CHAPTER I: INTRODUCTION

1.1 Background of the Study:

Nepal is highly synchronized country in term of geography, ethnicity, language and
culture. Nepal is bounded by the Tibet region of China on the north and India on the
south, east, and est. It as cut off from the rest of the orld until the early !"#$s, hen
a palace re%olution and the subse&uent o%erthro of the autocratic 'ana dynasty marked
the beginning of Nepal(s emergence into the modern orld. )eographically, the country
is di%ided in three reasons: *ountain, hill and terai. There are # de%elopment reason and
+# administrati%e. ,istricts are further di%ided into smaller units called -illage
de%elopment committee .-,C/ and *unicipality. The 0imalayas co%er the northern third
of the country from east to est, bordering china to their south lies a long east1est
stretch of loer mountains .the hilly reason/ hose southern flanks flatten into the Terai,
a fertile, sub tropical plan spanning the border ith India.
2ith in short span of time Nepali Supermarkets has groth significantly both in terms of
business %olume and the size of markets. 3fter the establishment of Supermarkets Nepali
business house is e4pose different type of product.
Self1ser%ice stores that are the predominant type of retail outlet for food products in the
Nepal. 3n a%erage supermarket handles thousands of edible items including meat, fresh
fruits and %egetables, dairy products, canned groceries, bakery items, delicatessen, and
frozen foods. Some also carry items such as seafood and li&uor. Non edibles found in
supermarkets include household cleaners, paper products, health and beauty aids, and
house ares. The markets are located in shopping centers, neighborhood areas, business
centers, and along highays.
*oreo%er, the general consumer appeal of the supermarket concept5large size, self1
ser%ice, %ariety of merchandise, one1stop shopping, ample parking, and lo prices
ensured their groth. The building of such stores in suburban areas as important in the
de%elopment of the retail comple4es that came to be knon as shopping centers, or malls.
!
!.!.! Introduction to In%entory *anagement System
1.1.1.1 ,efinition
In%entory *anagement is an enterprise1ide discipline concerned ith the identification
and tracking of Information Ser%ices .IS/ hardare and softare assets. Its three main
areas of concern are:

i/ Acquisition
ii/ Redeployment
iii/ Termintion
Figure 1.1. Asset Management phases and operations
Source: .dcag.com
6
!ster
In"entory
#or$
Order
%er"ice
Order
Relese
&orm
#or$
Order
&innce
&orm
Purc'se
Order
Redy(to(%ell
In"entory
Pic$(Up )ist
Equip. Type: Disp: )oction:
PC A *ld+ ,- Rm ./,
PC R *ld+ 1- Rm 0/1
PC T *ld+ .- Rm 1/1
Cn 2e sorted 2y: Equipment Type-
Disposition- nd )oction
Pic$(Up )ist
Equip. Type: Disp: )oction:
PC A *ld+ ,- Rm ./,
PC R *ld+ 1- Rm 0/1
PC T *ld+ .- Rm 1/1
Cn 2e sorted 2y: Equipment Type-
Disposition- nd )oction
#re'ouse
In"entory
Pic$(Up
In"entory
%trt
Acquire
Equipment
Re(deploy
Equipment
Terminte
Equipment
Purc'se
Order
Instll
Equipment
Add to
!ster In"entory
Compre to
!ster In"entory
End
Per3orm
%er"ices
Disposition 4 5A6
Disposition 4 5R6
Disposition 4 5T6
N- E7ceptions )ist 8enerted
9
Arc'i"e
%er"ice
Order
Equipment is 2ein+ Acti"ely used
Equipment is mo"ed to ne: loction
Equipment is %old or Disposed o3
!r$etin+ ; %les
i< Acquisition procedures are established to assist personnel in procurement of softare
and hardare products. Its main purpose is to ensure that proper 7ustifications are
performed and that financial guidelines are folloed. 3c&uisitions re&uire 89urchase
:rders; to track and authorize the purchase, hile the actual installation of e&uipment is
performed by the Infrastructure or <acilities *anagement ,epartment. :nce added to
the en%ironment, a *aster In%entory record is created to describe the nely added
e&uipment and its components In%entory records can be used to calculate the resale
price of e4isting e&uipment, hen planning for an upgrade = replacement or reduction in
size.
ii< Redeployment procedures are responsible for ensuring that assets are tracked hen
mo%ed from one location to another and that budgetary considerations are ad7usted as
needed. Should a product be mo%ed in from its original oner, then the In%entory
System is updated to reflect the ne location and oner. In this case, the old product is
deleted from the original oner>s budget and added to the ne oner>s budget. If
e&uipment is being deployed from one person, or location, to another, then a data ipe
operation must be performed to insure that sensiti%e business, personal and=or medical
information has been deleted. If data iping procedures are not performed in accordance
to ,epartment of ,efense standards, then the company is open to legal and ci%il penalties
as defined in a number of las. 'edeployment re&uests can generate transportation
acti%ity .pick1up and deli%ery of e&uipment/, facilities management acti%ity
.disconnecting de%ice, data ipe, reconnecting de%ice, etc./, in%entory management
update, and ser%ice acti%ities associated ith the de%ice.s/ being mo%ed.

iii< Termintion is responsible for deleting the asset from the in%entory hen it is
discontinued, or replaced. The oner>s budget ill be updated to reflect the asset
termination and the asset ill no longer be listed hen location reports are generated.
2hene%er e&uipment is being terminated .e%en if for donation to charities or employees/
a data ipe operation must be performed to eliminate any sensiti%e information from the
hard dri%e. 3dditionally, a certified %endor must be utilized to insure that the computers
?
components are disposed of in an en%ironmentally friendly manner. This scrapping
process must be certified, so that legal and ci%il penalties are no longer the responsibility
of the terminating firm but rather the scrapping organization
1.1.1.. Purpose o3 In"entory !n+ement
In%entory management must tie together the folloing ob7ecti%es, to ensure that there is
continuity beteen functions:
= Compny6s %trte+ic 8ols
= %les &orecstin+
= %les ; Opertions Plnnin+
= Production ; !terils Requirement Plnnin+.
In%entory *anagement must be designed to meet the dictates of market place and support
the company(s Strategic 9lan. The many changes in the market demand, ne
opportunities due to orldide marketing, global sourcing of materials and ne
manufacturing technology means many companies need to change their In%entory
*anagement approach and change the process for In%entory Control.
In%entory *anagement system pro%ides information to efficiently manage the flo of
materials , effecti%ely utilize people and e&uipment, coordinate internal acti%ities and
communicate ith customers. In%entory *anagement does not make decisions or
manage operations@ they pro%ide the information to managers ho make more accurate
and timely decisions to manage their operations.
Traditional Supply Chain solutions such as *aterials 'e&uirement 9lanning, In%entory
Control, typically focuses on implementing more rapid and efficient systems to reduce
the cost of communicating information beteen and across the In%entory links in the
SC*.C:* focuses in optimizing the total in%estment of materials cost and orkload for
e%ery In%entory item throughout the chain from procurement of ra materials to finished
goods In%entory. :ptimization means pro%iding a balance of supply to meet the demand
A
at a minimum total cost , In%entory le%el and orkload to meet customers ser%ice goal for
each items in the link of In%entory Chain.
It is strategic in the sense that top management sets goals. These include deployment
strategies .9ush %ersus 9ull/ , control policies , the determination of the optimal le%els of
order &uantities and reorder points and setting safety stock le%els . These le%els are
critical, since they are primary determinants of customer ser%ice le%els.
Beeping in %ie all concerns, the latest concept of -endor *anaged In%entory is used to
optimize the In%entory. 2e are entering into -*I .-endor *anaged In%entory/, 3nnual
'ate Contracts ith manufacturers or their authorized dealers, ho maintain In%entory on
our behalf and supply the items as and hen re&uired.
-*I reduces stock1outs and optimize in%entory in supply chain . Some features of -*I
include:
= %'ortenin+ o3 %upply C'in
= Centrli>ed &orecstin+
= &requent communiction o3 in"entory- stoc$(outs nd plnned promotions
= Truc$s re 3illed in prioriti>ed order - e.g. items that are e4pected to stock out ha%e
top priority then items that are furthest belo targeted stock le%els then ad%ance
shipments of promotional items
,espite the many changes that companies go through, the basic principles of In%entory
*anagement and In%entory Control remain the same. Some of the ne approaches and
techni&ues are rapped in ne terminology, but the underlying principles for
accomplishing good In%entory *anagement and In%entory acti%ities ha%e not changed.
The In%entory *anagement system and the In%entory Control 9rocess pro%ides
information to efficiently manage the flo of materials, effecti%ely utilize people and
e&uipment, coordinate internal acti%ities, and communicate ith customers. In%entory
#
*anagement and the acti%ities of In%entory Control do not make decisions or manage
operations@ they pro%ide the information to *anagers ho make more accurate and
timely decisions to manage their operations.
The basic building blocks for the In%entory *anagement system and In%entory Control
acti%ities are:
=Sales <orecasting or ,emand *anagement
=Sales and :perations 9lanning
=9roduction 9lanning
=*aterial 'e&uirements 9lanning
=In%entory 'eduction
The emphases on each area ill %ary depending on the company and ho it operates, and
hat re&uirements are placed on it due to market demands. Cach of the areas abo%e ill
need to be addressed in some form or another to ha%e a successful program of In%entory
*anagement and In%entory Control.
In%entory is usually a distributor(s largest asset. But many distributors aren(t satisfied
ith the contribution in%entory makes toards the o%erall success of their business:
D The rong &uantities of the rong items are often found on arehouse shel%es. C%en
though there maybe a lot of surplus in%entory and dead stock in their arehouse.s/,
backorders and customer lost sales are common. The material a distributor has committed
to stock isn(t a%ailable hen customers re&uest it.
D Computer in%entory records are not accurate. In%entory balance information in the
distributor(s e4pensi%e computer system does not accurately reflect hat is a%ailable for
sale in the arehouse.
D The return on in%estment is not satisfactory. The company(s profits, considering its
substantial in%estment in in%entory, is far less than hat could be earned if the money
E
ere in%ested elsehere the system integrates the idea to manage the in%entory
automatically@ meanhile it can generate sales report, in%entory report, etc. To users, the
system can pro%ide instant information about all in%entory items. Therefore users ho
manage stock le%el can immediately sol%e any shortage problems, since the system
pro%ides easy1to1use interface for users to see in%entory le%els. By recording daily sales,
the system updates in%entory constantly ith the help of database management system
running as the back end.
<ig !.6 3rrangement structural design

Source: compiled field sur%ey 6$!$
1.1.1., In"entory !n+ement Present:
!. Fp1to1date information about data processing resources through the creation and
archi%ing of records in a centralized repository.
6. <inancial records specific to a single component, or groups of components.
?. Component Status Indicators to identify a component as 3cti%e .3/, 'edeployed
.'/, ,onated .,/, or Terminated .T/.
A. Component Criticality definition .!1#, ith ! being most critical/.
+
#. Ser%ice records for all components in the in%entory.
E. ,ata used to support configuration diagrams of the hardare and softare
components contained ithin specific locations, or the entire data processing
en%ironment.
The mission of an In%entory *anagement System is to pro%ide a Central 3sset
'epository of information used to define assets and relate the asset to its@ oner, location,
and relati%e importance. This information ill pro%ide personnel ith data needed to
support their 7ob functions, for e4ample:
&cilities !n+ement ill be able to plan 0eating, -entilation and 3ir
Conditioning .0-3C/ re&uirements, as ell as poer and floor space needed to
support e&uipment listed in 3sset 'epository for a specific location. To also perform
the functions needed to adhere to legal, en%ironmental, business, and regulatory
re&uirements associated ith e&uipment redeployment and termination.
&inncil %er"ices ill be able to budget for asset procurement, depreciate assets
o%er time, and complete ta4 documents. 3 report of e&uipment and their resale %alue
can be used to aid in planning e&uipment upgrades and to reduce the 8Total Cost of
:nership; associated ith e&uipment.
Contrcts !n+ement ill be able to negotiate %endor discounts and enterprise
agreements. 3dditional %endor agreements may be re&uired to support transportation
and arehousing, e&uipment ser%ice and reconfiguration re&uirements, data ipe
ser%ices and products, buyers, and scrap dealers.
Contin+ency Plnnin+ personnel ill be able to de%elop reco%ery plans for
mainframe and office assets contained ithin the In%entory System, based on the
assets relati%e importance .as stated ithin the Criticality field/. Surplus e&uipment
may be utilized to support reco%ery operations, if needed.
Tec'nicl personnel ill be able to resol%e problems more &uickly ith the
information contained ithin the In%entory System, because they ill ha%e a listing
of the assets contained ithin a location. BS* ha%e the I*S should be integrated
ithin the e%eryday functions performed by personnel associated ith entering and
maintaining asset information. The system ill reduce the effort de%oted to asset
G
management, hile supplying many personnel ith the information they need to
perform their functional responsibilities.
1.. Introduction to t'e Or+ni>tion
In 7ust 6# years Bhat1Bhateni has gron from a Hsingle shutter( !6$ s&. ft. cold store to
become the leading supermarket and departmental store chain in Nepal, and the highest
ta4 payer in the sector for the last fi%e consecuti%e years ith more than !$,$$$
customers daily.
There are currently to stores con%eniently located in central Bathmandu and
*ahara7gun7, and a further fi%e stores are due to open in the ne4t three years in
Bathmandu and across Nepal.

9ictures !.? Building of BBS*

Bhat1Bhateni 0ead :ffice Bhat1Bhateni *ahara7gun7 branch office

Bhat1Bhateni offers a full range of "$,$$$ products from #$$ local and international
suppliers, including a ide range of groceries, fresh fruits and %egetables@ a broad range
of leading international li&uor, toiletries and cosmetics brands@ and an e4tensi%e choice of
kitchenare, clothing, sports, toys and electrical items. <urthermore, both premises
include e4cellent %alue 7eellery stores that offer a ide range of gold and sil%er
ornaments in both traditional and modern styles.
Bhat1Bhateni stores offer a uni&ue shopping e4perience for customers in Nepal folloing
the international Hhypermarket( format. The ground floor offers a ide range of fresh food
"
and %egetables and a broad range of leading international Ii&uor, Toiletries and
Cosmetics brands. The remaining floors offer a ealth of choice including Bitchenare,
Clothing, Sports J Toys and Clectricals, ith con%enient escalators and air1conditioning
on all floors. The *ahara7gun7 superstore includes a shirting J suiting ser%ice and a
promotional area to display carefully selected promotions. In addition, furniture J
fi4tures is a ne e4citing offering being introduced in 6$$" in both stores. Both premises
benefit from the co1location of an e4cellent %alue 7eellery stores that offer a ide range
of gold and sil%er items in both traditional and modern ornaments.
1., Are o3 t'e %tudy
The In%entory *anagement discipline encompasses all system and data netork elements
from the mainframe to the ser%er le%el throughout the enterprise.
3ll mainframe and data netork based hardare and softare assets must be identified
and entered into the In%entory System. 3ny changes to these en%ironments must be
reflected in the IS.
<inancial and technical product information must be a%ailable through the In%entory
System, as needed to support the functional responsibilities of personnel ithin the
finance and contracts management departments.
3sset criticality must be included ith asset descripti%e and financial information, so that
the 'eco%ery *anagement department is supplied ith the information it re&uires.
'eco%ery actions must be implemented to safeguard critical assets.
3sset status must be included in the In%entory *anagement system, so that the
component can be ser%iced in adherence to legal, en%ironmental, business, and industry
re&uirements. This process should be used to dri%e the facilities management department
%ia form routing hen components change status from acti%e to redeploy, donate, and
terminate, of scrap. 3n audit trail of acti%ities associated ith e&uipment status changes
and associated actions must be maintained to certify actions and eliminate legal and ci%il
e4posures.

!$
1.0 Issues to 2e Address? @uestion to Ans:ered
Cfficient processing and operations management start ith an integrated approach that
links all facets of system management together. In%entory *anagement is 7ust one of the
disciplines. Cach augments the other, and pro%ides the ability to effecti%ely manage a
large systems en%ironment.
The products and tools that comprise the In%entory *anagement System use data, -ital
9roduct ,ata, local configuration definitions and in some cases, disco%ery applications to
arri%e at in%entory information.
3 lack of such data affects the other Systems *anagement disciplines ability to function.
<olloing are the research &uestion for the study:
!. 2hat is the main ob7ecti%e of the Bhatbhateni supermarket on holesale lendingK
6. 2hat kinds of challenges= issues specially the problem on the thiefK
?. 2hat is the criterion for pro%iding CC cameraK
A. 0o is the internal controlling system on I*SK
#. In hich ay organization attempting to e4tent for profit enhancementK
E. 2hat is the share of retail lending in total stock pro%ided by the supermarketK
1.1 O2Aecti"es o3 study
The general ob7ecti%es of report riting mainly comprise: enhancing the conceptual as
ell as analytical knoledge related ith Bhat1Bhateni supermarket and their operating
procedures, to obtain a practical knoledge about %arious organizational procedures and
policies regarding the supermarket sector. Fltimately the report focuses on 8in%entory
management system at Bhatbhateni supermarket;. The other ob7ecti%es of the report
riting are as under.
!. To analyze the in%entory management process of BBS*
6. To carry out the In%entory *anagement ,ata *odel of BBS*
?. To understand the Collecting, *onitoring and 'eporting ,ata of the organization
A. To study the Interfaces Business <unction and System *anagement Interfaces
during the in%entory management system
#. To calculate the Cconomic :rder Luantity of BBS*
!!
E. To understand the terms and condition applied by supermarket for retail pro%ide.
1.B Need o3 t'e %tudy
3s the age of 6!
st
century supermarket is the fundamental part and package of the
economic system of any country. Noadays nobody %isit different place for different
item purchase but e%erybody keep it ith the supermarket. 0o much the supermarket
system and facilities of market is de%eloped ithin the country determines the economic
de%elopment of the country. The first and basic need of re%ision this topic about
8In%entory management system; is for the component of course re&uirement of degree of
BB3 program, 8<ield 'eport 2riting; carrying !$$ marks. So in this field report riting
I focused on the supermarket sector for folloing reasons:
!. It is significant to identify all the products and product appearance supermarket to
analyze the in%entory management system.
6. <or pro%iding general operation about the operation of the Bhatbhateni supermarket
and for future reference for conducting more research
?. It is re&uired to kno the stock size of different fiscal years to make the relati%e study
among the stock %olumes and sho the falling and increasing trends.
A. The information about the target market helps to recognize the customers and
consumers of the product of BBS*.
#. :n the basis of suggestion and recommendation of the study, the corporation
managing director can take actions for impro%ing the performance.
E. <or achie%ement of necessity of #
th
semester of BB3 according to 9urbanchal
Fni%ersity Curriculum

1.C Or+ni>tion o3 t'e %tudy
1.C.1. O"erll Or+ni>tion o3 t'e %tudy
The generally report is di%ided into three chapters. In the 3irst c'pter, the historical
background of the BBS*, introduction of the BBS*, ser%ices offered, organizational
chart, marketing strategy etc of the BBS* is presented. The second c'pter is concerned
ith the in%entory management system about the number of customer %isit by the
!6
company for pre%ious fi%e financial years here trend line J bar1charts are used. Iastly
t'ird c'pter pro%ides the summary, conclusion and recommendation of the o%erall field
%isit.
1.C.. Reserc' met'odolo+y
'esearch methodology present to the %arious se&uential steps to accept by a researcher in
studying .3 systematic method is re&uired to pick out an actual result for any type of
study. Similarly, in this report also, there is certain method used. In this report, for the
data collection method, both the primary as ell as secondary information has been used.
The first step of the collection of necessary information and data from related field that is
the collection from BBS* .the task ill be fulfilled by the collection of secondary data,
from %arious published information and oral speeches. ,ata designing is an o%erall
frameork outline of plan for performing the study. In this study analytical research and
design ill be used for clearing the situation on the basis of presented data and analyzed
systematically under specific ma7or heading so as to meet ob7ecti%e of the study. :n the
other hand the accumulated data is e4plained analyzed and tabulated systematically. To
achie%e the ob7ecti%e of the study descripti%e design has been used.
G day field sur%ey as conducted on 13 February, 2010. The &uestionnaire sur%ey as
conducted among the
Dt Collection
Information re&uired for the study as collected from the corporate department of
BBS*. Concerned personnel of the respected department ere in contact. Both the
primary and secondary sources of data ere collected for the preparation of this report.
Primry Dt: The field data sheets and Luestionnaire schedule ere prepared for the
collection of primary information. It is done by using folloing methods:
&ield o2ser"tion: Iearned through obser%ation and spending too much time in
BBS*
!?
@uestionnire met'od: I conducted &uestionnaire sur%ey to get further
information about I*S. 3 total of !# indi%iduals ere inter%ieed ith the pre1
designed &uestionnaire schedule :ccasional discussion ith manager, staffs and
other concerned officials ere also done. 9repared se%eral &uestionnaires and
conducted se%eral inter%ies ith the appointed person of the respected field.
!intinin+ interpersonl reltions'ip -isited the BBS* in order to ha%e an
relationship ith different aspects of the supermarket
8roup discussion met'od *et ith the staff and had direct contact ith them
for rele%ant information. Informal discussion ith the staffs of the supermarket
%econdry Dt
9ublications J 7ournals. the boss, business age /
Information(s from BBS*. ,irecti%es
Collecting information from )oogle
Information from ebsite of BBS* ebsite . bbsm.com.np/
.,cag.com=
financial management book .%an horne and achoicz ,fundamenral of financial
management /
1.C.,. )imittion o3 t'e %tudy
i< Corporte policy
BBS* is accurate to its customers. The supermarket maintains the faith of its customers
and as not ready to leak out %aluable information e%en to its interns for any kind of
publication. Thus, maintaining its secrecy policy.
ii< Resource constrint
!A
Since there as lack of imitati%e in this field, no solid sur%ey has been conducted as such
e as interns could ha%e conducted e4tensi%e sur%ey in the fields. 0oe%er, due to
resource constraints e ere not able to do so.
iii< Time constrint
3part from the research constraints, I needed ample time for conducting an e4tensi%e
research and sur%ey hich could not be possible due to our time constraint of our e4am.
C4am is knocking our door, and e should be ready for open it. I had to spend a month
in the field gathering some first hand e4perience of supermarket
i"< Competiti"e ed+e
In today(s cut1throat competiti%e market, information is money and all the companies
ha%e realized this fact and ould think tice before gi%ing aay any %aluable formation.
Thus, e had limited information gathering and our research and report suffers some
information insufficiency.
!#
CHAPTER II: PRE%ENTATION AND ANA)9%I% O& DATA
..1 In"entory !n+ement Process
2ithin the system area changes to the physical en%ironment are systematically reported
through the integrated change process. This discipline incorporates all hardare and
softare reconfigurations or updates. 3ll inputs to the centralized data base ill be
sub7ect to the change process. The folloing to diagrams illustrate an o%er%ie of the
In%entory *anagement process and the <lo ,iagram of the In%entory 9rocess
respecti%ely.
<igure No. 6.!: In%entory *anagement 9rocess

PROCE%% INPUT%:
%er"ice )e"el !n+ement- Cpcity nd Per3ormnce !n+ement-
C'n+e !n+ement- Pro2lem !n+ement- *tc' !n+ement-
On()ine !n+ement- Reco"ery !n+ement
Ne:
Acquisition
Asset
Re(Deployment
Asset
Termintion
Net:or$
Alert
%ystem
Re(Con3i+urtion
In"entory
Repository
Dt *se
Dt Center Record-
%ystem Record-
Hrd:re Record-
%o3t:re Record-
%er"ice Record-
&inncil Record.
%ystem !n+ement
Assurnce Process
On()ine Die:in+ Add ? Delete ? Edit
R?O R?#
Reports
Hrd Copy- or
"i on(line Disply
To
Con3i+urtion
!n+ement
Source: : .dcag.com
!E
... In"entory !n+ement Dt !odel
Figure 2.2 Inventory Management Data Model
Dt Center
Record
%ystem
Record
Hrd:re
Component
%er"ice
Record
%o3t:re
Component
Hrd:re
&inncil
Record
%o3t:re
&inncil
Record
&etures &etures
In"entory !n+ement Dt !odel
Source: compiled field sur%ey 6$!$
The folloing items are re&uired from asset sources to support an integrated
Configuration *anagement approach.
1. Dt Center Record: This record contains on1line information about the data
processing centers, the system name, location codes, emergency phone numbers,
managers, and contact names. The softare and hardare components and system
records ill refer to this record.
!+
.. %ystem Record: This record contains information relati%e to each processing system
ithin the processing center. This record should contain the system names by I93',
location codes, operator names, and support numbers. Softare and hardare
components can refer to this record.
,. %er"ice Record: This record contains the ser%ice organization(s data. *aintaining
ser%ice organization records is ad%antageous hen a user is displaying a record of a
failing component. This record should contain the name, location, prime1shift phone
number, off1shift phone number, hardare and softare representati%e(s name, and
contact phone numbers, and a description of the ser%ice organization. 0ardare and
softare components can refer to this record.
0. &inncil Record: 0elpful information in this record assists in arranty and ser%ice
incidents. 0ardare financial records contain a user financial id, a financial type, and a
description. <or softare records the same information is re&uired in addition to a
license type record entry.

1. Hrd:re Component: <or hardare component records a consensus must be
reached on the hardare types to be managed. 3 hardare model record for each
hardare type ill be created and all common hardare components ill be entered
using this template. This record should contain the folloing information:
Component ID
Product Num2er
%eril Num2er
8eneric de"ice type
!odel
!nu3cturer
O:ner
Instll Dte
)oction
!G
!intennce Dendor
Contrct type
Component sttus
Component Criticlity
Component description
B. %o3t:re Components: <or softare component records a consensus must be
reached as to hat le%el of installed softare ill be ithin the scope of the asset data
base. <or e4ample, is the orkstation .9C1based/ softare to be managedK If so, are
e to account for all application softare or 7ust operating system softareK The ansers
to these &uestions are linked to hat kind of information the user support groups re&uire
to pro%ide ser%ice to the client. In a centralized 0elp ,esk en%ironment, all user
application softare, including maintenance le%els, are maintained. This pro%ides up1to1
date information to the 0elp ,esk personnel about the user en%ironment and adds greatly
to their producti%ity.
3 softare model record for each component contains an I,, maintenance le%el,
program type, status and a description. 3 typical softare record should contain the
folloing information:
%ystem Eppliction runs on<
Product Num2er
Nme
!odel
Dendor
%eril Num2er
Rene:l Dte
)icense Type
Contrct Type
!intennce )e"el
Description
!"
C. &eture Components Record: This record identifies associated features and relates
these features back to other records.
F. !odel Component Record: The industry uses this type record as a producti%ity tool
to greatly enhance the ability to build large data bases &uickly ith minimum data entry
errors.
*odel records themsel%es do not hold configuration data, but they make the entry of
data easier by alloing the creation of component records from models that hold
information common to a number of components .or subcomponents/ of the same type.
The model capability also pro%ides the ability to build one or many relationships
beteen model features and hardare or softare components. <eatures that are
common to many components can be contained in a single model feature record that is
referred to by many component records.

.., Collectin+- !onitorin+ nd Reportin+ Dt
..,.1 Collectin+ Dt
The 'ecord 0ierarchy in the folloing diagram indicates that component records refer to
data center, system, ser%ice, and financial records. These four records are informational
components. This means they must be created prior to creating the component records
.hardare, softare/. It sa%es time because these records must be defined before they
can be referenced in component records. This allos you to establish connections as you
create the records.
..,.. !onitorin+ nd Reportin+ Dt
:nce the in%entory data base has been built it ill be used to satisfy the folloing
re&uirements
,etermine bypass and reco%ery procedures hen a failing component has been
identified.
6$
,etermine the le%el of a component, and also other components that are affected
hen a problem occurs.
Cstablish relationships beteen a component and any problem or change record in
the data base.
Search for any components meeting specific characteristics, such as all terminals
in a netork and the locations to hich they are assigned.
)enerate reports on specific configuration information, including but not limited
to the folloing:
1 0ardare or softare components ith related features,
1 9hysical in%entory by location,
1 0ardare and softare configuration maps, and
1 Ser%ice reporting for maintenance contracts, arranty, and in%oice
tracking.
..0 *usiness &unction Inter3ces
Some of the more common business functions that interface ith In%entory *anagement
include:
Purc'sin+: This resource manages all information systems re&uirement
identification through the procurement process. In%entory *anagement pro%ides
input to 9urchasing in terms of system and netork standard asset information.
Accounts Recei"2le ? Py2le Deprtment: This function collects usage data and
bills information System .I=S/ e4penses to the appropriate users. It supports
accounting, budget planning, tracking of pro7ect costs, and other acti%ities. In%entory
*anagement pro%ides financial records as input to the 3ccounts 'ecei%able = 9ayable
process and %ice %ersa. This to1ay interface occurs ith the appro%al and
submittal of billings for payment.
I?% !n+ement Committees: These groups in%estigate tools and ser%ices to
pro%ide policy information and translate that data into recommendations for I=S
producti%ity impro%ements and ser%ices. In%entory *anagement ill pro%ide input
to these groups in terms of product standards and technology strategies.
6!
%trte+ic Plnnin+ Committees: These groups deal ith long1range planning and
the integration of I=S ob7ecti%es ith the business ob7ecti%es of the enterprise.
In%entory *anagement pro%ides an interface to Strategic 9lanning by pro%iding
insight into de%ice migration patterns, trends, and direction, and the Strategic
9lanning Committees pro%ide information back to the disciplines as ell.
%ecurity Deprtment: This function manages the registration or enrollment of
people and programs to access controlled I=S resources. In%entory *anagement
pro%ides input about de%ice configurations and security interfaces to this functional
area.
User %upport 8roups: Since these groups are responsible for their e&uipment
ac&uisition, they must be compliant ith the in%entory process. Tracking the
ac&uisition of netork and computer e&uipment at the local le%el can be difficult
ithout their full participation. To ensure accountability of such purchases, pro%isions
should be made for a periodic physical in%entory of such groups to ensure a le%el of
in%entory integrity.
Client %upport %er"ices: These groups define the ser%ices that ill be needed to
support the I=S clients ithin the enterprise. 2ithin Ser%ices *anagement are to key
areas:

!. Help Des$ 1 This area pro%ides a single point of contact for clients to re&uest ser%ices
and obtain resolutions for problems.

6. %er"ice )e"el Plnnin+ 1 this area identifies the agreement beteen the I=S
organization ad the user community that defines the le%el of ser%ice. The ser%ice le%el
agreement is also used to define policies for operations and performance management.
..1 %ystem !n+ement Inter3ces
66
The In%entory *anagement discipline is dependent upon %arious disciplines and
functions ithin the enterprise in achie%ing its ob7ecti%es. These disciplines and
functions and the assumptions related to their tasks are listed belo:
C'n+e !n+ement: Coordinates the %arious tasks performed in configuration
change and testing across the data processing en%ironment. 3ny changes to the I=S
en%ironment that affect In%entory *anagement are input from this discipline.
Pro2lem !n+ement: 3ssists the I=S organization in locating, identifying, and
resol%ing in%entory problems. The 9roblem *anagement discipline ill pro%ide
input to In%entory *anagement as problems arise that re&uire changes to resol%e
conflicts.
&cilities Plnnin+: 'e&uired to participate in the 9roblem or Change process as they
pertain to the physical en%ironment and is accountable for any actions re&uired to
comply ith the in%entory management process. It is essential that this group
pro%ide input to In%entory *anagement and %ice %ersa, to ensure changes in physical
asset configurations are noted.
..B Distri2ution in retil sector
Bhatbhateni supermarket pro%ides sell that product hich is out of fashion, out of date,
damage, off1season product, festi%al scheme. Some product are return hich is
possible .and some product hich is sold to small store
Table of 'etail lending
SCIIS SCIIIN) 9C'CCNT3)C
sell on full price +G M
sell on discount 66 M
Source: compiled field sur%ey 6$!$
6?
Source :Table 6.!
In the abo%e chart e can see that +GM of the total sell on full price, and only 66M of
total product are sell on discount at off1season , out of fashion, damage out and off date
.This shos that BBS* is more acti%e controlling product than could not on loss .
..C. &unctionl res
6A
3ll of the functional areas listed belo can utilize the information contained ithin the
In%entory *anagement System>s Central 3sset 'epository of information. 3dditionally,
the 'eco%ery *anagement area could utilize in%entory information to identify an assets
criticality .especially hen the asset>s location and oner are identified ithin the
In%entory *anagement System/. Through the use of reports generated from the
In%entory *anagement System>s 'epository, it ould be possible to obtain a listing of all
N*ost CriticalN resources, by location and group. This report ould then ser%e as the
basis of a Business 'eco%ery 9lan.
The functional areas that interface ith an In%entory *anagement System are:
Figure 6.+.!: vervie! o" Inventory Management
Inventory Management Departments
Inventory Management
Mainframe Mid-Range PC / LAN Communications Fixed Assets
ard!are
"oft!are
Faci#ities
$endor
Financia#
$oice Data Net!or%
Finance
Common areas of concern
faced &y eac' department
Contracts
Inventory Management is divided into
many separate areas of responsibility.
Source: compiled field sur%ey 6$!$
6#

..F %#OT ANA)9%I% O& **%!
Table 6.!: S2:T 3nalysis of BBS*
%TREN8TH #EAGNE%%
Cfficient and effecti%e ad%ance
sanctioning procedure
9rofessional attitude among the
employees
Cfficient customer ser%ice and
marketing about retail lending
Competiti%e interest structure
Cffecti%e credit appraisal system
Iess loss in case of default
Continuous inno%ati%e approach
)ood brand image and strong
brand loyalty among its customers
Technologically dri%en facilities
to its customers
Iack of di%ersified product
Iess competiti%e interest structure
0assles in loan sanctioning
procedure
Brand aareness is still 7ust
medium
Iack of proper research and
de%elopment
,id not co%er all group of
customer in this sector
Iack of market co%erage in rural
areas
Iack of good ad%ertisement
strategies
OPPORTUNITIE% THREAT%
0igh market co%erage hith in
kathmandu
Increasing trend of Nepalese
people mo%ing in taking credit for
indi%idual purpose
Io le%el income of the people
Fnstable political and economic
conditions
<re&uent change in BBS*
directi%es and regulatory policies
6E
Best ay to gain customer
satisfaction by fulfilling the dream of
their customer
0igh competition in marketing
industry.
:ther small super market coming
up ith similar ser%ices
Source: compiled field sur%ey 6$!$
..H Economic order quntity
Economic order quntity is the le%el of in%entory that minimizes the total in%entory
holding costs and ordering costs. It is one of the oldest classical production scheduling
models. The frameork used to determine this order &uantity is also knon as #ilson
EO@ !odel or #ilson &ormul. The model as de%eloped by <. 2. 0arris in !"!?, but
'. 0. 2ilson, a consultant ho applied it e4tensi%ely, is gi%en credit for his early in1
depth analysis it.
..H.1 O"er"ie:
3ssume that the demand for a product is constant o%er the year and that each ne order is
deli%ered in full hen the in%entory reaches zero. There is a fi4ed cost charged for each
order placed, regardless of the number of units ordered. There is also a holding or storage
cost for each unit held in storage .sometimes e4pressed as a percentage of the purchase
cost of the item/ e ant to determine the optimal number of units of the product to
order so that e minimize the total cost associated ith the purchase, deli%ery and
storage of the product
The re&uired parameters to the solution are the total demand for the year, the purchase
cost for each item, the fi4ed cost to place the order and the storage cost for each item per
year. Note that the number of times an order is placed ill also affect the total cost@
hoe%er, this number can be determined from the other parameters
..H.. Underlyin+ ssumptions
!. The ordering cost is constant.
6. The rate of demand is constant
?. The lead time is fi4ed
6+
A. The purchase price of the item is constant i.e no discount is a%ailable
#. The replenishment is made instantaneously, the hole batch is deli%ered at once.
C:L is the &uantity to order, so that ordering cost O carrying cost finds its minimum. .3
common misunderstanding is that the formula tries to find hen these are e&ual./
6.".? Dri2les
Q P order &uantity
Q
Q
P optimal order &uantity
D P annual demand &uantity of the product
P P purchase cost per unit
S P fi4ed cost per order .not per unit, in addition to unit cost/
H P annual holding cost per unit .also knon as carrying cost or storage cost/
.arehouse space, refrigeration, insurance, etc. usually not related to the unit cost/
6.".A T'e Totl Cost 3unction
The single1item C:L formula finds the minimum point of the folloing cost function:
Total Cost P purchase cost O ordering cost O holding cost
1 Purc'se cost: This is the %ariable cost of goods: purchase unit price R annual demand
&uantity. This is 9R,
1 Orderin+ cost: This is the cost of placing orders: each order has a fi4ed cost S, and e
need to order ,=L times per year. This is S R ,=L
1 Holdin+ cost: the a%erage &uantity in stock .beteen fully replenished and empty/ is
L=6, so this cost is 0 R L=6
.
To determine the minimum point of the total cost cur%e, set its deri%ati%e e&ual to zero:
.
The result of this deri%ation is:
6G
.
Sol%ing for L gi%es LQ .the optimal order &uantity/:
Therefore:
.
Note that interestingly, LQ is independent of 9@ it is a function of only S, ,, 0.
6.".# E7tensions
Se%eral e4tensions can be made to the C:L model, including backordering costs and
multiple items. 3dditionally, the economic order inter%al can be determined from the
C:L and the economic production &uantity model .hich determines the optimal
production &uantity/ can be determined in a similar fashion.
3 %ersion of the model, the Baumol1Tobin model, has also been used to determine the
money demand function, here a person>s holdings of money balances can be seen in a
ay parallel to a firm>s holdings of in%entory.
6.".E E7mple
Suppose annual re&uirement .3'/ P !$$$$ units
Cost per order .C:/ P 6
Cost per unit .CF/P G
Carrying cost Mage .Mage of CF/ P $.$6
Carrying cost 9er unit P $.!E
Cconomic order &uantity P
Cconomic order &uantity P #$$ units
Number of order per year .based on C:L/
6"
Number of order per year .based on C:L/ P 6$
TC P CU Q AR O CO .AR = EOQ/ O CC .EOQ = 6/
TC P G Q !$$$$ O 6.!$$$$ = #$$/ O $.!E.#$$ = 6/
TC P G$$G$
If e check the total cost for any order &uantity other than #$$.PC:L/, e ill see that
the cost is higher. <or instance, supposing E$$ units per order, then
Total cost P G Q !$$$$ O 6.!$$$$ = E$$/ O $.!E.E$$ = 6/
Total cost P G$$G!
Similarly, if e choose ?$$ for the order &uantity then
TC P G Q !$$$$ O 6.!$$$$ = ?$$/ O $.!E.?$$ = 6/
TC P G$$"!
This illustrates that the Cconomic :rder Luantity is alays in the best interests of the
entity, that the number of times an order is placed ill also affect the total cost@ hoe%er,
this number can be determined from the other parameters
.
..C !Aor &indin+
In"entory !n+ement Process flo inside the system area changes to the physical
en%ironment is methodically reported through the integrated change process. This
discipline incorporates all hardare and softare reconfigurations or updates. 3ll
inputs to the centralized data base ill be sub7ect to the change process.
In"entory !n+ement Dt !odel help e%aluated ,ata Center 'ecord,
System 'ecord, Ser%ice 'ecord, <inancial 'ecord, 0ardare Component, Softare
Components, *odel Component 'ecord, <eature Components 'ecord, hich help to
flo systematic 0elpful information in this record assists in arranty and ser%ice
incidents. 3 hardare model record for each hardare type ill be created and all
common hardare components ill be entered using this template. Serial Number,
)eneric de%ice type, *odel, *anufacturer, :ner, Iocation, Contract, type,
Component description, Component status, 9roduct Number
Collectin+ Dt hierarchy hich indicates that component records refer to data
center, system, ser%ice, and financial records. These four records are informational
?$
components. This means they must be created prior to creating the component
records .hardare, softare/. It sa%es time because these records must be defined
before they can be referenced in component records. This allos you to establish
connections as you create the records.
!onitorin+ nd Reportin+ Dt determine by pass and reco%ery procedures
hen a failing component has been identified. determine the le%el of a component,
and also other components that are affected hen a problem occurs. Cstablish
relationships beteen a component and any problem or change record in the data
base.
*usiness &unction Inter3ces ha%e the more common business functions that
interface ith In%entory *anagement include:9urchasing,3ccounts,
'ecei%able=9ayable,,epartment,,Committees,Strategic,9lanning,Committees,
Security department
:ut of toal sales, most of the sales . +GM/ sell is on full price, at off1season , out
of fashion, damage out and off date .This shos that BBS* is more acti%e
controlling product than could not on loss .
%#OT nlysis help to determine strength, eakness, opportunities, threats of
organization 9rofessional attitude among the employees, , Competiti%e interest
structure .Cffecti%e credit appraisal system, Continuous inno%ati%e approach. )ood
brand image and strong brand loyalty among its customers. Technologically dri%en
facilities to its customers. Iack of market co%erage in rural areas, lack of good
ad%ertisement strategies. Iack of di%ersified product, Iack of proper research and
de%elopment. 0igh market co%erage ith in Bathmandu. Increasing trend of
Nepalese people mo%ing in taking credit for indi%idual purpose Best ay to gain
customer satisfaction by fulfilling the dream of their customer, Io le%el income of
the people <re&uent change in BBS* directi%es and regulatory policies other small
super market coming up ith similar ser%ices
?!
Economic order quntity is the le%el of in%entory that minimizes the total
in%entory holding costs and ordering costs. It is one of the oldest classical
production scheduling models. C:L is the &uantity to order, so that ordering cost O
carrying cost finds its minimum. .3 common misunderstanding is that the formula
tries to find hen these are e&ual./
3ssume that the demand for a product is constant o%er the year and that each ne
order is deli%ered in full hen the in%entory reaches zero. There is a fi4ed cost
charged for each order placed, regardless of the number of units ordered. There is also
a holding or storage cost for each unit held in storage .sometimes e4pressed as a
percentage of the purchase cost of the item/ e ant to determine the optimal number
of units of the product to order so that e minimize the total cost associated ith the
purchase, deli%ery and storage of the product
The re&uired parameters to the solution are the total demand for the year, the purchase
cost for each item, the fi4ed cost to place the order and the storage cost for each item
per year. Note that the number of times an order is placed ill also affect the total
cost, hoe%er, this number can be determined from the other parameters
T'eoreticl $no:led+e in prctice
Analyzing the information under study it has been cleared that there is difficult in
imlementation theoretical !no"ledge in ractice#
$he study ra%eled the resonsi%eness for maintaining the &n%entory in a current and
accurate state# Role is resonsible for both mainframe and net"or! resident de%ices and
soft"are comonents lin!ing "ith the &nterfaces Systems 'anagement discilines and
financial deartment# (S' resonsible for maintaining the &n%entory Data (ase
Reository and for guarantying the information contained "ithin the Reository is
accurate and in a current state# &nformation is data entered) or entered %ia automated
tools#
((S' ro%ides sell that roduct "hich is out of fashion) out of date) damage) off*season
roduct) festi%al scheme# Some roduct are return "hich is ossible #and some roduct
"hich is sold to small store#
?6
#'t sur"eyor 3eels durin+ 3ield "isit
'r# 'in (# +urung has truly %isionary long*term goals and aim to establish farmer co*
oerati%es in ,eal "hich is estimated to gi%e emloyment to -.)... eole in total once
the store e/ansion rogramme is comlete) and is li!ely to osition (hat*(hateni as the
largest cororate ta/ ayer in the country
(hat*(hateni offers a con%enient shoing e/erience "here customers can sa%e time)
sa%e money#(hat*(hateni stores offer a uni0ue shoing e/erience for customers in
,eal follo"ing the international 1hyermar!et2 format# $he ground floor offers a "ide
range of fresh food and %egetables and a broad range of leading international 3i0uor)
$oiletries and Cosmetics brands# $he remaining floors offer a "ealth of choice including
4itchen"are) Clothing) Sorts 5 $oys and Electricals) "ith con%enient escalators and
air*conditioning on all floors# $he 'ahara6gun6 suerstore includes a shirting 5 suiting
ser%ice and a romotional area to dislay carefully selected romotions# &n addition)
furniture 5 fi/tures is a ne" e/citing offering being introduced in 7..8 in both stores#
(oth remises benefit from the co*location of an e/cellent %alue 6e"ellery stores that
offer a "ide range of gold and sil%er items in both traditional and modern ornaments#
??
CHAPTER III: %U!!AR9- CONC)U%ION AND
RECO!!ENDATION
,.1 %ummry
Bhat1Bhateni offers a con%enient shopping e4perience here customers can sa%e time,
sa%e money. BBS* stores offer a uni&ue shopping e4perience for customers in Nepal
folloing the international Hhypermarket( format. The ground floor offers a ide range of
fresh food and %egetables and a broad range of leading international Ii&uor, Toiletries
and Cosmetics brands. The remaining floors offer a ealth of choice including
Bitchenare, Clothing, Sports J Toys and Clectrical, ith con%enient escalators and air1
conditioning on all floors. The *ahara7gun7 superstore includes a shirting J suiting
ser%ice and a promotional area to display carefully selected promotions. In addition,
furniture J fi4tures is a ne e4citing offering being introduced in 6$$" in both stores.
Both premises benefit from the co1location of an e4cellent %alue 7eellery stores that
offer a ide range of gold and sil%er items in both traditional and modern ornaments.
9arking arrangements are a%ailable free on the premises and a secure locker system
a%ailable to keep personal belongings. 'estaurants, bank J cash machine and dry
cleaning ser%ices in the %icinity makes Bhat1Bhateni a one1stop shopping destination. If
you end up buying more than you can carry, Bhat1Bhateni offers a free home deli%ery
ser%ice. The +1day return policy ensures a con%enient shopping e4perience.
Bhat1Bhateni is a leading supermarket and departmental store chain in Nepal. 2ith an
impressi%e groth history o%er 6# years Bhat1Bhateni has de%eloped a reputation for
continuous impro%ements, e%ery day lo price and a product offer second to none.
There are currently to stores in Bathmandu, located in Bhat1Bhateni .head office store/
and a ne superstore as opened in September 6$$G in *ahara7gun7. The stores are open
from +:?$am to G:?$pm, + days per eek and offer a full range of "$,$$$ products from
#$$ local and international suppliers. *ore than !$,$$$ people %isit the stores daily and
?A
benefit from a +1day return policy. 2ith o%er G$$ combined store staff, consistent
merchandising and assured customer ser%ice is guaranteed.
Bhat1Bhateni )roup operates as a pri%ate limited company. It has been a successful
family business since the establishment in !"GA and has been the largest ta4 payer in the
retail sector for the last fi%e years in Nepal.
,.. Conclusion
,espite ma7or economic and political turmoil in the country during the past fe years,
the Nepalese market sector has been able to perform e4ceptionally ell. This has been
ell 7ustified by the fact that most of the pri%ate, supermarket in Nepal ha%e been able to
earn good amount of profit e%ery year hile other ma7or sector of the economy ha%e been
suffering. 2ith the ad%ancement in technology and rapid change in the need and
preference of the people, Bhat1Bhateni supermarket in Nepal ha%e been coming out ith
continuous inno%ati%e products, schemes and facilities. 0oe%er, such initiations are
mainly concentrated toards the household sector. :ther ma7or sectors of the nation like
manufacturing, agriculture, and tourism and hotel industry are still under serious crisis.
These sectors are the ma7or demanders of funds in case of any healthy economy. But in
the contemporary economic scenario of Nepal it is not the case. ,ue to serious slack
don of other ma7or sectors, the demand for product has not been groing as it should
ha%e, hich in turn has led to the subse&uent fall in market interest rate during the last
decade. 3nother important fact that should be taken into consideration is that since the
economic condition is not %ery conduci%e it magnifies the probability of BS*. The
Nepalese politics and economy is filled ith so much uncertainty and insecurity that it
puts a big &uestion mark on the profitability of any business and non1business
organization. 3nd if the suparmarket has pro%ided credit facility to many organizations
and small store there is high risk of such credit turning into non1performing assets. This
has led most of the store to focus on retail sector here there is less chance of default
than in corporate sector.
?#
<rom the abo%e analysis it is seemed that bhatbhateni supermarket is one of those
supermarkets that dedicated in ser%ing their %alued customers ith e4cellence.
The trend analysis of operate pro%ide and gross credit suggests that their %alues are better
than the estimation. The 0ousing item , clothing item, food item and entertainment item
are the most successful item. 0oe%er the o%erall design of the supermarket is as per the
customer needs important it toard the success. The success of these holesale items is
also the results of its sound and systematic lending procedure.
Thus this supermarket, pioneer in trade let somebody borro ha%e to gi%e substantial
attention in its retail lending and credit groth in order to sustain them.

,., Recommendtions
BBS* ha%e its on strategy for Create Centralized 'epository of In%entory information.
Ftilize 3utomated Tools and <ront1end to the In%entory 'epository.
Integrate the In%entory 'epository ith the e%eryday asset functions performed by
personnel, such as:
3sset 3c&uisition,
3sset 'edeployment,
3sset Termination,
Iease and Contract *aintenance,
-olume 9urchase 3greements, etc.

Ftilize a 8Criticality; indicator to relate assets and their criticality for disaster reco%ery
purposes. This ill allo for reports that list all most critical resources for a specific
location, by type and costs.

<ormulate a committee to in%estigate methods for impro%ing In%entory *anagement and
implement the most rearding suggestions from the committee.
?E
'C<C'CNCC= BIBII:)'390S


: Sthapit 3zaya Bikran .6$$+/ 9roduction and operations management, Bathmandu
3smita book publication and distributions
: 9anta, 9rem 'a7 .6$$A/. 'esearch and report riting, Bathamndu, Buddha 3cademic
Cnterprises.
: -an 0orne and achoicz, fundamenral of financial *anagement
: Coperland J 2eston, financial theory J corporate policy, 3ddison 2esley
: .smart&msTcom1images1in%entory1management1system
: *icrosoft U Cncarta U 6$$". In%entory1management1system
: 2ikipedia, the free encyclopedia.htm
: . )oogle .com in%entory1management1system
: .dcag.com
?+