– Impact of Materials Management in a Manufacturing Company –
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TABLE OF CONTENTS
Title Page i
Certification ii
Dedication iii
Acknowledgement iv
Abstract v
Table of Content vii
CHAPTER ONE
1.0 Introduction 1
1.1 Background of the Study 2
1.2 Statement of the Study 3
1.3 Objective of the Study 3
1.4 Research Question 4
1.5 Research Hypothesis 4
1.6 Significant of the Study 4
1.7 Scope of the Study 5
1.8 Definition of Relevant Terms 5
1.9 Plan of the Study 6
1.10 Historical Background of the study 7
CHAPTER TWO: LITERATURE REVIEW
2.0 Introduction 9
2.1 The Conceptual Framework 9
2.2. Theoretical Framework 11
2.3 Empirical Framework 18
CHAPTER THREE
3.1 Research Design 20
3.2 Sample and Sampling Techniques 20
3.3 Procedure for data collection 26
3.4 Constraints in data collection 27
3.5 Population size 28
3.6 Method of data analysis 29
CHAPTER FOUR
4.1 Introduction 29
4.2 Data Analysis 30
4.3 Testing of Hypothesis 30
CHAPTER FIVE
5.1 Discussion of Findings 31
5.2 Conclusion 31
5.3 Recommendations 32
The Questionnaire 32
References 32
INTRODUCTION
As a manager in a manufacturing company, It is more necessary than ever to improve the overall productivity of the operation while such improvement requires an integrated effort involving all functional areas of the facility, specific actions are required within each functional area one of the functional areas in a manufacturing operation that is critical to the overall productivity of the company is material management.
The material management involves purchasing supplier management, material handling within the facility and extensive coordination among all functional areas of the facility in conjunction with material management sapiens, Jazayeri (1998).
Once the production process is under way the attention of the operations manager shifts to the daily activities of material management the daily composes materials purchasing, inventory control and work scheduling.
Therefore, the main point of materials management is to satisfy the need to all operating system such as manufacturing production line, promotional activities and physical distributor times. It is the operation as the customer, manager must work around the system till everything his and needs are satisfied.
REFERENCES
Bausch, Ronald. “WSJ M HYPERLINK “http://blogs.wsj.com/deals/2010/11/09/wsj-ma-101-a-guide-to-merger-agreements/”& HYPERLINK “http://blogs.wsj.com/deals/2010/11/09/wsj-ma-101-a-guide-to-merger-agreements/”A 101: A Guide to Merger Agreements”. WSJ Deal Journal. Retrieved 19.
Derek van der Platt (9 September 2013). Private Company Mergers and Acquisitions. Retrieved 18 February 2015.
Davis Mall & D’Agostine, P.C. Retrieved 19 August 2013.
Hansel, Gerry; Kengelbach, Jens; Walker, Decker. “Lessons from Successful Serial Acquirers”. Transaction Advisors. ISSN 2329-9134.
“http://www.mckennalong.com/media/site_files/1634_MLA%20M_A%20Quick%20Reference%20Guide.pdf”& HYPERLINK “http://www.mckennalong.com/media/site_files/1634_MLA%20M_A%20Quick%20Reference%20Guide.pdf” Acquisitions Quick Reference Guide” (PDF). McKenna Long & Aldridge LLP. Retrieved 19 August 2013.
Rumyantseva, Maria, Gregory Gurgle, and Ellen Henkle. “Knowledge Integration After Mergers
& Acquisitions.” University of Mississippi Business Department. University of Mississippi, July 2002.
Ranft, Annette L., and Michael D. Lord. “Acquiring new technologies and Capabilities: A
grounded model of acquisition implementation.” Organization science 13.4 (2002): 420-441.
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