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Describes the second stage in the development of a computer‐aided inventory management system (CAIMS) for PRESTO Tools Ltd, Sheffield. Describes the development of modules for calculating the re‐order level and economic batch quantity. Reviews the inventory control policies of the company and discusses the various options available to the company. The final part of the article describes and evaluates the operation of the system.

To develop and test three different inventory management strategies as applied to the complex emergency in south Sudan.

Quantitative modeling, simulation, and statistics.

This research identified critical system factors that contributed most significantly to inventory system performance, and identified strengths and weaknesses of each inventory management strategy.

This research represents a first step in developing inventory management systems for humanitarian relief. Future work would include modeling correlation among relief items, multiple items, and considering the impact of information.

In a domain that has seen limited application of quantitative models, this work demonstrates the performance benefits of using quantitative methods to manage inventory in a relief setting.

This research has value for relief organizations by providing a real‐world application of quantitative inventory management strategies applied to a complex emergency, and demonstrated performance advantages of quantitative versus ad hoc methods. This research has value for researchers by providing a new application of simulation and mathematical modeling (humanitarian relief).

Planning manager Michael Clay — drawing from his own experience working for a major chemical company — offers some advice on stock control of raw materials.

Organisations either keep spares for their own use, or‐for‐sale to other organisations. In either case, the ultimate need is to be able to replace worn or defective parts in operational machinery or equipment. In an economic sense, spares are kept to meet the needs of the situation in the cheapest way.

PROFOUND CHANGES are taking place in every major working place, whether in factories or offices. These changes are by no means dependent upon or even caused by the advent of what has come to be termed the new technology. That, it is true, has provided a fresh attitude to work. It has brought — there are no two ways about this — great unemployment and a reluctance that is very understandable to rush into strike action on some small pretext.

Overview All organisations are, in one sense or another, involved in operations; an activity implying transformation or transfer. The major portion of the body of knowledge concerning operations relates to production in manufacturing industry but, increasingly, similar problems are to be found confronting managers in service industry. It is only in the last decade or so that new technology, involving, in particular, the computer, has encouraged an integrated view to be taken of the total business. This has led to greater recognition being given to the strategic potential of the operations function. In order to provide greater insight into operations a number of classifications have been proposed. One of these, which places operations into categories termed factory, job shop, mass service and professional service, is examined. The elements of operations management are introduced under the headings of product, plant, process, procedures and people.

This article argues that the conflict between marketing and production can only be resolved by an understanding and recognition of the extent to which marketing influences and is dependent on the production function. It further argues that this understanding must begin during the planning process, when areas of joint responsibility (e.g. for setting stock levels) are identified and responsibility is jointly assigned for establishing objectives which are vertically and horizontally compatible. A classification system to assist the process of understanding the nature of objectives is put foward, and a theory of objective sets to assist the development of rational planning and review procedures is developed. The classification system and the theory have general applicability as well as specific value in facilitating and integrating marketing planning at strategic, tactical and operational levels.

Little work has so far been done to investigate the relative merits of push and pull production systems when subjected to a common set of conditions. The present study examines the behaviour of the two systems under various load (demand) conditions using computer simulation. The JIT pull system is found to provide better results throughput. Under heavier loading conditions, it is also able to maintain a lower in‐process inventory. Another significant finding is the influence of the scheduling rule. The first‐come‐first‐served (FCFS) rule results in poor process utilisation because of its inferior queue clearing capability. A shortest process time (SPT)‐based discipline, on the other hand, will generate greater job mobility within the system and provide substantial overall improvement in the system performance.

The purpose of this paper is to investigate factors explaining take-up rate of working capital management routines in small-scale businesses.

A cross-sectional survey research was employed using a sample of 450 small-scale businesses in the central business district of Kampala, Uganda. Common working capital management routines and activity rates were analyzed using descriptive statistics. While binary logistic regression analysis was conducted to discriminate between businesses that engage in working capital management frequently and those that do so less frequently.

The results show that on average, the most frequently performed routines relate to safeguarding cash and inventory, and credit risk assessment. Payment management routines are least performed. Second, business size, perceived usefulness and attitude explain high take-up rate of working capital management routines in small-scale businesses. Business age, level of education and financial management training are inconsequential in determining the likelihood to undertake working capital management frequently.

Paucity of studies world over on the input perspective of working capital management limited comparison of the findings with previous research. Future studies should be conducted to confirm the results.

The study findings imply that policy makers should develop work-based training programs that take into account the business size effect.

This study contributes to existing working capital management literature by explaining activity rate in a developing country perspective.

Whilst leaving work the other day I noticed the headlines on a piece of newspaper trampled into the wet concrete: ‘HOLIDAYS CRISIS’. During the next ten minutes several hundred people walked over the newspaper; everyone noticed it ‐ they could not fail because it rested on the threshold of the door. Not one was sufficiently interested to read the sub‐headings, or to pass a remark about it to a friend of colleague.