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Journal of Computing and Innovation (JCI)
Volume 1, Issue 1 June 2017
JCI Vol. 1 Issue 1 | 38
Automated Supplies and Equipment Inventory Management System
Using Barcode Technology for LNU Supply Office
Clarence Ray R. Carolino; Eduardo H. Tiquen Jr.;
Ernest Nico T. Navarro; Justine Kenneth D. Trecene; Lowell A. Quisumbing
Leyte Normal University
Philippines
Abstract
In today’s growing market many businesses turn toward automated systems to perform their
everyday tasks. One automated system that is becoming more popular is the automated
inventory system. The Leyte Normal University Supply Office is one of the Offices that caters
to the Delivery and Inventory of Supplies and Equipment to its end users. Due to its
numerous transactions, the Supply Office currently experiences problems in their
transactions since all processes are done manually. Specifically, the generation of reports
during the inventory and monitoring of equipment’s proved to be a great struggle. Using the
Descriptive Research Design, a thorough study of the existing system in recording and
monitoring of equipment in the supply office was conducted. Results showed that the Supply
office is in dire need of automating their Inventory process to better serve their Stakeholders.
Keywords: Automated Systems, SDLC, Supply Office, Inventory Systems, LNU
1.0 Introduction
Advancement in technologies are
more rapid than ever. Different strategies
are being discovered to make people's life
and task easier. Among the forefront of
these strategies is Automation. Automation
brings forth solutions to different
organizational problems and complexities.
Automation is defined as the functioning of
systems and equipment in a desired manner
at the proper time, under control of
mechanical or electrical devises that operate
with or without human intervention (Arani,
W., Namusonge, G., & Mbuvi, L., 2017).
Nowadays, most companies use it together
with other methods and process to cater to
everyone's informational needs.
Mishra, P., & Koehler, M. J. (2006).
conveyed that through man's knowledge of
technology, traditional and manual ways of
working things were changed. Furthermore,
technology contributes so much influence to
people, that they began to develop systems
that highlight creativity and innovation for
work related objectives. Today, institutions
must automate in order to deliver effective
and reliable customer services. Most often, it
is the demand for proper and speedy
services that propel organizations to develop
applications or Information systems which
fast track important transactions.
One of the more popular
computerized systems most commonly used
in offices and institutions nowadays are
Inventory Systems. Computerized Inventory
system is a computer program that track
inventory and creates automated
replenishment order. Automating the
inventory system brings the organization the
potential improvement in accuracy and
speed through better analysis of inventory
trends, including the pattern of processing
and recording. Moreover, immediate results
will be more timely and information on the
items presently on hand are within reach.
The Supply personnel could encounter fewer
burdens, and there will be less effort on
processing transactions thus, avoiding
misplaced or lost records.
The Leyte Normal University (LNU) is
one of the pioneer educational institutions in
the Philippines. A workforce of more than
four hundred faculty and administrative staff
composes the structure of the organization.
As an academic venue for learning and
instruction, LNU is expected to deliver
quality education to the surrounding
communities in the province of Leyte and its
stakeholders. To support its goals and
Journal of Computing and Innovation (JCI)
Volume 1, Issue 1 June 2017
JCI Vol. 1 Issue 1 | 39
objectives, a Supply Office was created in
LNU to spearhead in the provision of
resources and equipment for teachers and
administrative staff. The supply office in the
university oversees the storage, inventory,
and disposal of Office supplies, tools and
equipment to the other service departments.
With the current physical operation of the
LNU Supply Office, a considerable amount
of time, effort and cost is needed to monitor,
manage and keep track of items in the
inventory. This makes the job of the supply
office personnel a tiring and cumbersome
task.
(Orlikowski & Baroudi; 1991) states
that philosophically, we regard information
systems development as a critical process.
As such, it is an emancipatory and
developmental process. By that we mean it
is a process where people have a say in
their work activities and information systems
at the same time. To the LNU community an
improved information system for the Supply
Office should mean that workers can do their
work better. However, despite the
attractiveness, Information systems
development projects are considered risky
due to factors such as high complexity, high
mutability, high situation dependency and
high risk of value conflicts (Bødker et al.,
2004). Money, time and effort are some of
the main considerations that needs to be
looked upon before the conduct of systems
development. Ideally, embarking on a
system modification using technology,
should be well observed and studied. Thus,
organizations like LNU should commonly
look for methods that are work-oriented and
applicable to participatory information
systems development. By participatory we
mean it should be beneficial to all parties
concerned. The methods that LNU should
utilize must be operational and theoretically
sound. Theoretically sound methods explain
the subject matter better and are well-
grounded, thus making it possible to change
the method into a more operational form.
The Activity Theory has been applied
to research in the fields of Human-Computer
Interaction, Computer-Supported Work,
Information Systems and Information
Science (Mwanza 2001; Redmiles 2002;
Vrazalic & Gould 2001; Wilson 2006). The
Activity Theory posits that in information
systems development, research, and
practice often focuses on individual activity
rather than collective activity. This is quite
understandable since the interest is usually
in human computer interaction, user
interfaces, or computer supported
cooperative work. Thus the focus of analysis
has been on the information system and not
on the work activity system. This theory
guides the study of developing an enhanced
automated system for the LNU supply Office
towards a clearer direction, in the sense that
development of information systems should
consider user friendliness and user
efficiency. After all a sound system must
ensure that it can be comfortably used by all
stakeholders concerned.
Finally, in view of the presence of
human and technological constraints
surrounding the function of the Supply
Office, an ample amount of assistance
through the development of computerized
tools and methods should be extended to
support their operational requirements. With
the trends of technology nowadays, it is
becoming more and more obvious that
having a manual process of monitoring and
conducting an inventory is no longer an
advantage to offices. If the LNU Supply
Office want a more effective process in their
office, automation is a way to go. The
Supply Office needs to realize that the
development of an Automated Inventory
Management System is the better option to
consider. Using this system, the supply,
monitoring, and dispensing of office
supplies, tools and equipment will become
faster, convenient, and economical. It is on
this premise that the development of an
Automated Inventory Management System
with Barcode Scanner Technology for the
LNU Supply office is strongly encouraged.
2.0 Objectives of the Study
This study aimed to design and
develop an Automated Inventory System
with Barcode Technology for Leyte Normal
University Supply Office that will provide fast
and accurate processing of transactions and
real time generation of reports. More
specifically, this study aimed to answer the
following questions:
1. What are the problems encountered by
the LNU faculty and staff when receiving the
Journal of Computing and Innovation (JCI)
Volume 1, Issue 1 June 2017
JCI Vol. 1 Issue 1 | 40
supplies and equipment in terms of the
following:
1.1 Sufficiency?
1.2 Specification?
1.3 Time?
2. What are the problems encountered by
the supply officers during the inventory of
supplies and equipment?
3. What are the different record keeping
procedures done in the university in terms
of:
3.1 Supplies?
3.2 Equipment?
4. What system prototype can be developed
to improve the processes at the LNU Supply
Office?
3.0 METHODOLOGY
3.1 Research Design
The study utilized the descriptive
survey design. which involved a
questionnaire to assess the views and
perceptions of the LNU Supply Office
Personnel towards the Inventory
management of supplies and equipment’s in
the University. The Iterative model of the
SDLC method was employed (Alshamrani,
A., & Bahattab, A., 2015) to evaluate the
requirements for the systems development
process and the implementation of the
proposed automated system. The produced
software follows each phase or iteration in
developing the Supply Office Inventory
Monitoring System.
3.2 Research Procedure
The researcher sought permission
from the LNU Supply Officer in charge of the
Inventory and similarly collected the opinions
of the chairpersons of the different offices in
the university towards the existing Inventory
System. This was done to determine the
population that will be involved in the study
and for the conduct on the distribution of
questionnaires.
Considering the significance of the
endeavor, the researcher decided on using a
framework which would model the methods
and ideas on the development of the LNU
Supply Office Inventory System. The
accompanying stages are the phases in the
frameworks development cycle.
The first phase is project
identification and selection. This identifies
what is to be focused on and what is the
appropriate software to be used for the
project. This was done through needs
assessment techniques such as surveys,
casual interviews and observations and a
systematic analysis of the Department of
Health system components.
Figure 1: Automated Supplies and Equipment
Inventory Management System Using
Barcode Technology for LNU Supply Office
Project Initiation and planning
identifies the portfolio of activities or the
scope of the project and its feasibility of
completion given the available resources.
This is essential for setting the criteria to be
established in the project.
The presentation and analysis
phase provides the information processing
services, which are needed to support
selected objectives, functions and features
of the project. This is also an intelligence
activity in which the developer captures and
structures information. Using the criteria set
as a springboard, alternative proposals are
scrutinized and systematically analyzed
Project
Identification
and
Selection
Project
Initiation
and
Planning
Presenta
tion &
Analysis
Logical and
Physical
Design
Implementation
Evaluation
Journal of Computing and Innovation (JCI)
Volume 1, Issue 1 June 2017
JCI Vol. 1 Issue 1 | 41
against the nature of the identified needs.
Decisions for implementation are then made.
Logical and physical design
involves the creation of new and improved
components of the project. It also provides
the creation of the best structure or model
and a systematic arrangement of the
developed project that shows the totality of
the whole system.
The implementation process is
preceded by the pre-planning and planning
stages, which are also coordinated activities
among the developers. At this point, training
materials will have to be prepared, and the
recipients for the actual implementation will
have to be selected and informed. In short,
resources both human and material will have
to be mobilized.
Ideally as soon as it is ready, the
training plan may be tried out on a pilot basis
in order to remedy any flows before it is
actually implemented. In this way, success is
more likely to happen and wastage of time,
money and effort are minimized. When the
results of the try-out are processed and
revisions are made, implementation stage
may be carried out. All kinds of assistance
must be provided for the plan to be
implemented and envisioned.
Lastly, the evaluation phase is the
stage wherein performance efficiency and
effectiveness is determined. At the outset,
the evaluation mechanism is to be attached
to the training package. Evaluation must
include both formative and summative forms
of assessment.
3.3 Respondents of the Study
The respondents of the study are the
(49) unit chairs of the different offices of the
Leyte Normal University. They were chosen
as respondents of the study considering that
they are the main end-users who receive the
supplies and equipment from the supply
office. Also included were the (8) members
of the Inventory committee who are tasked
to review and generate the inventory report
of supplies and equipment’s annually. A total
of fifty-seven (57) respondents were
considered as the respondents for the study.
3.4 Data Gathering Instruments
The researcher used survey
questionnaires as the main data gathering
tool for this study. Informal interviews
regarding the process and practices of the
respondents relative to the Inventory System
were conducted. The data collection was
done through in-person distribution, e-mail
and use of social networking media such as
Facebook, which were deemed necessary
for those respondents who were not able to
answer in-person distribution because of
conflicts of schedules.
Further, respondents were given
enough time to think about the questions as
stated on the questionnaire, thus producing
more accurate information period.
3.5 Statistical Treatment of Data
Responses from the questionnaires
were directly encoded and analyzed using
Microsoft Excel application – descriptive
statistics (frequency counts, percentages,
and mean).
Percentages. This was used for the
profile of respondents
𝑃 = 𝑓
𝑛x 100
where:
P = is the percentage
f = is the frequency
n = total responses
The mean of each item in the
instrument was determined based on the
following formula:
x = x/ n
where;
x = weighted average
x = score of each respondent
n = number of responses
Journal of Computing and Innovation (JCI)
Volume 1, Issue 1 June 2017
JCI Vol. 1 Issue 1 | 42
4.0 Research Output
This chapter shows the Presentation,
Analysis and Interpretation of data from the
survey conducted to the supply officers or
the inventory committees and the Unit chair
persons of Leyte Normal University. The
data presented below were divided into
three (3), the data gathered from the survey
conducted from the LNU unit chairperson
and inventory committee and the interview
made from the Supply Office personnel.
Moreover, the result from the interview
administered to the supply office was also
presented and discussed.
Table 1.2 shows the all-inclusive
result of sufficiency when receiving the
supplies from the supply office.
It indicates that 22.4 % of the
respondents answered that they always
experience problems in terms of sufficiency
and 40.8% answered Often and 20.4 %
answered seldom and 16.3% answered
never. Since, majority of the respondents
answered often this means that this problem
happens many times.
Table 1.3 Specifications
Table 1.3 illustrates the problem
encountered when receiving the supplies in
terms of specifications.
It indicates 26.5 % who responded
answered that it is always a problem, 20.4 %
answered often 22.4 % answered seldom
and 30.6 % answered never.
From the results, it indicates that
specifications are not really a problem
considering that majority of the respondents
answered that they never encounter
problems when receiving the supplies in
terms of specification. According to the
insights of genco.com (2011), with an
accurate assessment of supplies and the
adequate specifications and quantities,
inventories can improve its strategies and
reduce wastes.
Table 1.4 Time
Table 1.4 shows the problem encountered in
terms of time.
It indicates that majority of the
respondents 57.1% answered that time is
always a problem encountered when
receiving the supplies. Since majority of the
respondents answered always, this implies
that time is a serious problem in the process.
From the data gathered, this problem exists
sometimes because when the actual
customer’s demand is not what was
delivered. According to Donovan (2014), this
problem just keeps on repeating itself and
can cause more service problems.
Problems encountered by the LNU
faculty and staff more specifically the
Unit Chair when receiving the equipment
from the Supply office:
Table 1.5 Sufficiency
Table 1.5 shows the problem
encountered when receiving the equipment
in terms of sufficiency.
A majority of 30.6% who responded
that sufficiency is often a problem when
receiving the equipment, 26.5% answered
always, 24.5% answered seldom and 16.3%
answered never. According to the
researchers’ survey, since majority of the
Journal of Computing and Innovation (JCI)
Volume 1, Issue 1 June 2017
JCI Vol. 1 Issue 1 | 43
respondents answered always, this means
that sufficiency is really a problem.
Table 1.6 Specifications
Table 1.6 shows the problem
encountered when receiving the equipment
in terms of the specifications.
From the total of 49 respondents,
12.2% of the respondents answered that
they always encounter problems in terms of
specification when equipment was
distributed while 20.4% answered often,
28.6% answered seldom and 38.8%
answered never.
Table 1.7 Time
Table 1.7 shows the problem encountered
when receiving the equipment in terms of
time.
Majority of the respondents
answered that it is always a problem. A total
of 57.1% answered always, 22.4%
answered often. 12.2% answered seldom
and only 8.2% answered never. It shows the
all-inclusive information gathered from the
survey conducted by the researchers. It
shows that time is a serious problem in the
process. According to e2bteknologies (2012)
states that this type of problem can create
more problems in the inventory management
strategies.
The process of monitoring and the
different record keepings of supplies and
equipment.
From the conducted survey, the
supplies and materials are recorded and
kept through a ledger. This ledger contains
the information of the supplies. This
information contains the date received or
issued, invoice number, P.O or purchase
order number, receiver, quantity received,
quantity issued, quantity on hand, price per
purchase order, and remarks. In addition,
the record keepings of equipment are done
by the MR or the memorandum receipt. This
MR will be the basis in monitoring the
equipment.
The supply office is using the manual
process of monitoring the supplies and
equipment in the university. There are two
kinds of monitoring, supply adjustment
report which is done monthly through the
Request and Issue Slip of supplies and the
Physical Inventory of equipment by having a
clearance every year and renewal of MR.
Moreover, the donated supplies and
equipment that has deed of donation will be
recorded. And for those who don’t have,
then the office does not have any
responsibility for that supply and equipment.
Problems encountered by the supply
officers during the inventory of supplies.
The data illustrates that lost or
misplaced of supplies is seldom during the
inventory process. Sameness with the result
is the lost or misplaced of records
throughout the process. It also appears that
damaged supplies and records seldom
happen. This means that there is a
disorganized or poorly managed inventory of
supplies. According to Kokemuller (2012),
considering these constraints, it will cost too
much time during the process. This can lead
to delays of generating the reports and other
matters related to the inventory process.
Journal of Computing and Innovation (JCI)
Volume 1, Issue 1 June 2017
JCI Vol. 1 Issue 1 | 44
Table 1.8 Problems encountered by the
supply officers during the inventory of
supplies.
In terms of the lost or misplaced
Supplies. It shows that 12.5 replied Always,
50.0% answered Often, 25.0% said Seldom
and 12.5% answered Never. It means that
majority of the respondents have
experienced lost or misplaced Supplies in
the Office.
In terms of the lost or misplaced
records of Supplies. It shows that 25.0%
replied Always, 25.0% answered Often,
37.5% said Seldom and 12.5% answered
Never. It means that the least number of
respondents have experienced lost or
misplaced record of Supplies in the Office.
In terms of the Damaged Supplies. It
shows that 12.5 replied Always, 25.0%
answered Often, 37.5% said Seldom and
25.0% answered Never. It means that there
is a least occurrence of damaged Supplies
in the Office.
In terms of the damaged record of
Supplies. It shows that 37.5 replied Always,
50.0% answered Often, 12.5% said Seldom
and 0% answered Never. This means that
majority of the respondents have
experienced having their records of Supplies
damaged.
In terms of the lost or misplaced
Equipment. It shows that 50.0% replied
Always, 37.5% answered Often, 12.5% said
Seldom and 0% answered Never. This
means there is high percentage of incidence
that the respondents encountered loss or
misplacement of equipment.
In terms of the Damaged equipment.
It shows that 25.0% replied Always, 25.0%
answered Often, 37.5% said Seldom and
12.5% answered Never. This means there is
a rare incidence that the respondents
encountered problems of damaged
equipment.
In terms of the Lost or Misplaced
record of equipment. It shows that 37.5%
replied Always, 25.0% answered Often,
12.5% said Seldom and 25.0% answered
Never. This means there is constant
incidence that the respondents encountered
problems in the loss or Misplaced record of
equipment.
In terms of the Damaged record of
equipment. It shows that 37.5% replied
Always, 25.0% answered Often, 25.0% said
Seldom and 12.5% answered Never. This
means that majority of the respondents have
encountered damaged records of Equipment
in the Office.
In terms of the Timeliness of the
Inventory of the Equipment. It shows that
75.0% replied Always, 12.5% answered
Often, 12.5% said Seldom and 0%
answered Never. It means that majority of
the respondents consider the Inventory
Equipment time consuming.
In terms of the Timeliness of the
Inventory of Supplies. It shows that 75.0%
replied Always, 12.5% answered Often,
12.5% said Seldom and 0% answered
Never. It means that majority of the
respondents consider the Inventory of
Supplies time consuming. This implies that
time is one of the major reasons why there
are significant numbers of errors or
problems during the inventory process.
Stages in the inventory process of
supplies causes the most number of
problems.
It shows that condemnation always
causes the most number of problems during
the inventory process. Whereas, the
acquisition, delivery, return and transfer
stage appears that the supply office seldom
has problems in these stages. It is important
to determine on what stages are significant
in the inventory process. This approach
increases the reliability of maintaining
inventories and meeting the demands.
Journal of Computing and Innovation (JCI)
Volume 1, Issue 1 June 2017
JCI Vol. 1 Issue 1 | 45
Table 2.8 Number of responses in the
acquisition stage of the inventory
process
Table 2.8 shows the number of
responses in the acquisition stage of the
inventory process.
It indicates that a total of 75.0%
who responded that acquisition is seldom
causing a problem during the inventory
process. Moreover, a total of 25.0% who
answered that acquisition is never causing a
problem.
Table 2.9 Shows the number of
responses in the delivery stage of the
inventory process.
Table 2.9 shows the number of
responses in the delivery stage of the
inventory process. It illustrates that 0%
percent of the respondents answered that it
is never a problem, 100 percent answered
Seldom and 0% answered Always
throughout the process.
Table 3.0 Shows the number of
responses in the condemnation stage of
the inventory process.
Table 3.0 shows the number of
responses in the condemnation stage of the
inventory process
37.6 percent answered that it is
seldom a problem, while 62.5% said Always
and 0% answered never.
Table 3.1 Shows the number of
responses in the return stage of the
inventory process.
Table 3.1 shows the number of
responses in the return stage of the
inventory process. It indicates that 75.0%
answered seldom and 25.0% answered
always.
Table 3.2 Shows the number of
responses in the transfer stage of the
inventory process
Table 3.2 shows the number of responses in
the transfer stage of the inventory process.
A total of 37.5% of the respondents
answered that it is always a problem in the
process. In addition, 62.5% answered that it
is seldom a problem and 0% answered
never.
Stage in the inventory process of
equipment which causes the most
number of problems.
It shows that condemnation also
appears as always causes the most number
of problems during the inventory process of
equipment. Whereas, the acquisition,
delivery, return and transfer stage appears
that the supply office seldom has problems
in these stages.
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Table 3.3 Shows the number of
responses in the acquisition stage of the
inventory process.
Table 3.3 shows the number of responses in
the acquisition stage of the inventory
process. It indicates that there is a total of
100% who responded that acquisition
seldom causes a problem during the
inventory process of equipment.
Table 3.4 Shows the number of
responses in the delivery stage of the
inventory process.
Table 3.4 shows the number of
responses in the delivery stage of the
inventory process. It illustrates that 100% of
the respondents answered that it is seldom a
problem throughout the process.
Table 3.5 Shows the number of
responses in the condemnation stage of
the inventory process.
Table 3.5 shows the number of
responses in the condemnation stage of the
inventory process. It shows that 62.5%of the
respondents answered that condemnation is
always a problem in the process. In addition,
37.5% answered that it is seldom a problem.
Table 3.6 Shows the number of
responses in the return stage of the
inventory process.
Table 3.6 shows the number of
responses in the return stage of the
inventory process. 75.0% of the respondents
answered that it is seldom a problem in the
process and 25.0% answered that it is
always a problem.
Table 3.7 Shows the number of
responses in the transfer stage of the
inventory process.
Table 3.7 shows the number of
responses in the transfer stage of the
inventory process. It shows that 37.5% of
the respondents answered that it is always a
problem in the process, 62.5% answered
that it is seldom a problem and 0%
answered never.
Significance of the stages in the
inventory process of equipment.
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Table 3.8 shows the significance of the
acquisition stage in the entire inventory
process of equipment
Table 3.8 shows the significance of the
acquisition stage in the entire inventory
process of equipment
The table shows the acquisition stage
of the inventory process of equipment, it
indicates that a total of 12.5% who
responded the stage as not significant.
Moreover, a total of 37.5% who answered
the stage to be significant in the inventory
process. And lastly, 50.0% answered that it
is very significant in the process.
Table 3.9 Shows the significance of the
delivery stage in the entire inventory
process of equipment
Delivery
Responses in Percentage
No. of
Respondents
Not
Significant
Significant
Very
Significant
8
12.5%
50.0%
37.5%
Table 3.9 Shows the significance of the
delivery stage in the entire inventory process
of equipment. It is seen that 12.5% from the
respondents answered the stage as not
significant to the process and 50.0%
responded the stage to be significant. In
addition, a total of 37.5% answered that the
stage is very significant in the process of
inventory of equipment.
Table 4.0 Shows the significance of the
condemnation stage in the entire
inventory process of equipment.
Condemnation
Responses in Percentage
No. of
Respondents
Not
Significant
Significant
Very
Significant
8
0
25.0%
75.0%
Table 4.0 shows the significance of the
condemnation stage in the entire inventory
process of equipment. It indicates that a total
of 25.0% of the respondents who answered
the stage as significant. Moreover, a total of
75.0% who answered the stage to be very
significant in the inventory process.
Table 4.1 Shows the significance of the
return stage in the entire inventory
process of equipment.
Table 4.1 shows the significance of
the return stage in the entire inventory
process of equipment
A total of 12.5% from the
respondents answered the stage as not
significant to the process and 50.0%
responded the stage to be significant. In
addition, a total of 37.5% answered that the
stage is very significant in the process of
inventory of equipment.
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Table 4.2 Shows the significance of the
transfer stage in the entire inventory
process of equipment.
Table 4.2 shows the significance of the
transfer stage in the entire inventory process
of equipment. It indicates that a total of
37.5% who responded the stage as
significant. Moreover, a total of 62.5% who
answered the stage to be very significant in
the inventory process and 0% answered that
it is not significant.
5.0 The LNU Supply Office Inventory
System with Barcode Technology
Figure 1. The Main Form
Figure 2. The Administrator Login Form
Figure 3. The Administrator Homepage
Figure 4. The Administrator Employee
Form.
Figure 5. The Administrator Employee
Record Form.
Figure 6. The Administrator Adding New
Equipment Form.
Figure 7. The Administrator Position
Setting Maintenance Form.
Figure 8. The Administrator Barcode
Generator for Storekeeper Form.
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Figure 9. The Store Keeper Log-in Form.
Figure 10. The Storekeeper Equipment
List Form
Figure 11. The Storekeeper Add New
Supplier List Form.
Figure 12. The Storekeeper Returned
Equipment Form.
Figure 13. The Storekeeper Items
Damaged Form.
Figure 14. The Storekeeper Items Lost
Form.
Figure 15. Emnployee Items in Good
Condition
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Figure 16. The Employee Returned
Equipment Form.
Figure 17. The Employee Items Lost
Form.
6.0 Conclusion
Based on the findings of the study,
the researcher concluded that the manual
inventory and monitoring of supplies and
equipment at the LNU Supply Office is time
consuming and inefficient. The inaccurate
information of records, and delayed
generation of reports are serious problems
that needs urgent and decisive action.
The Automated Inventory system
significantly contributed towards the
improvement in speed, efficiency and
accurateness of the transactions and
records being offered by the LNU Supply
Office Personnel to their clients.
As a government agency, it is the
responsibility of the Office to provide fast
and accountable service to its intended
stakeholders. The resources that the Supply
Office provides supports the other
departments and colleges within the
University. Hence, adapting to automation
and computerization methods in achieving
its mandate is an incremental step towards
achieving a highly competitive and
productive organization that would survive in
today’s technology-driven world.
7.0 References
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Inventory Management in Micro, Small
and Medium Enterprises: A Case Study
of Kitui County.
Mishra, P., & Koehler, M. J. (2006).
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Orlikowski, W. J., & Baroudi, J. J. (1991).
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Mursu, Á., Luukkonen, I., Toivanen, M., &
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Practice: Theoretical Underpinnings for
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Model. Information Research: an
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waterfall model, spiral model, and
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