11._final_chap_1_2_3-eos

CHAPTER 11.0 INTRODUCTIONMany 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.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 PROBLEMSThe 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 PROJECTThemain objectiveof 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 PROJECTThis 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 System- The integrated inventory system has the access to all the departments, but it can only view and print the reports of the said departments.

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

1.5 DOCUMENTATION OF EXISTENCE & SERIOUSNESS OF THE PROBLEM

1.5.1Documentation 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. 1.5.3 PROCESS MODELS OF EXISTING SYSTEMS CONTRIBUTING TO THE PROBLEM

1.5.4 DATA MODELS OF THESE EXISTING SYSTEMS

1.5.5 DATA (OR ANY FORM OF STATISTICS) THAT MAY BE RELEVANT TO PROVE EXISTENCE & SERIOUSNESS OF THE IDENTIFIED PROBLEMSAn 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 ALTERNATIVESInformation 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 PROBLEMThe 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 PROBLEMIn 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 PROJECTThe 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.CHAPTER 2-REVIEW OF RELATED LITERATURE & STUDIES2.0 INTRODUCTIONThis 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 LITERATURE2.1.1 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 SystemAuthor: Steen LamparterLars JordanDate: September 2, 2011Today, 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 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-Studies-1089397.html)

This contains a collection of local related literature that could compare the similarities and differences with the study.Title: Computerized Scheduling SystemAuthor: MHAYBEL CAMARTINMANILYN DEQUILLADate: January 27, 2011A computerized reservations and scheduling system is provided which alternately allows transportation consumers to select from pre-scheduled transportation 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 STUDIES2.2.1Foreign Studies

COCA COLA FOREIGN STUDIES

http://ir.cokecce.com/phoenix.zhtml?c=117435&p=irol-newsArticle&ID=139536The 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 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 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 Coca-Cola 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 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.

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,

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.phpPepsi's Beginnings

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 Pepsi-Cola 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.pageAvon, 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 well-recognized brand names asAvon Color,ANEW, Solutions,Skin-So-Soft,Advance TechniquesandAvon Naturals.

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 a 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, 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=68ABOUT THE COMPANYSince 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 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 marketfrom 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.

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)

InOctober 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 4-stroke 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.

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.

May 2005 was the launch of the Suzuki APV, offering the best value-for-money 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.

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 1stgeneration 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 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 GSX-R; 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, andTina. They are the children of Benny and Corit Alejandro, who started the papemelrotibusiness.Papemelrotiis a specialty shop which carries a wide variety of gifts and decorative 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 andTina. 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,papemelrotihas evolved into a chain of gift shops that has touched countless lives through its unique product lines.Patsy,Peggy,Meldy, Robert andTinacontinue to design products forpapemelroti. 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 retailing,papemelrotihas 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.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 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 ScopeTo 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 3.1.2.1 User ProfileInventory Integration OfficerThe 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.

3.1.2.2 Use- cases

The following use-cases are typically interactions between the external environment and the internal software system.1. View reports in Customer relationship2. View reports in Logistics warehouse3. View reports in Logistics transportation4. View reports in Manufacturing5. View reports in Purchasing

6. View Executive Dashboard3.1.2.2.1 Use-Case DiagramFigure 1: Use Case Diagram of Inventory Deployment System3.1.2.2.2 Use-Case Descriptions

Use case: View Reports

Primary Actor:Inventory Integrated Officer

Goal in context:To identify and analyze reports.

Precondition: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)



Precondition:The Integrated Inventory Officer needs to identify and analyze 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 : View reports

Primary Actor:Inventory integrated Officer


Precondition:The integrated inventory officer needs to view the reports from the purchasing officer.

Trigger:

Scenario:1. The user selects Purchasing in the main menu.

2. Select view reports.

3. Identify reports and analyze issues.

4. Ranked issues encountered.

Exception:

Use-case:View reports (Purchasing)



Precondition:The Integrated Inventory Officer needs to identify and analyze 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.

Exception:

Use case : View Reports.



Precondition:The integrated inventory officer needs to view the reports from the logistics officer.

Trigger:

Scenario:1. The user selects Logistics in the main menu.




Exception:

Use-case:View reports (Logistics)



Precondition:The Integrated Inventory Officer needs to identify and analyze first the given reports by the Logistics Department.


Scenario:1. The user select desire department.

2. The user creates a recommendation letter.

3. The user select send.

Exception:

Use case : View Reports.



Precondition:The integrated inventory officer needs to view the reports from the Costumer Relationship Officer.

Trigger:

Scenario: 1. The user selects Costumer Relations in the main menu.




Exception:

Use-case:View reports (Customer Relationship)



Precondition:The Integrated Inventory Officer needs to identify and analyze first the given reports by the Customer Relations.


Scenario:1. The user select desire department.

2. The user creates a recommendation letter.

3. The user select send.

Exception:

Use case : Executive Dashboard


Goal in context:To present the status of the company in a graphical presentation.

Precondition:The Inventory Integrated Officer needs to identify, analyze and ranked the issues that are often encountered by the departments first.

Trigger:The Executive wants to see the overall report of the company.

Scenario:1. The Executive will log in to the website/system.

2. The Executive log in as the Administrator.3. Selects reports.4. View

Exception:

3.1.2.3 Special usage considerations

All the information for every department cannot be deleted. And the system will automatically view all the reports real time.

3.1.2.4 Activity Diagrams

The following activity diagrams show the actions that occur during a particular use-case.

Figure 2- Activity Diagram for logging on to the system

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 attempts the system will close. Once access is granted the employee can use the system according to their level of authorization.

Figure 3 Activity Diagram for Viewing Reports from Manufacturing Department

In Figure 3 its shows the activity involved in viewing the report from Manufacturing Department. Identify the reports, analyze the issues encountered and ranked it.

Figure 4 Activity Diagram Notification/Confirmation send to Manufacturing Department

In Figure 4 shows the activity of sending recommendation from the integrated inventory officer to Manufacturing department to address the issues encountered.

[Valid] [Not Valid]Figure 5 Activity Diagram for Viewing Reports of Purchasing DepartmentIn Figure 5 shows the activity involved in viewing the report of Purchasing Department. Identify the reports, analyze the issues encountered and ranked it.

Figure 6 Activity Diagram Notification/Confirmation send to Purchasing Department

In Figure 6 shows the activity of sending recommendation from the integrated inventory officer to purchasing department to address the issues encountered.

[Not Valid] [Valid]Figure 7 Activity Diagram for Viewing Reports of Logistics DepartmentIn Figure 7 shows the activity involved in viewing the report of Logistics Department. Identify the reports, analyze the issues encountered and ranked it.

Figure 8 Activity Diagram Notification/Confirmation send to Logistics DepartmentIn Figure 8 shows the activity of sending recommendation from the integrated inventory officer to Logistics department to address the issues encountered.

[Valid] [Not Valid]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.

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.

[Not Valid]

[Valid]Figure 11 Activity Diagram of Executive DashboardIn 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.

Figure 12 Activity Diagram Notification/Confirmation send to Executive OfficerIn Figure 12 it shows the activity of sending recommendation from the integrated inventory officer to Executive Officer to address the issues encountered.3.1.3. Data Model Description3.1.3.1 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

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.

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.

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.3.1.3.3 Complete data model

Figure 13 Complete Data Model of Inventory DeploymentIn Figure 13 it shows the Complete Data Model of our Inventory Deployment System.3.1.4. Functional Model Description

3.1.4.1 Class Diagrams

Figure 14 Overall Class Diagram of Inventory Deployment System

3.1.4.2 Software Interface Description

3.1.4.2.1 External machine interfacesThe software will be capable of printing invoices and reports on a local or network printer.3.1.4.2.2 External system interfacesThe 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)

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 Payable3.1.4.3.1 Inventory of Reports

ReportsNo. of reports

Customer Relationship Management Reports3

Logistics Warehouse Reports4

Logistics Transportation Reports4

Manufacturing Advanced Planning and Scheduling Reports3

Manufacturing Execution Reports2

Purchasing5

Total21

3.1.4.3.2 Layout of ReportsFinished Product Inventory Reports

Overall Product Inventory ReportsRaw Material Inventory Reports3.1.4.3.3 Data Dictionary of Reports

Table 3.1.4.3.1 Log- in

DataData TypeNullDescription

UsernameVarcharNoUsername of the user.

PasswordVarcharNoPassword of the account.

Table 3.1.4.3.2 Executive Officer


Executive Officer IDIntNoID of the Executive Officer.

PasswordVarcharYesPassword of the Executive Officer.

First nameVarcharYesName of the Executive Officer.

Middle nameIntYesMiddle name of the Executive Officer.

Last nameVarcharYesLast name of the Executive Officer.

AddressVarcharYesAddress of the Executive Officer.

ContactIntNoContact number of Executive Officer.

Table 3.1.4.3.3 Inventory Integration Officer


Admin IDIntNoID of the Inventory Integration Officer.

PasswordVarcharYesPassword of the Inventory Integration Officer.

First nameVarcharYesName of the Inventory Integration Officer

Middle nameIntYesMiddle name of the Inventory Integration Officer.

Last nameVarcharYesLast name of the Inventory Integration Officer.

AddressVarcharYesAddress of the Inventory Integration Officer.

ContactIntNoContact number of the Inventory Integration Officer.

Table 3.1.4.3.4 Customer Relationship OfficerDataData TypeNullDescription

CRM Officer IDIntNoID of the Customer Relationship Officer

PasswordVarcharYesPassword of the Customer Relationship Officer.

First nameVarcharYesName of the Customer Relationship Officer.

Middle nameIntYesMiddle name of the Customer Relationship Officer.

Last nameVarcharYesLast name of the Customer Relationship Officer.

AddressVarcharYesAddress of the Customer Relationship Officer.

ContactIntNoContact number of the Customer Relationship Officer.

Table 3.1.4.3.5 Stockman OfficerDataData TypeNullDescription

Stockman Officer IDIntNoID of the Stockman Officer.

PasswordVarcharYesPassword of the Stockman Officer.

First nameVarcharYesName of the Stockman Officer.

Middle nameIntYesMiddle name of the Stockman Officer.

Last nameVarcharYesLast name of the Stockman Officer.

AddressVarcharYesAddress of the Stockman Officer.

ContactIntNoContact number of the Stockman Officer.

Table 3.1.4.3.6 Logistics Officer


Logistics Officer IDIntNo ID of the Logistics Officer.

PasswordVarcharYesPassword of the Logistics Officer.

First nameVarcharYesName of the Logistics Officer.

Middle nameIntYesMiddle name of the Logistics Officer.

Last nameVarcharYesLast name of the Logistics Officer.

AddressVarcharYesAddress of the Logistics Officer.

ContactIntNoContact number of the Stockman Officer.

Table 3.1.4.3.7 Manufacturer Officer


Manufacturer Officer IDIntNo ID of the Manufacturer Officer.

PasswordVarcharYesPassword of the Manufacturer Officer.

First nameVarcharYesName of the Manufacturer Officer.

Middle nameIntYesMiddle name of the Manufacturer Officer.

Last nameVarcharYesLast name of the Manufacturer Officer.

AddressVarcharYesAddress of the Manufacturer Officer.

ContactIntNoContact number of the Manufacturer Officer.

Table 3.1.4.3.8 Purchasing Officer


Purchasing Officer IDIntNo ID of the Purchasing Officer.

PasswordVarcharYesPassword of Purchasing Officer.

First nameVarcharYesName of the Purchasing Officer.

Middle nameIntYesMiddle name of the Purchasing Officer.

Last nameVarcharYesLast name of the Purchasing Officer.

AddressVarcharYesAddress of the Purchasing Officer.

ContactIntNoContact number of the Purchasing Officer.

3.1.5 Behavioral Model Description

3.1.5.1 Description for software behavior

3.1.5.1.1 EventsCustomer 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 issuesPurchasing Officer Class EventsPO 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

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 workingUser Class Events

User is log on to the system

User is registeredUser 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

Product sold

Product has out of stock

Product is out of dateRaw Material Class Events

Raw material ordered

Raw material sold

Raw material has out of stock 3.1.5.1.2 StatesCRO States

DescriptionManagingThe CRO is the one who manage customers.ImprovingThe CRO is improving their relationships to customer.RequestingThe CRO is requesting a product to warehouse.AnalyzingThe CRO is analyzing the given issues. Illustrating The CRO is illustrating their issues, of positive

and negative issues reports.SO StatesDescriptionManagingThe SO is the one who manage stocks.ProtectingThe SO is protecting their stocks, from warehouse.RequestingThe SO is requesting finished products to manufacturing.Analyzing The SO is analyze the in / out of products, back orders and etc.

IllustratingThe SO is illustrating their issues, of positive and negative issues.

MO StatesDescription

ManagingThe MO is the one who manage raw materials and the quality control of products.

RequestingThe MO is requesting raw materials.AnalyzingThe MO is analyzing their issues, of positive and negative issues reports.

IllustratingThe MO is illustrating the given issues.

PO StatesDescriptionManagingThe PO is the one who managing the products.

RequestingThe PO is requesting the supplies to suppliers.

IllustratingThe PO is illustrating their issues, of positive and negative issues reports.

AnalyzingThe PO is analyzing their issues, of positive and negative issues reports.

Executive Officer StatesDescription

ManagingThe EO is managing the overall issue reports.

AnalyzingThe EO analyzing their issues, of positive and negative reports.

IllustratingThe EO is illustrating the issues of positive and negative reports.

ViewingThe EO view all the reports of every department issues.3.1.5.2 State chart Diagram

Figure 15- Overall statechart of Inventory Deployment System

Figure 16 Statechart diagrams of the Customer Relationship Management

Figure 17 Statechart diagrams of the Stockman Officer

Figure 18 Statechart diagrams of the Manufacturer Officer Figure 19 Statechart diagrams of the Purchasing Officer

Figure 20 Statechart diagrams of the Executive Officer3.1.6 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 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 Scheduling3.1.7.2 Expected 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.eo_id

password

first_name

middle_name

last_name

address

contact

Executive Officer

+view reports()

+view all inventory reports()

admin_id

password

first_name

middle_name

last_name

address

contact

Inventory Integration Officer

+manage products

lo_id

password

first_name

middle_name

last_name

address

contact

Logistics

Officer

+manage products

po_id

password

first_name

middle_name

last_name

address

contact

Logistics Officer

Inventory Integrated

Officer

Executive Officer

Determine user authentication

Log on the System

Log on to the System Activity Diagram

Log on the systems

Determine users authentication

Access Granted

[3]

[Incorrect]

[Correct]

Viewing Report

Of Manufacturing

Department

Log on the System


Select Manufacturing in the main menu

Identify reports and analyze issues

Select Reports

Ranked issues

[Not Valid]

[Valid]

View reports sends to Manufacturing Department

Log on the System


Select reports in the main menu

Create recommendation letter

Select Manufacturing department

Select Send

Viewing Report of Purchasing Department

Log on the System


Select Purchasing in the main menu


Select Reports

Ranked issues

View reports of Purchasing Department

Log on the System


Select reports in the main menu


Select Purchasing department

Select Send

Viewing Reports

Of Logistics

Department

Log on the System


Select Logistics in the main menu


Select Reports

Ranked issues

View report of Logistics Department

Log on the System


Select Logistics in the main menu


Select Logistics department

Select Send

Viewing Reports of Customer Relationship Department

Log on the System


Select Customer Relationship in the main menu


Select Reports

Ranked issues

View reports of

Customer Relationship Department

Log on the System


Select Customer Relationship in the main menu


Select Customer Relationship department

Select Send

Executive

Dashboard

Log on the System


Executive log in as Administrator

View

Select Reports

Leave/Send comments

View reports by Executive Officer

Manufacturer Officer

Stockman Officer

Select Executive dashboard in the main menu


Select Executive dashboard by department

Select Send

Purchasing Officer

Customer Relations Officer

View Dashboard

View Reports

View Reports

View Reports

View Reports

Sign Out

View Reports

Viewing

Searching

Logging

Log Out

Waiting

[username correct]

Retry

Determine users authentication

Log on to the System

Idle

[username & password entered]

[username & password=incorrect]

+view dashboard

Purchasing

Officer

+manage raw materials

mo_id

password

first_name

middle_name

last_name

address

contact

Manufacturer

Officer

+manage stocks

so_id

password

first_name

middle_name

last_name

address

contact

Stockman

Officer

+manage customers

crm_id

password

first_name

middle_name

last_name

address

contact

Customer Relationship Officer

+view reports()

+view all inventory reports()

admin_id

password

first_name

middle_name

last_name

address

contact_no

Inventory Integration Officer

1

1

1

Ordering

Release of

Products

Inventory Data

Warehouse

Received

Products

Reports

Illustrating

Initializing

Requesting

Improving

Managing

Customer Relations Officer Class state chart Diagram

Customer Relationship

Order

Negative

Positive

Reports

Analyzing

Initializing

Requesting

Protecting

Managing

Stockman Officer Class state chart Diagram

Stocks

Order Products

Negative

Positive

Reports

Analyzing

Initializing

Requesting

Protecting

Managing

Manufacturer Officer Class state chart Diagram

Raw materials

Order

Negative

Positive

Reports

Analyzing

Initializing

Requesting

Protecting

Managing

Purchasing Officer Class state chart Diagram

Supplies

Ordering

Negative

Positive

Release of

Products

Signed out

Viewing

Searching

Waiting

Registering

Executive Officer Class state chart Diagram

Users Authentication

Reports

Warehouse

Inventory Data

Received

Products

1

Inventory Deployment SystemPage 72

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