International Journal of Business Analytics and Intelligence

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

An Empirical Analysis of Inventory Positioning for Pertinent Operations


Affiliations
1 Department of Commerce, University of Jammu, Udhampur Campus, Jammu & Kashmir, India
     

   Subscribe/Renew Journal


Inventory positioning is a situation of a particular inventory item at a particular time. The paper presents an empirical analysis of inventory positioning for pertinent operations and its proper management and control. The study was conducted on 152 wholesalers, from whom primary data were collected, operating in district Udhampur (J&K State). The respondents were approached with the assistance of snowball referral sampling.Cronbach-alpha and BTS assisted out to justify the validity and reliability of the scales in the construct. Factor analysis was used for data purification, rectification, and validation. Multivariate tools such as mean, standard deviation, and hierarchal regression model were employed for drawing meaningful results. The results of hierarchal regression model revealed that inventory positioning and management leads to balancing of consumption and operations, inventory positioning and management results in facilitating purchase economies, inventory positioning and management fosters potential savings, and inventory positioning and management assists in avoiding costly interruptions in operations.

Keywords

Inventory, Positioning, Management, Wholesalers.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Chandler, A. D. (1994). Scale and scope: The dynamics of industrial capitalism. Cambridge, Mass: Belknap Press of Harvard University Press, pp. 29.

  • Chopra, S., & Sodhi, M.S. (2004). Managing risk to avoid supply-chain breakdown. MIT Sloan Management Review, 53-61.

  • Christopher, M., & Peck, H. (2004). Building the resilient supply chain. International Journal of Logistics Management, 15(2), 1-13.

  • Dess, G. G., Lumpkin, G. T., & Covin, J. G. (1997). Entrepreneurial strategy making and firm performance: Tests of contingency and configurational models. Strategic Management Journal, 18(9), 677-695.

  • Establish Inc./Herbert W. Davis & Co. (2006). Logistics Cost and Service 2005. Paper presentedat Council of Supply Chain Management Professionals Conference. Retrieved from www.establishinc.com.

  • European Logistics Association/A.T. Kearney (2004). Differentiation for Performance. DeutscherVerkehrs- Verlag GmbH, Hamburg.

  • Field, A. P. (2004). Discovering statistics using SPSS for windows. London, Sage Publications, 619-672.

  • Gordon, L. A., & Narayanan, V. K. (1984). Management accounting systems, perceived environmental uncertainty and organisational structure: An empirical investigation. Accounting, Organisations and Society, 19(1), 330-348.

  • Hair, J. F., Anderson, R. E., Tatham, R. L., & Black, W. C. (1995). Multivariate data analysis. New Jersey: Prentice Hall, 87-115.

  • Harland, C. M. (1996). Supply chain management: Relationships, chains, and networks. British Journal of Management, 7, 63-80.

  • Huang, M., Ding, J., IP, W.H., Yung, K.L., Liu, Z., & Wang, X. (2006). The research on the optimal control strategy of a serial supply chain. ICNC, Part 1, LNCS 4221, 657-665.

  • Huson, M., & Nanda, D. (1995). The impact of just-intime manufacturing on firm performance in the US. Journal of Operations Management, 12, 3/4, 297-310.

  • James H. G. (1983). Production and inventory control-systems and decisions. Published by D. B. Taraporewale sons & Co. (P) Ltd., Bombay, p.203.

  • Kakati, R. P., & Dhar, U. R. (2002). Competitive strategies and new venture performance. Vikalpa, 27(3), 13-24.

  • Koufteros, X. A., Vonderembse, M. A., & Doll, W. J. (1998). Developing measures of time-based manufacturing. Journal of Operations Management, 16(1), 21-41.

  • Lee, H. L. (2002). Aligning supply chain strategies with product uncertainties. California Management Review, 44(3), 105-119.

  • Prater, E., Biehl, M., & Smith, M. A. (2001). International supply chain agility: Trade offs between flexibility and uncertainty. International Journal of Operations & Production Management, 21(5/6), 823-839.

  • Radnor, J. Z., & Boaden, R. (2004). Developing an understanding of corporate anorexia. International Journal of Operations & Production Management, 24(4), 424-440.

  • Suri, R. (1998). Quick response manufacturing. Productivity Press, Portland, OR. Velmathi, N., & Ganesan, R. (2012). Invent ory Management of Commercial Vehicle Industry In India. Ijemr, 2(1).

  • Womack, J. P., Jones, D. T., & Roos, D. (1990). The machine that changed the world. Rawson Associates, New York, NY.

  • Wong, A., Tjosvold, D., & Zhang, P. (2005). Supply chain management for customer satisfaction in China: Interdependence and cooperative goals. Asia Pacific Journal of Management, 22, 179-199.


Abstract Views: 453

PDF Views: 2




  • An Empirical Analysis of Inventory Positioning for Pertinent Operations

Abstract Views: 453  |  PDF Views: 2

Authors

Vipul Chalotra
Department of Commerce, University of Jammu, Udhampur Campus, Jammu & Kashmir, India

Abstract


Inventory positioning is a situation of a particular inventory item at a particular time. The paper presents an empirical analysis of inventory positioning for pertinent operations and its proper management and control. The study was conducted on 152 wholesalers, from whom primary data were collected, operating in district Udhampur (J&K State). The respondents were approached with the assistance of snowball referral sampling.Cronbach-alpha and BTS assisted out to justify the validity and reliability of the scales in the construct. Factor analysis was used for data purification, rectification, and validation. Multivariate tools such as mean, standard deviation, and hierarchal regression model were employed for drawing meaningful results. The results of hierarchal regression model revealed that inventory positioning and management leads to balancing of consumption and operations, inventory positioning and management results in facilitating purchase economies, inventory positioning and management fosters potential savings, and inventory positioning and management assists in avoiding costly interruptions in operations.

Keywords


Inventory, Positioning, Management, Wholesalers.

References