Final Chap 1 2 3-Eos

CHAPTER 1
1.0 INTRODUCTION
Many companies are using inventory systems for their success and
growth. Inventory systems have a variety of functions that have purpose in
businesses. Promoting the sales and shrinkage control are two main functions of
inventory system. Promoting the sales function deals with availability of
sufficient products for the customers whereas shrinkage control function deals
with monitoring the occurrence of damage loss, or theft, etc. of the products. A
company must have a powerful inventory system in order to supervise the
companys inventory. Conducting an inventory is one of the critical operations of
the company, gathering data is important to keep the company more updated in
their products. A manual inventory system is more difficult to conduct. It requires
more time, more effort to conduct. It will make the processing of data or updating
the records slower and burdensome for the people involved. The proposed system
will eliminate some of difficult tasks, minimizing them into smaller manageable
problems to solve immediately. Ensure that systems contain essential elements of
data and in compliance with policies contained herein, (gains and losses) into or
out of the reporting activity responsible.
1.1PROJECT OVERVIEW
The integrated inventory system is a process whereby it will gathered
some reports from all the sub system under enterprise operation system. The
integrated inventory officer will identify such reports, analyze the given issues
and send back recommendation to the specific department to address such
problems. And solve it automatically to minimize the given issues, to prevent also
the delayed delivery of those products or a stock in the integrated inventory
officer also provides an executive dashboard. In here, graphical representations of
the issues are encountered of all departments in their operations ranked also by
how often it happened. It shows the company's over all report and assessment of
the departments and the progress of work in a specific point of time. By this the
executive can see if the company are gaining or losses of there profits.
Inventory Deployment System
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1.2 PROBLEM DOMAIN
Many companies struggle with sales forecasting and maintaining the tracking
inventory.
Many companies have a hard time to forecast the sales and to track the inventory of
the company. And that sales forecasting was create a solution by viewing the reports
of the previous sales are needed. To create also a sales forecast that same process
works also with the tracking of inventory.
Lack of a prior record in forecasting and advance planning and scheduling

being transmitted.
Insufficient reports from the other departments or the reports are delayed that affects
the forecasting, thats why they need to make the advance planning and scheduling
process of the stocks and products to be delivered on time.
Lack of reports an inventory gain of a previously reported lost / stolen or

found in the products.
The reports are not complete with full details. It is not organized thus it is not
accurate to make a good reports presented to the clients. And in that way may
provide full detailed of information coming from the clients and organized reports.
1.2.1 STATEMENT OF PROBLEMS

The project will address the problems that being encountered of the client
upon using the existing system.
Late in addressing the reports about complaining of the stocks and
products that should be delivered on time.

Slow generating of reports by sending it to all departments because of the
connections.
The report is not specified on each department for the losses of products.
1.3 OBJECTIVES OF THE PROJECT
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The main objective of the project is to design, develop and validate the
concept of applying opportunistic networks and respective cognitive inventory
systems for efficient application/ service/ content provisioning in the future. In
order to achieve this main objective, the project will conduct work addressing the
various technical challenges, which closely relate to the detailed objectives of the
project.
The system is integrated w/ the other department.

On time receiving of reports.
Quick generating of reports.
Fast to identify reports.
Fast to give recommendations.
On time in addressing issues.
Interactive presentation of reports.
On time delivered the products.
1.4 SIGNIFICANCE & SCOPE OF THE PROJECT

This study aims to develop inventory system that enhances the process in
the existing system the study limits on the following and functions:
Scope of the System

Viewing Reports The system has the ability to view all the inventory
reports of the other departments. These reports include the issues that are
encountered by the departments in their operations.
Reports The ability to generate reports from all the departments.
Security levels This system provides high level security for data
leaking as only admin and employee people can access the database no changes
can be made in it until it verifies the user login id and password.
Integration to all departments under Enterprise Operation SystemThe integrated inventory system has the access to all the departments, but it can
only view and print the reports of the said departments.
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Limitations of the system

Cant manage any inventory of all departments except for viewing and printing of
reports only.
Analytical reports presenting in a graphical representation of Inventory

Deployment System
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1.5 DOCUMENTATION OF EXISTENCE & SERIOUSNESS OF

THE PROBLEM
1.5.1 Documentation of current system/s
Knowing how to manage inventory position and deployment is as
important as determining how much to inventory to maintain and where to stock
it. As the company shifts its manufacturing or distribution strategy, the inventory
positioning and deployment strategy should be realigned. Different customers or
product lines may require different supply chains and inventory service
requirements. Inventory Position and Deployment Strategy is about deciding how
best to manage inventory to support customer delivery and supply chain
operations in the most efficient and effective manner.
1.5.2 Problem identified with the existing system
Inability to react quickly to rapid changes in the market with a diverse

product line and frequent new product introductions.
Limited reports.
Lost sales, canceled orders or consistent late deliveries.
Limited use of technology, manual process and data management using

complex Excel spreadsheets.
Slow inventory updates.
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1.5.3 PROCESS MODELS OF EXISTING SYSTEMS CONTRIBUTING TO

THE PROBLEM
Products
Receive
d
Warehous
e
Inventor
y Data
Release
of
Ordering
Products
1.5.4 DATA MODELS OF THESE EXISTING SYSTEMS

Products
Receive
d
Warehous
e
Inventor
y Data
Inventory Deployment SystemRelease

of
Products
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Ordering
1.5.5 DATA (OR ANY FORM OF STATISTICS) THAT MAY BE

RELEVANT TO PROVE EXISTENCE & SERIOUSNESS OF THE
IDENTIFIED PROBLEMS
An inventory of data sources was compiled from the information provided
by both the direct survey and the indirect approaches that provided potentially
useful information based on a combination of web site monitoring and the
identification of databases, as well as more news orientated sites. To be included
in the inventory each source had to pass a relevancy filter.
1.6 REVIEW OF EXISTING ALTERNATIVES

Information system improved the business industry and served as an
important rule of establishing a better economy. Since IT is more effective on
business firm, it is possible to work effectively in manufacturing in terms of good
services. The manufacturers focus on giving accurate and fair service. It means
that a department should work fast in courtesy of consumers the manufacturers
continues to look for the best solution of the problems.
1.6.1 DESCRIPTION
OF
HOW
USER/S
CLIENTELE
CURRENTLY COPES WITH THE PROBLEM

The manufacturer has decided and copes up to make a user-friendly
interface for maximum and smooth usability and can operate process in
monitoring, scheduling, managing account receivables, tracking records and
detailed reports.
1.6.2 ASSESS THE BEST AVAILABLE RESOURCES FOR

ADDRESSING THE PROBLEM
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In terms of paper work, the manual encoding of data the manufacturer

personnel decided to set a monthly updating of the reports so that the paper works
will be lessen. Instead of annual updating of reports the department change it to
monthly to avoid ramping.
1.6.3
DESCRIBE
HOW
YOUR
PURPOSE
TO
TAKE
ADVANTAGE OF EXISTING & CURRENT BEST PRACTICE IN

YOUR PROJECT
The role of existing system is too served as a reference to create a quality
system. It is advantage for the group because the existing system will be the basis
and all the information needed will be provided. According to one member of the
group There system is really good. Therefore it is a challenge to meet the norm
of our clients.
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CHAPTER 2-REVIEW OF RELATED LITERATURE & STUDIES

2.0
INTRODUCTION
This chapter presents the review of related literature and studies. It
contains a review of books and studies on the subject matter conducted here and
abroad and their relation to the present research. The researcher looked for a
number of foreign and local studies and some related literatures that have either
direct or indirect bearing to the study.
2.1
RELATED LITERATURE
2.1.1 Foreign Literature
http ://www.studymode.com/essays/Chapter-Ii-Related-Literature-And-
Studies-767850.html)
This contains a collection of foreign related literature that could compare
the similarities and differences with the study.
Title: Production Scheduling for Manufacturing Execution System
Author: Steen Lamparter
Lars Jordan
Date: September 2, 2011
Today, rst inter-organizational tracking & tracing systems facilitate timely
identication and handling of disruptions along the supply chain. However, these
systems typically operate at SCM and ERP level and therefore lack knowledge
and control over production processes.
This paper bridges the gap between logistics and production IT by
proposing a novel architecture for coupling the manufacturing operations as
dened in IEC 62264 with an EPCIS-compliant real time tracking & tracing
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system. The system leverages logic-based complex event processing for detecting
critical disruptions in the supply chain and initiates rescheduling of production. It
is shown that in the presence of unexpected events the rescheduling algorithm
minimizes delays and inventory costs while avoiding nervous schedules caused
by frequent changes. As proof of concept a reference implementation of the
architecture is realized within a discrete production line.
Eugene F. Brigman, Fundamentals of Financial Management, 5th ed., (Hinsdale:
Holt, Richard and Winston Sounders College Publishing, 2009),pp.840-841.
Companies are increasingly employing Inventory System. A computer

start with an inventory counts in memory. Withdrawals are recorded by the
computer as they are made, and the inventory balance is constantly revised. When
the recorded point is reached, the computer automatically places an order, when
this new order is received, the recorded balance is increased. Retail stores have
carried this system quite far, each item has magnetic codes, and as on item is
checked out, it passes over an electronic reader, which then adjusts the computers
inventory balance, at the same time the price is fed to cash register tape. When the
balance drops to the recorder point, an order is place.
2.2.2 LOCAL LITERATURE

(http://www.studymode.com/essays/Review-Of-Related-Studies1089397.html)
This contains a collection of local related literature that could compare the
similarities and differences with the study.
Title: Computerized Scheduling System
Author: MHAYBEL CAMARTIN
MANILYN DEQUILLA
Date: January 27, 2011
A computerized reservations and scheduling system is provided which alternately
allows transportation consumers to select from pre-scheduled transportation
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services provided by transportation providers or to negotiate and contract with

transportation providers who have available unscheduled transportation space.
The system comprises a central computerized data base.
2.2
RELATED STUDIES
2.2.1
Foreign Studies
COCA COLA FOREIGN STUDIES

http://ir.cokecce.com/phoenix.zhtml?c=117435&p=irol-
newsArticle&ID=139536
The Coca-Cola Company and Coca-Cola Enterprises Strategically
Advance and Strengthen Their Partnership The Coca-Cola Company to Acquire
CCE's North American Bottling Business CCE Has Agreed in Principle to Buy
The Coca-Cola Company's Bottling Operations in Norway and Sweden, and to
Obtain the Right to Acquire the German Bottler ATLANTA, Feb 25, 2010
(BUSINESS WIRE) -- The Coca-Cola Company (NYSE: KO) and Coca-Cola
Enterprises Inc. (NYSE: CCE):
Advancement fully aligns with the Coca-Cola system's 2020 Vision and
drives long-term value for all shareowners Evolves The Coca-Cola Company's
North American business to more profitably deliver the world's greatest brands in
the largest NARTD profit pool in the world CCE shareowners will benefit from
the improved financial growth profile and expansion of the Western European
business.
The Coca-Cola Company will generate immediate efficiencies with
expected operational synergies of $350 million over four years, and the
transactions, which are substantially cashless, are expected to be accretive to EPS
on a fully diluted basis by 2012 CCE shareowners to exchange each CCE share
for a share in a new CCE, focused solely.
Europe, and $10 per share in cash at closing The Coca-Cola Company
(NYSE: KO) and Coca-Cola Enterprises Inc. (NYSE: CCE) announce that they
have entered into agreements that will strategically advance the Coca-Cola system
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in North America and drive long-term value for all shareholders. In addition, the
parties have an agreement in principle to expand CCE's European business.
Our 2020 Vision calls for decisive and timely action to continuously
improve and evolve our global franchise system to best serve our customers and
consumers everywhere. Consistent with the 2020 Vision, our roadmap for
winning together, we act today as an aligned system," said The Coca-Cola
Company's Chairman and Chief Executive Officer Muhtar Kent.
"We are not acquiring CCE, rather we are acquiring their North American
operations, and they remain one of our key bottling partners with world-class
management, financial and operational capabilities. We have a strong and
unrelenting belief in our unique and thriving global bottling system.
Our new North American structure will create an unparalleled
combination of businesses, which will serve as our passport to winning in the
world's largest nonalcoholic ready-to-drink profit pool. This transaction offers
compelling value to both The Coca-Cola Company and CCE shareowners and
will create substantial and sustainable benefits for both companies' stakeholders."
Mr. Kent continued, "Our North American business structure has remained
essentially the same since CCE was founded in 1986, while the market and
industry have changed dramatically. With this transaction, we are converting
passive capital into active capital, giving us direct control over our investment in
North America to accelerate growth and drive long-term profitability. We will
work closely with our bottling partners to create an evolved franchise system for
the unique needs of the North American market.
Additionally, we will reconfigure our manufacturing, supply chain and
logistics operations to achieve cost reductions over time. Importantly, the creation
of a unified operating system will strategically position us to better market and
distribute North America's most preferred nonalcoholic beverage brands. At the
same time, in Europe, we are further strengthening our franchise system to
provide broader, contiguous geographic coverage and optimizing our marketing
and distribution leadership." CCE's Chairman and Chief Executive Officer John
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Brock said, "This transformation creates significant near-term shareowner value

through the sale of the North American business for fair value, delivering over $4
billion in cash to CCE shareowners, through cash distributions and planned share
repurchases.
At the same time, this enables our shareowners to retain equity in a sales
and distribution company with an improved growth profile. In the future, CCE
shareowners will also benefit from the expansion of our European business and
our improved financial flexibility." Mr. Brock added, "CCE remains the
preeminent Western European bottler and a key strategic partner with The CocaCola Company.
Our European business serves an attractive market with growing volumes
and profit driven by rising per capita consumption. As such, CCE will have an
improved profile with enhanced revenue, margins and EPS growth prospects.
Together with The Coca-Cola Company, we will continue to improve the
effectiveness of our operations in our expanded presence in Europe.
These actions strengthen our ability to compete effectively and sustainably
in Europe and represent the beginning of an exciting new era of long-term growth
for CCE's business and shareowners." Mr. Kent concluded, "This is a truly
historic day for the Coca-Cola system. As the world's leading beverage Company,
we are very excited about the vast opportunities before us and I can say with
confidence there is no better business to be in.
Over the next several years, the nearly $650 billion dollar global
nonalcoholic ready-to-drink beverage industry is expected to grow faster than
worldwide GDP and we are best positioned to capitalize on this enormous
industry opportunity in North America and Europe. These joint actions further
reinforce our confidence in achieving our 2020 Vision to more than double system
revenue and double servings to over 3 billion per day.
With our system more aligned than ever, the timing is right, and we
believe that these actions will usher in a new era of winning for our Coca-Cola
Page 13
system." Details of the Transactions The Coca-Cola Company, in a substantially

cashless transaction, will acquire CCE's entire North American business, which
consists of approximately 75 percent of U.S. bottler-delivered volume and almost
100 percent of Canadian bottler-delivered volume.
At the close of the transaction, The Coca-Cola Company will have direct
control over approximately 90 percent of the total North America volume,
including its current direct businesses. The Coca-Cola Company's acquisition of
the assets and liabilities of CCE's North American business includes consideration
of The Coca-Cola Company's current 34 percent equity ownership in CCE, valued
at $3.4 billion, based upon a thirty day trailing average as of February 24, 2010.
In addition, consideration includes the assumption of $8.88 billion of CCE debt
and all of the North American assets and liabilities - including CCE's accumulated
benefit obligation for North America of $580 million as of December 31, 2009,
and certain other one-time costs and benefits.
In a concurrent agreement, The Coca-Cola Company and CCE have
agreed in principle that CCE will buy The Coca-Cola Company's bottling
operations in Norway and Sweden for $822 million, subject to the signing of
definitive agreements, and that CCE will have the right to acquire The Coca-Cola
Company's 83 percent equity stake in its German bottling operations 18 to 36
months after closing for fair value.
A new entity, which will retain the name Coca-Cola Enterprises Inc., will
be created through a split-off that will hold CCE's European businesses. CCE's
public shareowners will exchange each existing CCE share for a share in the new
entity and will hold 100 percent of this new entity. CCE will provide its
shareowners, excluding The Coca-Cola Company, with a special one-time cash
payment of $10 per share. In connection with the transactions, CCE expects to
raise initial debt financing of up to 3.0x EBITDA to pay shareowners $10 per
share in cash at closing, to acquire the Norway and Sweden bottlers and to fund
the expected share repurchase program.
Page 14
Following completion of the transaction, it is expected that CCE will

adopt a program to repurchase up to approximately $1 billion of shares and a
policy of paying an expected annual dividend of $0.50 per share subject to the
discretion of CCE's Board of Directors and its consideration of various factors.
The Coca-Cola Company and CCE expect the transactions to close in the
fourth quarter of 2010. About CCR-USA and CCRC At the close, The Coca-Cola
Company will rename the sales and operational elements of the North American
businesses Coca-Cola Refreshments USA, Inc. ("CCR-USA") and Coca-Cola
Refreshments Canada, Ltd. ("CCRC"), which will be wholly-owned subsidiaries
of The Coca-Cola Company. Following the close, The Coca-Cola Company will
combine the Foodservice business, The Minute Maid Company, the Supply Chain
organization, including finished product operations, and our company-owned
bottling operations in Philadelphia with CCE's North American business to form
CCR-USA and CCRC.
In the U.S., CCR-USA will be organized as a unified operating entity with
distinct capabilities to include supply chain and logistics, sales and customer
service operations. In Canada, CCRC will be a single dedicated production,
marketing, sales and distribution organization. The Coca-Cola Company's
remaining North American operation will continue to be responsible for brand
marketing and franchise support. Details regarding the structure, leadership and
integration plans will be forthcoming.
Once completed, the transactions are expected to generate operational
synergies of approximately $350 million over four years for The Coca-Cola
Company and are expected to be accretive to EPS on a fully diluted basis by
2012. Further, in North America, this will generate system synergies that will
increase the growth rate and cash flow on a pro forma basis over time. Pro forma
for this acquisition, the North American business, including CCR-USA and
CCRC, would have generated approximately $19.2 billion in revenues and $3.6
billion of EBITDA in 2009. The Coca-Cola Company 2010 Outlook As a result of
these agreements,
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The Coca-Cola Company has not made any share repurchases during the
current fiscal year and will continue to be out of the market until the close of these
transactions. However, the Company remains committed to repurchasing $1.5
billion in 2010. About new CCE CCE will be The Coca-Cola Company's strategic
bottling partner in Western Europe and the third-largest independent bottler
globally. Reflecting CCE's position.
The Coca-Cola Company's strategic bottling partner in Western Europe,
the companies will enter into a 10+10 year bottling agreement and a 5-year
incidence pricing agreement. Pro forma, including the contributions of Norway
and Sweden, CCE would have generated approximately $7.3 billion in revenues,
$850 million in operating income, and $1.2 billion of EBITDA in 2009.
At closing, before planned share repurchases, CCE expects to have net
debt of approximately $2 billion. Immediately after closing and before share
repurchase, CCE is expected to have approximately 350-360 million outstanding
shares on a fully diluted basis, substantially comparable to the publicly owned
shares of CCE today. Shortly after closing, the Board of CCE is expected to
announce a planned share repurchase program of approximately $1 billion and an
initial annual dividend of $0.50 per share.
Payment of cash dividends and stock repurchases by CCE will be at the
discretion of CCE's Board of Directors in accordance with applicable law after
taking into account various factors, including, but not limited to, CCE's financial
condition, operating results, current and anticipated cash needs and plans for
growth. Therefore, no assurance can be given that CCE will pay any dividends to
its shareowners or make share repurchases, and no assurance can be given to the
amount of any such dividends or share
Pepsi-Cola Products
https://www.pepsiphilippines.com/company01.php
Pepsi's Beginnings
Page 16
Caleb Bradham knew that to keep people returning to his pharmacy, he

would have to turn it into a gathering place. Like many pharmacists at the turn of
the century, he had a soda fountain in his drugstore, where he served his
customers refreshing drinks that he created himself. His most popular creation
was a unique mixture of carbonated water, kola nuts, vanilla and rare oils, named
"Brad's Drink" by his customers. Caleb decided to rename it "Pepsi-Cola," and
advertised his new soft drink to enthusiastic customers.
Building the Business

Advertising Pepsi-Cola as "Exhilarating, Invigorating, Aids Digestion,"
the business began to grow. Caleb sold 7,968 gallons of syrup in 1903. Two years
later, he awarded two franchises to bottle Pepsi- Cola to independent investors in
Charlotte and Durham, North Carolina. In 1906, the number of franchises grew to
15 and leapt to 40 by 1907.
By the end of 1910, there were Pepsi-Cola franchises in 24 states, and the
company was selling more than 100,000 gallons of syrup per year. Building a
strong franchise system was one of Caleb's greatest achievements. Local PepsiCola bottlers, entrepreneurial in spirit and dedicated to the product's success,
provided a sturdy foundation for a growing company.
Avon
http://www.avon.com.ph/PRSuite/whoweare_main.page
Avon, the company for women, is a leading global beauty company, with
over $10 billion in annual revenue. As the world's largest direct seller, Avon
markets to women in more than 100 countries through approximately 6.5 million
active independent Avon Sales Representatives. Avon's product line includes
beauty products, as well as fashion and home products, and features such wellrecognized
brand
names
as Avon
Color, ANEW,
Solutions, Skin-So-
Soft, Advance Techniques and Avon Naturals.
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In the Philippines, Avon has been in operations since 1978 when it entered
the beauty market with the purchase of local beauty company Beautifont. The
company name officially changed from Beautifont by Avon to Avon Cosmetics,
Inc in 1983. Now Avon Philippines celebrates more than 30 years of making
womens dreams come true through its beauty products, earning opportunities and
advocacies.
2.2.2 LOCAL STUDIES
San Miguel http://www.sanmiguelbrewery.com.ph/
Established
in
1890
as
single-product
brewery, San
Miguel
Corporation (San Miguel) is the Philippines largest beverage, food and

packaging company. Today, the company has over 100 facilities in the
Philippines, Southeast Asia, and China. One of the countrys premier business
conglomerates, San Miguels extensive product portfolio includes over 400
products ranging from beer, hard liquor, juices, basic and processed meats,
poultry, dairy products, condiments, coffee, flour, animal feeds and various
packaging
products.
For generations, the Company has generated strong consumer loyalty through
brands that are among the most formidable in the Philippine food and beverage
industry San Miguel Pale Pilsen, Ginebra, Monterey, Magnolia, and Purefoods.
Flagship product, San Miguel Beer, holds an over 95% share of the Philippine
beer
market.
In addition to its leadership in the Philippine food and beverage industry, San
Miguel has established a significant presence overseas. The Companys
operations extend beyond its home base of the Philippines to China (including
Hong
Kong),
Vietnam,
Indonesia,
Malaysia,
Thailand
and Australia.
Through strategic partnerships it has forged with major international companies,

Page 18
San Miguel has gained access to managerial expertise, international practices and
advanced technology, thereby enhancing its performance and establishing itself as
a
world-class
company.
San Miguels partners are world leaders in their respective businesses. Kirin
Brewery Co., Ltd. is a major shareholder of San Miguel Brewery. The Company
also has successful joint venture relationships with US-based Hormel Foods
Corporation, Nihon Yamamura Glass and QTel, a telecommunications company in
Qatar.
In the Philippines, San Miguels corporate strategy is at aimed capitalizing on new
growth markets through acquisitions and further enhancing its competitive
position
by
improving
synergies
across
existing
operational
lines.
The company has significantly expanded its participation in both its core
businesses of food, beverage and packaging, as well as heavy industries including
power and other utilities, mining, energy, tollways and airports.
Suzuki http://www.suzuki.com.ph/index.php?
option=com_content&view=article&id=61&Itemid=68
ABOUT THE COMPANY

Since 1959, Suzuki came into the Philippine motoring scene through the
able management of Rufino D. Antonio and Associates Inc wherein they handled
nationwide distribution of Suzuki motorcycles.
In July 10, 1975, a joint venture between Suzuki Motor Co., Ltd. (Japan)
and Rufino D. Antonio and Associates, Inc was formed under the name of
Antonio Suzuki Corporation and this helped in the expansion of motorcycle sales
in the country.
Due to the economic crunch experienced right after the assassination of
Senator Benigno Aquino in 1984, Suzuki Motor Co., Ltd ( Japan) took over the
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operations from Antonio Suzuki Corporation. With this, in February 1985, Suzuki
Philippines, Inc. (SPH), a wholly owned company of Suzuki Motor Co., Ltd.
(Japan), was formally introduced to the Philippine market. (In 1990, Suzuki
Motor Co., Ltd. was changed to Suzuki Motor Corporation).
Since then, Suzuki Philippines Inc. has been at the forefront of introducing
motorcycle models which enjoyed market acceptability. The steady shift of the
motorcycle market from mostly tricycle models to solo-ride models like privately
or company owned mopeds. scooter, and trail bikes has prompted Suzuki to
continuously come out with new models to cater to this market.
In 1990, SPH was the first motorcycle Company to export motorcycle
outside of the country, shipping 114 units to Suzuki S.A. in Guatemala.
Since the start of the company, Suzuki Philippines Inc., the following
models were introduced to the Philippine motorcycle market.
Suzuki X120 (B120)
Suzuki X-3 (GP100)
Suzuki X-4 (GP125)
Suzuki TS100 ERD
Suzuki TS125 ERD

At the peak of its motorcycle exportations in 1993, SPH shipped out 845
units to various customers such as Guatemala and others.

In 1994, SPH launched the Suzuki Crystal (RC110), the first 2-stroke
underbone motorcycle from Suzuki made available in the Philippine market. This
model set the new standards for speed, fashionable and effortless motorcycle
riding.
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In 1996, the off-road market welcomed the arrival of the Suzuki TSR125
with motocross spec. linkage suspension and high capacity camel-back fuel tank.
1997 was the year when Suzuki ventured into the growing scooter market
with its introduction of the Suzuki SS100 Frontier Scooter, which was imported
from Taiwan.
In 1998, Suzuki came out with another 2-stroke underbone model in the
Suzuki Swing (SC110)
In October 1999, SPH also marked another milestone event in its history
when it took over the automobile operations of Suzuki in the country from
Pilipinas Transport Industries, Inc. (PTII). The expansion greatly strengthened the
company image and capability in carrying its four-wheel division.
In July 2000, Suzuki Automobile launched its flagship model - the Grand
Vitara - with its all-new 2.5 liter v6 engine, building on the rich heritage of the
Vitara model in the Sport Utility Vehicle (SUV) market. Automobile enthusiasts
can only look forward to upcoming new models, which will be launched locally
after successful introduction of these models in the international market.
In 2001 was the year the Suzuki Crystal was replaced with the new 4stroke underbone model Suzuki Shogun 110cc which emerged as the most
powerful and yet economical model in its class with its sophisticated twin dome
combustion engine design and its highly efficient internal cooling system that
prevents excessive engine over-heating.
In 2002, Suzuki introduced the Raider 125 - the motorcycle that will pave
the way for Suzuki to lead the sporty underbone category in the Philippine
market. In the same year, Suzuki launched a fashionable, powerful yet economical
underbone motorcycle the Smash 110. In the middle of the year, Suzuki
introduced the Jimny 4x4. Powered by a 1.3L 16-valve engine, it was well
accepted by the market as a very affordable SUV with the price of a car.
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In 2003, SPH strengthened its claim in the 125cc category when it

launched the Shogun R 125 with an increased 125cc engine for maximum power
on the road.
In the same year, SPH introduced its 4-stroke backbone model for the
business category the Suzuki Mola 125 (GS125). Also in the same year, the
Grand Vitaras big brother, the XL-7, was launched in the fourth quarter of 2003.
It was powered by a class-leading 2.7L V6 24-valve engine with 5-speed
automatic transmission.
In 2004 was the year the Philippine market saw many innovations from
SPH. Suzuki made further developments on its underbone family model with the
Shogun R+s awesome display of sleek sporty styling and coloring design. And in
the same year, harnessing the power of the 125cc engine, Suzuki launched the
Shogun Pro with the pro-clutch manual transmission.
In this year also, the flagship model of the Suzuki motorcycles came into
being the Raider R150 which is hailed as the king of motorcycles attributing
to its GSX-R inspired sporty design. 2004 was also the year when SPH increased
the power of the GS125 which developed into the GS150 or more popularly
known as the Mola 150.
Also in that year. Suzuki spearheaded the first Suzuki Nationwide
Endurance Run. Its aim was to dispel the negative notion that motorcycle riding is
unsafe and that motorcycle riders have lesser traffic rights. It was also a way of
showcasing Suzukis widest range of motorcycle models from backbone to
business models to scooters and sporty under bone models. Since then, the Suzuki
Nationwide Endurance Run had become an annual nationwide two-wheel tour
forwarding motorcycling as an alternative lifestyle, while demonstrating the
durability, overall excellent performance and fuel efficiency of Suzuki
motorcycles.
Page 22
May 2005 was the launch of the Suzuki APV, offering the best value-formoney van in the local market. Powered by a 1.6L, 16-valve engine and with a
seating capacity of 8 passengers, the APV had a price tag similar to a passenger
car, making it a popular choice for big families.
A few months later, in August 2005, Suzuki launched the much anticipated
Swift 1.5L hatchback and new Grand Vitara 2.0L. Both models were well
accepted and unit allocations to dealers were sold out even before stocks could
arrive.
In 2006, SPH introduced new and fashionable decals for the Shogun Pro
and Shogun R+. This was also the year when the Raider Jr. or more popularly
known as the Raider J came into the scene. The Raider J is a 4-stroke sports
motorcycle engineered for the Philippine roads and the Filipino rider. Also in
2006, the new Suzuki Smash Revo 110 was introduced to the market. Likewise,
the Grand Vitara 2.7L V6 with 5-speed automatic transmission was brought in to
cater to the luxury market. It was the first in its class to have a keyless entry and
start system, 6 airbags, leather interior, cruise control and 17 alloy wheels.
The scooter market began to expand and SPH came out with its weapon in
this category in 2006 the Suzuki Step 125.
The following year (2007), another model in the scooter category was
made known and this was the Hayate 125. Unlike its competitors, both the Hayate
and the Step are fully equipped with an automatic transmission and a powerful
125cc engine.
In that same year in April, Suzuki introduced the answer to the constant
increase in fuel prices worldwide the Suzuki Alto. Right from the start, it was a
well accepted car with its very pocket friendly price and fuel efficient engine.
First time car owners were the main market for this vehicle.
Page 23
With its commitment in bringing mobility to life, Suzuki Philippines has

been promoting safety riding since early 90s. And in 2008, Suzuki formed its
Safety Riding Team conducting nationwide public safety seminars, actual training
and demonstration rides to educate riders and pedestrians alike to correct the
misimpression about motorcycles and improve the riding communitys knowledge
about road safety.
In 2008 was the year when the evolution of Shogun saga continued as
SPH unveiled its all-new Shogun Pro and Shogun R as it reinforces Suzukis
presence in the highly competitive 125cc market. These models are positioned as
High-Class Underbone motorcycles offering both Highly Refined Craftsmanship
with Superior yet Fuel Efficient Engine Performance at very competitive prices.
Likewise, also in 2008, the Step 125 stepped into higher level as it was enhanced
with new decals & color as well as the inclusion of a DC charger and its was aptly
called the Step Hi-Class 125
After three successful years of selling the 1 st generation APV, Suzuki
introduced in February 2008 the enhanced version, the Suzuki APV Type II. It
now had a new coil spring rear suspension, bigger fuel tank, improved electronic
control unit and choice of 8-seater GLX or luxury 7-seater SGX versions. SGX
models were fitted with safety features such as dual airbags and ABS.
In May 2008, Suzuki launched the new Suzuki SX4 Sedan. Powered by a
1.6 liter engine mated to a 4-speed automatic transmission, the SX4 Sedan is
Suzukis very first entry in the local sedan market.
Coinciding with the Philippine International Motorshow held at the World
Trade Center in August 2008 was Suzukis launch of the Swift with manual
transmission and Grand Vitara 2.4L 4x2 A/T with VVT. Since the Swifts
introduction in 2005, the local market was clamoring for a manual transmission
variant to boost the Swifts sporty image. For the Grand Vitara, the 2.4L VVT
Page 24
variant replaced the 2.0L version as the market wanted a more powerful and fuel
efficient model.
And in 2009, Suzuki Philippines again wowed the Philippine market with
the unleashing of the new Raider Breed the new Raider R150 with its new
sportier bodyworks it gives the rider one step closer to riding a true Suzuki GSXR; the all-new Raider J Pro with the evolutionary pro clutch feature for optimum
riding performance.
And SPH has plans of expanding its localization program in line with the
government's program to establish backward linkages with allied companies in
the industry. Each tricycle model that Suzuki manufactures contains as much as
45% local components, although the engine is still 100% from Japan.
Faced with the challenge of globalization and free trade that will allow
importation of low-cost motorcycles, Suzuki is geared to formulate its new blue
print for growth. Strategy is focused on increasing both the solo-ride market and
the tricycle segment. With current local population of more than 80 million and as
the country continues to industrialize, mobility becomes an acute necessity, and
here is where the motorcycle comes to the rescue as a safe, economical,
convenient and yet fashionable means of transportation.
Indeed, Suzuki Philippines, Incorporated shall persist to do its share in
accelerating the progress and industrialization of the country by introducing more
dynamic products for both motorcycles and automobiles as well as programs for
the Filipino motoring public harnessing the power of Suzukis Way of Life.
Papemelroti http://www.papemelroti.com/
It is actually the combination of the first syllables of five names
-Patsy, Peggy, Meldy, Robert, and Tina.
They are the children of Benny and
Corit Alejandro, who started the papemelroti business. Papemelroti is a

specialty shop which carries a wide variety of gifts and decorative
Page 25
accessories. Papemelrotis history began in October 13, 1967, when Benny and
Corit opened a small gift shop along Tomas Morato Ave. (Manila, Philippines).
Korben Gifts, as it was called, started out as a hobby, with Corit making stuffed
toys and dolls dresses and Benny supervising the furniture making.
Even before that, Corit was already sewing dresses for her daughters,
making stuffed toys from cloth scraps, and play food from felt for her.
Children to play with bennys hobby was wood working and he made
furniture for their home, and a playhouse from a wooden crate for the children.
Soon their children were making their own paper dolls, decorating box dollhouses
with clippings from old catalogs, drawing and doing other crafts. From this
background, it was natural for the children to help out in the family business,
starting with painting figurines, and hammering wooden plaques to give them a
distinctive "antique" look
In 1976, the family planned to open a new shop in Ali Mall, Cubao. Since
Korben came from a combination of Corits & Bennys names, it became a family
joke to name the new shop after the 5 Alejandro siblings - Patsy,
Peggy, Meldy, Robert and Tina. When they couldnt think of a better name, they
finally decided to give the shop the tongue twister name -papemelroti. From the
start, when that first shop opened during the summer vacation, all five siblings
helped out in the business.
Today, papemelroti has evolved into a chain of gift shops that has touched
countless lives through its unique product lines. Patsy, Peggy, Meldy, Robert
and Tina continue to design products for papemelroti. They aim to design
products that help encourage, uplift, and inspire as well as bring warmth and
beauty to homes. Their products reflect values and themes which are important to
their family - a commitment to and love of God, family, home, country and the
environment.
Through
years
of
designing,
manufacturing
and
Page 26
retailing, papemelroti has become a popular name in the Philippines gift and
decorative accessories industry.
2.3 SYNTHESIS & SIGNIFICANCE OF THE STUDY

Significance of the study in inventory system it is important to value
inventories accurately in order to meet shareholder needs and demands for
financial information. For manufacturing companies, inventories usually represent
approximately 20 to 60 percent of their assets; hence it affects companies' profits.
It is essential in which way assets are valued, however, it will be a waste of time if
the record accuracy level is poor.
The Cash and Inventory System will help the Twenty-Six Twelve Grocery
for its transactions and keeping track of its sales and stocks. The system made
easy for the cashier to use and save time. The cashier/owner will not having a
hard time calculating large quantity of items when a customer buys and he doesnt
need to check the items list for the items price. The cashier can search the items
availability. The system will provide reports of the sales in a day or monthly.
For the security of the system, the cashiers/owner has to input a username
and password to use the system. For the customers, they will get the exact change
when buying large quantity of items. They dont have to wait for the
Cashier/Owner in computing their purchased because the system will
automatically compute the input items. They dont have to wait for the
cashier/owner in looking for the items needed because the system will provide the
information of the items availability.
Can help minimize the risk of having too much stock or too little. New
inventory systems today come in a variety of packages which appear basic and
other companys month. He or she does not need to spend money on a high-tech
bar code inventory system. A manual system gives a business owner a greater
sense of control an easier, faster, more organized, secured, and accurate system.
Specific objectives the study will be conducted for the following specific process.
Page 27
CHAPTER 3
3.1 Software Requirement Specifications
3.1.1 Introduction
In our times today many company are using Inventory system but still,
sometimes we notice that they use a manual process and in that way we propose this
Inventory Deployment System by using dashboard to prevent a hassle to their works and
also to manage their Inventory.
3.1.1.1 Goals and Objectives

The integrated inventory system is designed to provide a computer based system
that will show all the reports under the enterprise operation system. All reports are in
graphical representation to help the executive analyze and understand. With this the
executive, can easily see the progress per department and what is the field that is needed
Page 28
to address. This can be done by the executive anywhere and anytime by the use of
mobile application android and a web based application.
The system is integrated w/ the other department.

On time receiving of reports.
Quick generating of reports.
3.1.1.2 Statement of Scope

To create a system that will handle all the inventory reports in all sub systems of
enterprise operation system. Before gaining access to the Integrated Inventory System
(IIS) the officer must enter an authentic username and password. The level of privileges
differs to the position of the user. Integrated inventory officer has a full access to the
system whereas Executive has a fewer access he/she can only browse and see the reports
per department in real time everyday.
3.1.1.3 Software context

Integrated Inventory System is creating to dictates how far it can stay in
the business. The ability of the owner is to manage, viewing and establish a plan
for future growth of his/her company.
3.1.1.4 Major Constraints
Every user should have a basic technical skills needed to operate the
system.
The Integrated Inventory System will use JAVA which requires a
MYSQL and XAMPP for database connection.

Specification of the computer hardware must be modified to the
requirements of the system usage.
3.1.2 Usage Scenario

Page 29
3.1.2.1 User Profile

Inventory Integration Officer
The one who responsible for receiving reports from other sub departments,
identify, analyze and interpret given information.
Stockman/Manufacturing Officer
He / She are responsible in keeping raw materials needed in their
manufacturing department.
Purchasing Officer
The one who in charge on the purchasing and bidding of products.
Warehouse Logistic Officer

Monitor incoming raw materials and out going finished products.
Transportation Logistic Officer

Monitor the location and status of the deliveries.
Customer Relationship Officer

Assist the customers orders, suggestions and issues.
Executive Officer
The one who managed and owned the company.
System
The system refers to the computer hardware and software that controls the
application. It accepts input from the user and display output.
Server
A web based server that maintains the database.
Page 30
3.1.2.2 Use- cases

The following use-cases are typically interactions between the external
environment and the internal software system.
1.
2.
3.
4.
5.
6.
View reports in Customer relationship

View reports in Logistics warehouse
View reports in Logistics transportation
View reports in Manufacturing
View reports in Purchasing
View Executive Dashboard
3.1.2.2.1 Use-Case Diagram

View Reports
Customer Relations
Officer
View Reports
Stockman Officer
View Reports
Logistics Officer
View Reports
Purchasing Officer
Inventory Integrated
View Reports
Officer
View
Dashboard
Manufacturer Officer
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Executive Officer
Figure 1: Use Case Diagram of Inventory Deployment System
3.1.2.2.2 Use-Case Descriptions

Use case:
Primary Actor:
Goal in context:
Precondition:
View Reports
Inventory Integrated Officer
To identify and analyze reports.
The inventory integrated officer need to view the reports from
the stock man.
Trigger:
Scenario:
1. The user selects Manufacturing in the main menu.

2. Select view reports.
3. Identify reports and analyze issues.
4. Ranked issues encountered.
Exception:
Use-case:
View reports (Manufacturing)
Primary Actor:
Goal in context:
Precondition:
The Integrated Inventory Officer needs to identify and analyze
Page 32
first the given reports by the Manufacturing Department.

Trigger:
To address the issues those are encountered.
Scenario:
The user select desire department.

The user creates a recommendation letter.
The user select send.
Exception:
Use case :
Primary Actor:
Goal in context:
Precondition:
View reports
Inventory integrated Officer
The integrated inventory officer needs to view the reports from
the purchasing officer.
Trigger:
Scenario:
1. The user selects Purchasing in the main menu.

Exception:
Use-case:
View reports (Purchasing)
Primary Actor:
Goal in context:
Precondition:

first the given reports by the Manufacturing Department.
Trigger:
To address the issues that is encountered.
Scenario:
The user select desire department.

The user select send.
Page 33
Exception:
Use case :
Primary Actor:
Goal in context:
Precondition:
View Reports.
the logistics officer.
Trigger:
Scenario:
1. The user selects Logistics in the main menu.

Exception:
Use-case:
View reports (Logistics)
Primary Actor:
Goal in context:
Precondition:

first the given reports by the Logistics Department.
Trigger:
Scenario:

1. The user select desire department.
2. The user creates a recommendation letter.
3. The user select send.
Page 34
Exception:
Use case :
Primary Actor:
Goal in context:
Precondition:
View Reports.
the Costumer Relationship Officer.
Trigger:
Scenario:
1. The user selects Costumer Relations in the main menu.

Exception:
Use-case:
View reports (Customer Relationship)
Primary Actor:
Goal in context:
Precondition:

first the given reports by the Customer Relations.
Trigger:
Scenario:

1. The user select desire department.
2. The user creates a recommendation letter.
3. The user select send.
Exception:
Page 35
Use case :
Primary Actor:
Goal in context:
Precondition:
Executive Dashboard
To present the status of the company in a graphical presentation.
The Inventory Integrated Officer needs to identify, analyze and
ranked the issues that are often encountered by the departments
Trigger:
Scenario:
first.
The Executive wants to see the overall report of the company.
1. The Executive will log in to the website/system.
2. The Executive log in as the Administrator.
3.
Selects reports.
4. View
Exception:
3.1.2.3Special usage considerations

All the information for every department cannot be deleted. And the system
will automatically view all the reports real time.
3.1.2.4Activity Diagrams
Page 36
The following activity diagrams show the actions that occur during a particular
use-case.
Log on to the System

Activity Diagram
Log on the
systems
[<3]
[>3]
Determine users
authentication
Viewing Report
[Incorrect]
Of Manufacturing
Department
[Correct]
Log on the System

Access
Granted
Determine user authentication
[Not Valid]
[Valid]
Figure 2- Activity Diagram for logging on to the system
Select Manufacturing in the main menu
In Figure 2 its shows the steps taken by an employee to log on to the system .Access is
only granted if the correct user ID/Password combination is entered within the first three
Select Reports
attempts the system will close. Once access is granted the employee can use the system
according to their level of authorization.
Identify reports and analyze issues
Ranked issues
Page 37
View reports sends to

Manufacturing
Department
Log on the System
Figure 3 Activity Diagram for Viewing Reports from Manufacturing Department
In Figure 3 its shows the

activity
involved
in viewing
Select
reports
in the main
menu the report from Manufacturing
Department. Identify the reports, analyze the issues encountered and ranked it.
Select Manufacturing department
Create recommendation letter
Select Send
Page 38
Viewing Report of
Purchasing Department
Log on the System

Figure 4 Activity Diagram Notification/Confirmation send to Manufacturing Department
Select Purchasing in the main menu

In Figure 4 shows the activity of sending recommendation from the integrated inventory
officer to Manufacturing department to address the issues encountered.
Select Reports
Ranked issues
Page 39
[Valid]
[Not Valid]
View reports of
Purchasing
Department
Log on the System
reports
in the main
menu
Figure 5 Activity Select
Diagram
for Viewing
Reports
of Purchasing Department
In Figure 5 shows the activity involved in viewing the report of Purchasing
Purchasing
department
Department. IdentifySelect
the reports,
analyze
the issues encountered and ranked it.
Select Send
Page 40
Viewing Reports
Of Logistics
Department
Log on the System

Figure 6 Activity Diagram Notification/Confirmation send to Purchasing
Department
Select Logistics in the main menu
officer to purchasing department to address the issues encountered.
Select Reports
Ranked issues
Page 41
[Not Valid]
[Valid]
View report of Logistics

Department
Log on the System
Logistics
in the main
menu
Figure 7 Activity Select
Diagram
for Viewing
Reports
of Logistics Department
In Figure 7 shows the activity involved in viewing the report of Logistics
Select Logistics department
Department. Identify the reports, analyze the issues encountered and ranked it.
Select Send
Page 42
Figure 8 Activity Diagram Notification/Confirmation send to Logistics Department

officer to Logistics department to address the issues encountered.
Page 43
Viewing Reports of
Customer Relationship
Department
Log on the System

[Valid]
[Not Valid]
Select Customer Relationship in the main menu
Select Reports
Ranked issues
Figure 9 Activity Diagram of Viewing Reports of Customer Relations Department.

In Figure 9 shows the activity involved in viewing the report of Customer
Relations Department. Identify the reports, analyze the issues encountered and
ranked it.
Page 44
View reports of
Department
Log on the System
Select Customer Relationship in the main menu
Select Customer Relationship department
Select Send
Figure 10 Activity Diagram Notification/Confirmation send to Customer Relationship

Department
In Figure 10 shows the activity of sending recommendation from the integrated inventory officer
to Customer Relationship department to address the issues encountered.
Page 45
Executive
Dashboard
Log on the System

[Not Valid]
[Valid]
Executive log in as Administrator
Select Reports
View
Leave/Send comments
Figure 11 Activity Diagram of Executive Dashboard

In Figure 11 Shows the step by step process of an Executive officer how he/she view
all of the issues in the company and leave or send a comments.
Page 46
View reports by
Executive Officer
Log on the System
Select Executive dashboard in the main menu
Select Executive dashboard by department
Select Send
Figure 12 Activity Diagram Notification/Confirmation send to Executive Officer

In Figure 12 it shows the activity of sending recommendation from the integrated
inventory officer to Executive Officer to address the issues encountered.
Page 47
3.1.3. Data Model Description

3.1.3.1 Data objects
Employee Data Object
emp_id A unique number assigned to the employee.
emp_fname The first name of the employee.
emp_mname The middle name of the employee.
emp_lname The last name of the employee.
emp_address The address of the employee.
emp_contact The contact of the employee.
emp_dept The department assigned to the employee.
Accounts Data Object
account_id A unique number assigned to the account.
emp_id The identifier number of the employee.
privilege Only authorized person can access the system.
username The username used to access the system.
password The password used to access the system.
Audit Trail Data Object
trail_id A unique number assigned for every events happening at the system.
emp_id The identifier number of the employee.
trail_date The specific date currently use the system.
trail_time The specific time currently use the system.
trail_desc The description of the trail.
Category Data Object

Page 48
cat_id A unique number assigned to the category.

cat_name The name of the category.
cat_desc The description of the category.
Product Data Object
prod_code A unique number assigned to the product.
prod_name The products name.
prod_desc The description of the product.
cat_id The Identifier number of the category.
unit_type_id Specific measure units(ex: by dozen, kilogram, liter).
Unit Type Data Object
unit_type_id A unique number assigned to every unit type.
unit_type_name The unit type name.
unit_type_desc The description of the unit type.
Supplier Data Object
supplier_id A unique number assigned to the supplier.
supplier_companyname The suppliers company name.
supplier _contact The suppliers contact information.
supplier_address The suppliers address.
supplier_desc The description of the supplier.
Raw Material Data Object
r_material_id A unique number assigned to the raw material.
r_material_detail_code A unique number assigned to every detailed raw materials.
prod_code The Identifier number of the product.
Page 49
tquantity The total number of all raw materials.

Raw Material Detail Data Object
r_material_detail_code A unique number assigned to every detailed raw materials.
r_quantity The number of raw materials.
supplier_id The Identifier number of the supplier.
purchase_price The purchase price of every raw materials.
receive_date The specific date receive the raw materials.
expiration_date The specific period of time that the product is no longer available
for use.
received_by (emp_id) The employee who receive the raw materials.
Finished Product Data Object
fproduct_id A unique number assigned to the finished products.
fproduct_detail_code A unique number assigned to every detailed finished
products.
wholesale_price The wholesale price of every product.
retail_price The retail price of every product.
tquantity The total number of all finished product.
status The status of all finished product.
Finished Product Detail Data Object
fproduct_detail_code A unique number assigned to every detailed finished
products.
quantity The number of finished product.
batch_number The number of production by batch.
production_date The date that production takes place.
Page 50
expiration_date The specific period of time that the product is no longer available
for use.
Withdrawal Data Object
quantity The number of released product.
released_to(emp_id) The employee who received the product.
released_by(emp_id) The employee who released the product.
released_date The date that the product was released.
Bad Order Data Object
quantity The number of all bad order.
received_date The date that the product was received.
received_by(emp_id) .The employee who received the bad order.
received_from From the customer who ordered the product.
3.1.3.2 Relationships
Relationships In order for an inventory integration officer to access the system
first he must enter a valid username and password. The privilege of the employee
depends to the position he has. The system can have only one user, then one - to - one
relationship exist. The inventory integration officer can have multiple accesses in the
entire system, thus; one- to - many relationships exist. The inventory integration officer &
over all in charge can generate and print all inventories so one - to - many relationships
exists. A stockman manages all raw materials inventories so one to - one relationship
exists. A purchasing officer & logistic officer manage all finished product inventories so
one- to- many relationships exist.
Page 51
3.1.3.3 Complete data model

Figure 13 Complete Data Model of Inventory Deployment
In Figure 13 it shows the Complete Data Model of our Inventory Deployment

System.
3.1.4. Functional Model Description

Page 52
3.1.4.1 Class Diagrams
Inventory Integration
Officer
admin_id
password
first_name
middle_name
last_name
address
contact_no
+view reports()
+view all inventory reports()
1
Customer
Relationship
Officer
crm_id
password
first_name
middle_name
last_name
address
contact
+manage
customers
Stockman
Logistics
Manufacturer
Purchasing
Officer
Officer
Officer
Officer
so_id
password
first_name
middle_name
last_name
address
contact
lo_id
password
first_name
middle_name
last_name
address
contact
mo_id
password
first_name
middle_name
last_name
address
contact
po_id
password
first_name
middle_name
last_name
address
contact
+manage
stocks
+manage
products
+manage raw
materials
+manage
products
Inventory
Integration
Officer
admin_id
password
first_name
middle_name
last_name
address
1
contact
Executive Officer
eo_id
password
first_name
middle_name
last_name
address
contact
+view reports()
+view dashboard
+view all
inventory
Figure 14 Overall Class Diagram of Inventory Deployment System
reports()
3.1.4.2 Software Interface Description

Page 53
3.1.4.2.1 External machine interfaces

The software will be capable of printing invoices and reports on a local or
network printer.
3.1.4.2.2 External system interfaces

The Integrated Inventory System will communicate to other computer
with the use of networking.
3.1.4.2.3 Human interface

The system forms shall permit complete navigation using the keyboard
alone, in addition to using mouse and keyboard combinations.
3.1.4.3 Reports
Customer Relationship Management
Customer Satisfaction
Comments/Suggestions
Bad Orders
Logistic (warehouse)
Sector wise Used/Unused Capacity
Incoming Raw Materials in Tonnes.
Outgoing Products
Job Orders
Logistics (transportation)
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Average use for each medium
Average on time Arrivals/Departure
Delivered Products
Return Products
Manufacturing Advance Planning and Scheduling
Re schedule of planning
Quantity of quota
Excess raw materials
Manufacturing Execution
Process products
Maintenance of machine
Purchasing
Purchase Order
Supplier
Returns
Request
Payable
Page 55
3.1.4.3.1 Inventory of Reports
Reports
No. of reports
Management Reports
Logistics Warehouse Reports
Logistics Transportation Reports
Manufacturing Advanced Planning

and Scheduling Reports
Manufacturing Execution Reports
Purchasing
Total
21
3.1.4.3.2 Layout of Reports
Finished Product Inventory Reports
Page 56
Overall Product Inventory Reports
Raw Material Inventory Reports

Page 57
3.1.4.3.3 Data Dictionary of Reports

Table 3.1.4.3.1 Log- in
Data
Data Type
Null
Description
Username
Varchar
No
Username of the user.
Password
Varchar
No
Password of the account.
Table 3.1.4.3.2 Executive Officer
Data
Data Type
Null
Executive Officer
ID
Int
No
ID of the Executive Officer.
Password
Varchar
Yes
Password of the Executive Officer.
First name
Varchar
Yes
Name of the Executive Officer.
Int
Yes
Middle name of the Executive

Officer.
Last name
Varchar
Yes
Last name of the Executive Officer.
Address
Varchar
Yes
Address of the Executive Officer.
Contact
Int
No
Contact number of Executive

Officer.
Middle name
Description
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Table 3.1.4.3.3 Inventory Integration Officer
Data
Data Type
Null
Admin ID
Int
No
ID of the Inventory Integration

Officer.
Password
Varchar
Yes
Password of the Inventory

Integration Officer.
First name
Varchar
Yes
Name of the Inventory Integration

Officer
Int
Yes
Middle name of the Inventory

Last name
Varchar
Yes
Last name of the Inventory

Address
Varchar
Yes
Address of the Inventory Integration

Officer.
Contact
Int
No
Contact number of the Inventory

Middle name
Description
Table 3.1.4.3.4 Customer Relationship Officer
Data
Data Type
Null
Int
No
ID of the Customer Relationship

Officer
Password
Varchar
Yes
Password of the Customer

Relationship Officer.
First name
Varchar
Yes
Name of the Customer Relationship

Officer.
Int
Yes
Middle name of the Customer

Last name
Varchar
Yes
Last name of the Customer

Address
Varchar
Yes
Address of the Customer Relationship

Officer.
Contact
Int
No
Contact number of the Customer

CRM Officer ID
Middle name
Description
Page 59
Table 3.1.4.3.5 Stockman Officer
Data
Data Type
Null
Stockman Officer
ID
Int
No
ID of the Stockman Officer.
Password
Varchar
Yes
Password of the Stockman Officer.
First name
Varchar
Yes
Name of the Stockman Officer.
Int
Yes
Middle name of the Stockman

Officer.
Last name
Varchar
Yes
Last name of the Stockman Officer.
Address
Varchar
Yes
Address of the Stockman Officer.
Contact
Int
No
Contact number of the Stockman

Officer.
Middle name
Description
Table 3.1.4.3.6 Logistics Officer
Data
Data Type
Null
Int
No
ID of the Logistics Officer.
Password
Varchar
Yes
Password of the Logistics Officer.
First name
Varchar
Yes
Name of the Logistics Officer.
Int
Yes
Middle name of the Logistics Officer.
Last name
Varchar
Yes
Last name of the Logistics Officer.
Address
Varchar
Yes
Address of the Logistics Officer.
Contact
Int
No
Contact number of the Stockman

Officer.
Logistics Officer
ID
Middle name
Description
Table 3.1.4.3.7 Manufacturer Officer

Page 60
Data
Data Type
Null
Int
No
ID of the Manufacturer Officer.
Password
Varchar
Yes
Password of the Manufacturer

Officer.
First name
Varchar
Yes
Name of the Manufacturer Officer.
Int
Yes
Middle name of the Manufacturer

Officer.
Last name
Varchar
Yes
Last name of the Manufacturer

Officer.
Address
Varchar
Yes
Address of the Manufacturer Officer.
Contact
Int
No
Contact number of the Manufacturer

Officer.
Manufacturer
Officer ID
Middle name
Description
Table 3.1.4.3.8 Purchasing Officer
Data
Data Type
Null
Int
No
ID of the Purchasing Officer.
Password
Varchar
Yes
Password of Purchasing Officer.
First name
Varchar
Yes
Name of the Purchasing Officer.
Int
Yes
Middle name of the Purchasing

Officer.
Last name
Varchar
Yes
Last name of the Purchasing Officer.
Address
Varchar
Yes
Address of the Purchasing Officer.
Contact
Int
No
Contact number of the Purchasing

Officer.
Purchasing
Officer ID
Middle name
Description
3.1.5 Behavioral Model Description

3.1.5.1 Description for software behavior
Page 61
3.1.5.1.1 Events
Customer Relationship Officer Class Events
CRO is managing the customers
CRO is requesting the order products
CRO is analyzing the reports
Stockman Officer Class Events
SO is managing the stocks
SO is protecting the storage of products
SO is receiving the finish products
SO is analyzing the reports
Manufacturer Officer Class Events
MO is managing the raw materials
MO is requesting the raw materials
MO is analyzing the reports of positive and negative issues.
MO is illustrating the given issues
Purchasing Officer Class Events
PO is managing the ordering products
PO is requesting the supplies to supplier
PO is illustrating their issues, of positive and negative issues reports
PO is analyzing the given reports
Executive Officer Class Events
Page 62
EO is managing the overall issues reports

EO is analyzing the given reports
EO is illustrating the issues, of positive and negative reports
EO is the one who views all the reports of every department
EO is viewing all the reports of every department
Employee Class Events
Employee is hired
Employee logs onto the system
Employee has log off to the system
Employee is not longer working
User Class Events
User is log on to the system
User is registered
User is viewing all reports
User is log off
Supplier Class Events
Supplier is registered the product
Supplier supplies all products
Supplier is no longer supplied the product
Product Class Events
Product is ordered
Page 63
Product sold
Product has out of stock
Product is out of date
Raw Material Class Events
Raw material ordered
Raw material sold
Raw material has out of stock
3.1.5.1.2 States
CRO States
Description
Managing
The CRO is the one who manage customers.
Improving
The CRO is improving their relationships to

customer.
Requesting
The CRO is requesting a product to warehouse.
Analyzing
The CRO is analyzing the given issues.
Illustrating
The CRO is illustrating their issues, of positive

and negative issues reports.
SO States
Description
Managing
The SO is the one who manage stocks.
Protecting
The SO is protecting their stocks, from warehouse.
Requesting
The SO is requesting finished products to

manufacturing.
Page 64
Analyzing
The SO is analyze the in / out of products, back

orders and etc.
Illustrating
The SO is illustrating their issues, of positive and

negative issues.
MO States
Description
Managing
The MO is the one who manage raw materials and

the quality control of products.
Requesting
The MO is requesting raw materials.
Analyzing
The MO is analyzing their issues, of positive and

negative issues reports.
Illustrating
The MO is illustrating the given issues.
PO States
Description
Managing
The PO is the one who managing the products.
Requesting
The PO is requesting the supplies to suppliers.
Illustrating
The PO is illustrating their issues, of positive and

Analyzing
The PO is analyzing their issues, of positive and

Executive Officer States
Description
Managing
The EO is managing the overall issue reports.
Page 65
Analyzing
The EO analyzing their issues, of positive and

negative reports.
Illustrating
The EO is illustrating the issues of positive and

negative reports.
Viewing
The EO view all the reports of every department

issues.
Idle
Log on to the
System
[username & password entered]
[username & password=incorrect]
[username correct]
Retry
Logging
Determine users
authentication
Searching
Viewing
Waiting
3.1.5.2 State chart Diagram

Log Out
Sign Out
Page 66
Managing
Customer Relations
Officer Class state chart
Diagram
Figure 15- Overall statechart of Inventory Deployment System

Improving
Requesting
Negative
Reports
Illustrating
Inventory Deployment
System
Positive
Order
Initializing
Page 67
Figure 16 Statechart diagrams of the Customer Relationship Management

Stockman Officer Class
state chart Diagram
Stocks
Managing
Protecting
Negative
Reports
Requesting
Order
Products
Analyzing
Positive
Raw materials
Initializing
Manufacturer Officer
Class state chart Diagram
Figure 17 Statechart diagrams of the Stockman Officer

Managing
Protecting
Negative
Reports
Analyzing
Inventory Deployment
System
Positive
Requesting
Order
Initializing
Page 68
Figure 18 Statechart diagrams of the Manufacturer Officer

Purchasing Officer Class
state chart Diagram
Supplies
Managing
Protecting
Requesting
Negative
Reports
Analyzing
Positive
Initializing
Executive Officer Class
state chart Diagram
Users Authentication
Figure 19 Statechart diagrams of the Purchasing Officer
Registering
Waiting
Searching
Reports

Signed out
Page 69
Viewing
Figure 20 Statechart diagrams of the Executive Officer
3.1.6 Restriction, Limitations, and Constraints
Only the authorized user can actually access and manage of the whole
system.
All validate code shall be written in Java.
The system must be designed in such a way that will be easy to use and
interactive.
3.1.7 Validation Criteria

Software validation will ensure that the system according to the
users expectations; therefore it is important that the end users be involved
in some phrases of the test procedure.
3.1.7.1
Classes of tests
System testing is an important stage in any system development

life. Testing is the set of activities that can be planned in advance and
Page 70
conducted systematically. Different test conditions should be thoroughly

checked and the bugs detected should be fixed. The testing strategies
formed by the user are performed to prove that the software is free and
clear from errors. To do this, there are many ways of testing the systems
reliability, completeness and maintainability.
Unit testing will be conducted on all of software subsystems including

1. Logging on to the system
2. Database Security
3. Database Connection
4. Receiving and Releasing Products
5. Viewing and Printing Reports
7. Planning and Scheduling
3.1.7.2Expected Software Response
The software should display an appropriate error message when a

value outside the accepted limits in entered.
3.1.7.3 Performance Bounds
The system should supports up to 200 simultaneous users.
The system will provide access to database management system with a

latency of no more than 20 seconds.
Page 71

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CHAPTER 1

1.2 PROBLEM DOMAIN

Lack of a prior record in forecasting and advance planning and scheduling

Lack of reports an inventory gain of a previously reported lost / stolen or

1.2.1 STATEMENT OF PROBLEMS

Late in addressing the reports about complaining of the stocks and

products that should be delivered on time.

1.3 OBJECTIVES OF THE PROJECT

Inventory Deployment System

The system is integrated w/ the other department.

1.4 SIGNIFICANCE & SCOPE OF THE PROJECT

Scope of the System

Inventory Deployment System

Limitations of the system

Analytical reports presenting in a graphical representation of Inventory

1.5 DOCUMENTATION OF EXISTENCE & SERIOUSNESS OF

1.5.2 Problem identified with the existing system

Inability to react quickly to rapid changes in the market with a diverse

Lost sales, canceled orders or consistent late deliveries.

Limited use of technology, manual process and data management using

Slow inventory updates.

Inventory Deployment System

1.5.3 PROCESS MODELS OF EXISTING SYSTEMS CONTRIBUTING TO

1.5.4 DATA MODELS OF THESE EXISTING SYSTEMS

Inventory Deployment SystemRelease

1.5.5 DATA (OR ANY FORM OF STATISTICS) THAT MAY BE

1.6 REVIEW OF EXISTING ALTERNATIVES

CURRENTLY COPES WITH THE PROBLEM

1.6.2 ASSESS THE BEST AVAILABLE RESOURCES FOR

Inventory Deployment System

In terms of paper work, the manual encoding of data the manufacturer

ADVANTAGE OF EXISTING & CURRENT BEST PRACTICE IN

Inventory Deployment System

CHAPTER 2-REVIEW OF RELATED LITERATURE & STUDIES

Companies are increasingly employing Inventory System. A computer

2.2.2 LOCAL LITERATURE

services provided by transportation providers or to negotiate and contract with

COCA COLA FOREIGN STUDIES

Brock said, "This transformation creates significant near-term shareowner value

system." Details of the Transactions The Coca-Cola Company, in a substantially

Inventory Deployment System

Following completion of the transaction, it is expected that CCE will

Inventory Deployment System

Caleb Bradham knew that to keep people returning to his pharmacy, he

Building the Business

Soft, Advance Techniques and Avon Naturals.

Inventory Deployment System

2.2.2 LOCAL STUDIES

San Miguel http://www.sanmiguelbrewery.com.ph/

Corporation (San Miguel) is the Philippines largest beverage, food and

Through strategic partnerships it has forged with major international companies,

ABOUT THE COMPANY

Suzuki X120 (B120)

Suzuki X-3 (GP100)

Suzuki X-4 (GP125)

Suzuki TS100 ERD

Suzuki TS125 ERD

units to various customers such as Guatemala and others.

In 2003, SPH strengthened its claim in the 125cc category when it

Inventory Deployment System

Inventory Deployment System

With its commitment in bringing mobility to life, Suzuki Philippines has

Inventory Deployment System