed to actual sales? pl al ua Mr Vu Manh Cuong: No, we can’t Because we have to prepare related materials, equipment, n and manpower in advance We can’t produce other products without preparation before n va ll level in warehouse? fu Interviewer: Do you think there are any other reasons may cause high stock aging or stock oi m z Interviewer: Thank for your sharing at nh Mr Le Kha/ Ms Tu Ngoc Phuong/ Mr Vu Manh Cuong: No, we think it’s enough z ht vb Interview 2: k jm Interview guide: Interviews with Marketing Director on demand planning performance gm Personal information, your job/responsibilities/position within the company l.c Based on the demand forecast report of marketing department, we realized that demand om planning is poor with big gap between forecast and actual According to theory, there are a Lu three main causes of poor forecast including improper method, inaccurate input n information and misunderstand internal communication What you think about this? Are there any other causes of poor demand forecast? th impacting the forecast result? y 2.3.How the internal departments exchange the information? Are there mistake te re think input data is accurate? Why? n 2.2.What input information for forecast does your team use? How to collect it? Do you va 2.1 What method does your team use to forecast? Do you think it ‘suitable? 47 t to What main is cause of poor forecast? Why? ng hi Transcript: ep Interviewee: Mr Luu Huynh – Marketing Director of Meizan CLV w Interviewer: Tran Thi Bich Ngoc – Strategic Planning Supervisor of Meizan CLV n lo Company ad Date of interview: 9:00 a.m 22/04/2020 y th Location of interview: In depth interview through Zoom Meeting ju yi Interviewer: Based on the demand forecast report of marketing department, we realized that pl ua al demand planning is poor with big gap between forecast and actual According to theory, there are three main causes of poor forecast including improper method, inaccurate input information n n va and misunderstand internal communication What you think about this? Firstly, what method ll fu does your team use to forecast? Do you think it is suitable? oi m Mr Luu Huynh: We mainly use customer data to the forecast Then we base on historical at market nh sales data sales to make some small adjustment Sales data help us to analysis seasonality of the z z ht vb Interviewer: Do you think it ‘suitable? Why? k comparing to other methods such as using target jm Mr Luu Huynh: Yes, I think so Because customer data is available and closest to demand gm Interviewer: Do you think we can use qualitative research to collect information and improve l.c om forecast performance? For example, we survey consumers to understand market demand n manpower, time and money to research It’s unnecessary to that a Lu Mr Luu Huynh: No, I don’t think so It’s quite complicated and requires a huge investment on y te re think input data is accurate? n va Interviewer: What input information for forecast does your team use? How to collect it? Do you has a system called CDS Every week, customers will upload their estimation into system and th Mr Luu Huynh: Order estimation from customers is main source for our forecast Our group 48 t to our staffs will extract data to use Our staffs usefully complain that there are a big gap between ng estimation orders and actual orders from customers We also work with customers to understand hi the reasons Customers make order estimations based on assigned sales target because they don’t ep have other information to use Besides, they want to push sales to achieve their target and gain w bonus from company n lo ad Interviewer: How about other data you use for the forecast? y th Mr Luu Huynh: We also use historical data, but only use to analysis the trend and seasonality ju yi of year It can to use for forecast absolute volume pl event or something like that? n ua al Interviewer: Do you use market information such as competitors’ activities, pricing, promotion va n Mr Luu Huynh: We are lack of detail information about competitors Because we are new in ll fu market and still put more effort on stabilize our operation, push sales volume, reaching customer oi m Thus, we don’t have enough time to collect information of competitor frequently and detail nh Interviewer: How the internal departments exchange the information? Are there mistake at z impacting the forecast result? z ht vb Mr Luu Huynh: Internal information exchange currently is good Up to now, there is no big jm misunderstand during operation causing a serious mistake Besides, we are implementing SOP k system to optimize work efficiency, reduce risks in operation and gain better performance Thus, om n a Lu Mr Luu Huynh: Nope I don’t think out other reasons l.c Interviewer: Are there any other causes of demand forecast? gm it’s seldom to have issues in information exchanging and communication y te re forecasting? n is only order estimation data from customers inaccurate and is it main cause of poor demand va Interviewer: In summary, forecasting method and internal communication have no issues Thus, forecast in demand planning th Mr Luu Huynh: Yes, it is I think order estimation of customers is big issues causing poor 49 t to Interviewer: Thank for your sharing ng hi Interview 3: ep Interview guide: Interviews with Marketing Director on solution to improve accuracy of input w information for demand planning n lo Personal information, your job/responsibilities/position within the company ad Expressing the solution idea to Marketing Director and seeking his advice on feasibility y th ju of each solution options for Meizan CLV What you think those solution options? Is it yi suitable to implement to the company? pl Are there any other solutions for improve demand planning? n ua al Transcript: va n Interviewee: Mr Luu Huynh – Marketing Director of Meizan CLV fu ll Interviewer: Tran Thi Bich Ngoc – Strategic Planning Supervisor of Meizan CLV oi m Company at nh Date of interview: 11:30 a.m 26/04/2020 Location of interview: In depth interview through Zoom Meeting z z ht vb Interviewer: According to theory, using point of sales (POS) data will improve demand forecasting to plans for company There are three ways to collect POS data including: k jm gm + Basing on customer collaboration, assigning salesman in market to collect data from retailers: company currently have salesman teams in market to visit and take care retailers In my opinion, l.c we can assign to salesman to collect information from retailers They will have information of om demand, sales numbers to end consumers of both our products and competitors, pricing and n a Lu promotion program of competitors n va + Buying market survey from market data vendors y te re + Using technologies or software system th What you think those solution options? Is it suitable to implement to the company? 50 t to Mr Luu Huynh: Firstly, I agree with the options that assigning salesman to collect data from ng retailers It will help us have sufficient information about market and competitors It’s possible to hi assign this task to salesman We just need make training to salesman to collect right information ep and efficiency Besides, we have already CDS system for distributors and salesman They just w collect information and share to system Marketing staffs are easy to download and use n lo ad For buying market survey and apply technologies or software system, it costs too high to y th implement, especial is technology tools installment Our budget is limited to spend much for this ju problem Thus, these two options are not feasible yi pl Interviewer: Are there any cost arising for assigning salesman to collect information from al n ua retailers? Why you assign this task to salesman before? n va Mr Luu Huynh: I believe there is no cost arising or just very small money spent for meeting fu arrangement to train them Regarding to not to assign this task before, due to we are new in ll market and still not stable We just pay 100% our efforts on pushing products to market as much m oi as possible and ignore this information Currently, we have better position in market with more nh stable in operation; I think it is suitable time to improve the problem at z z Interviewer: Are there any other solutions for improve demand planning? vb jm ht Mr Luu Huynh: Nope But I would like to expand more this solution In our system, we also have super markets channel Thus, we request our marketing team at super market to collect om l.c gm Interviewer: Thank for your sharing k information in this channel n a Lu n va y te re th 51 t to ng hi 5.3 A summary of Financial Reports ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th 52 t to ng hi ep w n lo ad ju y th yi pl n ua al n va ll fu oi m at nh z z k jm ht vb om l.c gm n a Lu n va y te re th 53 t to REFERENCES ng Bursa K How to effectively manage demand with demand sensing and shaping using point hi ep Financial ratio comparison among industries Available from: of sales data The Journal of Business Forecasting 2009 08;27(4):26-28 w n https://finance.tvsi.com.vn/tools/CompareIndustry?ddlLevel=2 [Accessed n.d.] lo ad Norazira AK, Nawawi A, Ahmad Saiful Azlin PS Inventory management effectiveness of a y th manufacturing company – Malaysian evidence International Journal of Law and ju Management 2018;60(5):1163-1178 yi Ivert LK, Jonsson P When should advanced planning and scheduling systems be used in pl ua al sales and operations planning? 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