Imbento-ry: Assessing the Service Crew Commitment to Inventory Counting and its Impact on Inventory Management Efficiency in Quick Service Restaurant

1. Introduction

To stay competitive and effectively meet customer demands, organizations must excel in inventory management. In the context of Quick Service Restaurants (QSR), inventory management is crucial for maintaining operational success and organizational performance (Munyaka & Mudavalli, 2022). The Tagalog term “Imbento” refers to inaccurate or manipulated inventory data, underscoring the importance of precise and honest inventory practices.

Effective inventory management involves balancing stock availability to meet customer needs while managing carrying costs and operational inefficiencies. A systematic ordering policy can minimize total inventory costs and enhance organizational efficiency (Inegbedion et al., 2019). Accurate inventory data is vital for making informed decisions in procurement, production, and customer service.

The dedication of service crew members, who are responsible for inventory counting and monitoring, is critical. Their commitment directly affects the reliability of inventory data, which in turn influences the entire supply chain—from forecasting and procurement to sales and customer service. High standards in inventory management can enhance competitive advantage and improve overall organizational performance (Kansime, 2022).

Rodriguez and Palallos (2024) emphasize that accurate demand forecasting, product diversification, and efficient distribution are crucial for effective supply chain management. Similarly, effective inventory management is essential for cost-efficient operations and maintaining appropriate safety stocks.

This study aims to explore how the commitment of service crew members impacts inventory management efficiency in Quick Service Restaurants. Objectives include assessing the level of commitment towards accurate inventory counts, identifying key factors influencing this commitment, examining the relationship between commitment and inventory metrics (such as accuracy, turnover rates, and stock levels), and evaluating the effectiveness of current inventory practices. The study seeks to provide valuable insights to optimize operational processes and boost performance through enhanced service crew engagement in inventory management.

1.1. Statement of the Problem

Specifically, the study aims to investigate service crew members’ commitment to inventory taking in a timely and accurate manner, identify the key factors that influence their commitment to such activities, investigate the impact of their commitment on inventory accuracy, inventory turnover rates, and the frequency of stock-out and overstock scenarios, and investigate how current practices are perceived by the organization as effective means of managing its inventory.

• What is the level of commitment of the service crew to Inventory counting?
• What are the factors affecting the Commitment of the Service Crew to Inventory counting in terms of:

  2.1

  Training and Effectiveness

  2.2

  Recognition and Feedback

  2.3

  Counting Procedures

  2.4

  Availability of Resources

  2.5

  Organizational Culture?

• What is the level of Impact on Inventory Management Efficiency in terms of:

  3.1

  Inventory Accuracy

  3.2

  Inventory Turnover

  3.3

  Inventory Stock-outs

  3.4

  Inventory Overstock?

• Is there a significant relationship between the Factors affecting the Commitments of the Service Crew to Inventory Counting and Inventory Management efficiency?
• Is there a significant impact of Factors Affecting the Commitment of the Service Crew to Inventory counting and Inventory Management Efficiency?
• Based on the result, what will be the Intervention program to boost the Efficiency of Inventory Management in the organization?

1.2. Hypothesis

HO1: 

There is no significant relationship between the Factors affecting the Commitments of the Service Crew to Inventory Counting and Inventory Management efficiency.

HO2: 

There is no significant impact of Factors Affecting the Commitment of the Service Crew to Inventory counting and Inventory Management Efficiency.

2. Review of Related Literature

2.1. Commitment in Inventory Counting

“Commitment to inventory counting” involves employees being dedicated to accurately tracking inventory levels, adhering to procedures meticulously, and ensuring overall inventory accuracy. This dedication is essential for effective decision-making in procurement, production planning, and customer service. Employees who are committed to inventory counting work to minimize errors, maintain consistency, and continuously improve their counting methods.

Research underscores the importance of accurate inventory data in supply chain management. Errors in inventory can disrupt efficiency and lead to poor customer satisfaction (Avrahami & Korchatov, 2019). Enhancing the reliability of inventory systems through advanced technologies and a skilled workforce is crucial for improving operational efficiency (Huang et al., 2018). Effective inventory management, seen across various sectors, is vital for optimizing processes and reducing costs (Mukherjee & Rao, 2023; Villacis et al., 2024).

A strong commitment to precise inventory counting not only ensures operational accuracy but also contributes to organizational efficiency and cost-effectiveness in inventory management practices (Amirrudin et al., 2023). This commitment is key to supporting seamless operations and achieving better overall performance.

2.2. Factors Influencing Commitment to Inventory Counting

Effective warehouse inventory management relies on several critical factors. First, having a knowledgeable and skilled staff is essential, along with robust documentation practices and adequate funding (Tarudin et al., 2021). Effective procurement procedures, careful inventory planning, and thorough documentation are key to successful inventory management (Wijekumara & Kumara, 2019). Utilizing advanced strategies, like transfer learning from successful heuristic methods, can significantly enhance deep reinforcement learning systems, especially for managing perishable goods (Moor et al., 2022).

Inventory control systems, combined with efficient control practices and up-to-date information technology, play a crucial role in inventory management (Kaewchur, 2021). To handle demand uncertainties during production surges, optimizing workforce training—by tailoring it for both slower and faster learners—ensures flexibility and responsiveness (Valeva et al., 2020). Deep reinforcement learning (DRL) has proven to be an effective tool for addressing complex inventory challenges such as lost sales and multi-echelon management, outperforming traditional methods (Gijsbrechts et al., 2022).

Key factors influencing inventory control include forecasting accuracy, production and sales alignment, skilled worker turnover, and market demand fluctuations (Ong et al., 2022). Implementing strategic inventory practices, such as demand forecasting and procurement optimization, positively affects key performance indicators like order fulfillment and customer satisfaction (Al Shukaili et al., 2023). Effective inventory management not only improves operational efficiency and cost-effectiveness but also supports firm performance and decision-making, ultimately providing a competitive edge (Mumo & Moronge, 2019; Kiran, 2019).

2.3. The Inventory Management Efficiency

Efficient inventory management is crucial for streamlining warehouse operations and ensuring precise tracking of stock movements. It involves facilitating accurate stock counting, maximizing storage space utilization, and preventing losses due to theft (Amirrudin et al., 2023). Inventory Management Efficiency (IME) is a key metric that measures performance by reducing variability in inventory levels (Kim, 2023). Implementing effective IME strategies includes using strategic ordering practices to lower overall inventory costs, such as setting specific thresholds for reordering items (Inegbedion et al., 2019).

High IME is vital for boosting overall supply chain performance and can significantly influence financial indicators like Cost of Goods Sold (COGS) and Gross Margins (Coney et al., 2019). By maintaining optimal inventory levels, IME helps minimize the risk of stock shortages or surpluses, ensuring that goods are available when needed without excess (Jhansi et al., 2022). In essence, a well-managed inventory system not only supports operational efficiency but also contributes to improved financial outcomes and customer satisfaction.

2.4. Previous Studies on the Relationship between Employee Commitment and Inventory Accuracy

Previous research consistently highlights a strong link between employee commitment and inventory accuracy. Higher employee commitment correlates with more accurate inventory counts, showcasing how dedication and engagement contribute to reliable inventory data. This reliable data is crucial for making informed decisions in procurement, production scheduling, and customer service (Karoso et al., 2022).

Organizational commitment acts as a bridge between the work environment and employee performance, significantly affecting operational outcomes. For instance, economic order quantities and production costs directly impact operational and sales turnover costs (Akpoviroro & Varečková, 2023), underscoring the close relationship between inventory management and broader organizational strategies. Additionally, employee commitment and effective recruitment processes are linked to better internal supply chain performance (Alansaari et al., 2019), emphasizing the importance of human resource practices in supply chain efficiency.

Effective training is essential for deploying advanced inventory management systems and managing supply chain risks (Saleem, 2020). Fostering a culture of continuous improvement and employee engagement can significantly enhance inventory accuracy and operational efficiency (Kulikova et al., 2023; Chancasanampa-Mandujano et al., 2019). Strategies like setting precise reorder points and managing supplier partnerships also improve warehouse efficiency and stock accuracy (Ammirudin et al., 2023). Overall, understanding these factors is vital for developing strategies that boost employee commitment and optimize inventory management, leading to enhanced organizational performance.

2.5. Theoretical Framework

The theory that was anchored in this study is the Social Exchange theory.

Figure 1. Social Exchange Theory.

Figure 1. Social Exchange Theory.

The Social Exchange Theory (SET) explores the dynamics of psychological transactions and their impact on exchange processes. SET suggests that individuals are motivated to engage in behaviors that offer the greatest rewards while minimizing costs, whether in personal relationships or organizational settings. In the context of this study, SET helps explain why service crew members are dedicated to accurate and timely inventory counting. They are driven by the anticipation of rewards such as job satisfaction and career recognition, which offset the time and effort invested in counting (Zooler & Muldoon, 2019).

From an organizational perspective, accurate inventory data—achieved through committed counting practices—is seen as a significant reward. Reliable inventory data enhances operational efficiency and supports informed decision-making in procurement, production planning, and customer service. On the other hand, inaccurate inventory counts lead to increased costs due to stockouts, overstock, and inefficiencies in operations, ultimately raising expenses (Ahmad et al., 2023).

SET provides a valuable framework for understanding how the commitment of service crew members affects organizational outcomes. It emphasizes aligning individual efforts with organizational rewards to foster commitment while minimizing the costs associated with inaccurate inventory management. Recognizing and rewarding accurate inventory practices can help organizations build a culture of commitment, leading to improved operational effectiveness and efficiency.

2.6. Conceptual Framework

Figure 2. IV-DV Paradigm.

Figure 2. IV-DV Paradigm.

The conceptual framework highlights how the service crew’s commitment to accurate inventory counting is shaped by several key factors: training, recognition, counting procedures, resource availability, and organizational culture. This commitment has a direct impact on inventory management efficiency, which in turn can guide the creation of targeted intervention programs to refine inventory practices. By understanding these relationships, organizations can pinpoint areas for improvement and implement strategies that enhance overall inventory management. This approach not only boosts efficiency but also helps develop effective solutions for optimizing inventory practices.

3. Research Methodologies

This study will use a quantitative research approach to explore how employee commitment to inventory counting affects inventory management practices. Specifically, a Descriptive-Correlation method will be employed. This approach systematically collects and analyzes numerical data, allowing us to examine correlations, identify predictors, and understand causal relationships between variables. As Janse et al. (2021) explain, the correlation coefficient is a statistical tool that measures the strength and direction of the relationship between variables, or assesses the agreement between different methods.

3.1. Sampling Methods and Participants

To ensure a well-rounded representation of different employee roles, the study will use purposive sampling. This method will target stockman crew, supervisors, and managers—all of whom are directly involved in inventory counting and management. The participants will come from various departments and locations within Quick Service Restaurants (QSR) in Quezon City, Metro Manila, Philippines. To determine the sample size, the researcher applied the Yamane Formula, resulting in a target of 171 participants for this study.

$$n={\displaystyle \frac{N}{[1+N\left(e\right)2]}}$$

$$n={\displaystyle \frac{300}{[1+300\left(.05\right)2]}}n={\displaystyle \frac{300}{1.75}}n=171.42or171$$

3.2. Data Collection and Instruments

Data will be collected using a structured questionnaire designed to measure employee commitment factors and perceptions of inventory management effectiveness. The first part is the level of commitment of the service crew to Inventory counting, second part is for factors affecting the Commitment of the Service Crew to Inventory counting in terms of Training and Effectiveness, Recognition and Feedback, Counting Procedures, Availability of Resources and Organizational Culture and the third is the level of Impact on Inventory Management Efficiency in terms of Inventory Accuracy, Inventory Turnover, Inventory Stock-outs, and Inventory Overstock. The following table shows the metrics and verbal interpretation of the results.

Table 1. Four-point Likert Scale for Level of Service Crew Commitment on Inventory Counting.

Score	Mean	Verbal Interpretation
4	3.25- 4.00	Very High (VH)
3	2.50- 3.24	High (H)
2	1.75- 2.49	Low (L)
1	1.00- 1.74	Very Low (VL)

Table 1. Four-point Likert Scale for Level of Service Crew Commitment on Inventory Counting.

Score	Mean	Verbal Interpretation
4	3.25- 4.00	Very High (VH)
3	2.50- 3.24	High (H)
2	1.75- 2.49	Low (L)
1	1.00- 1.74	Very Low (VL)

Table 2. Four-point Likert Scale for Factors Influencing the Service Crew Commitment.

Score	Mean	Verbal Interpretation
4	3.25- 4.00	Extremely Influential
3	2.50- 3.24	Influential
2	1.75- 2.49	Moderate Influential
1	1.00- 1.74	Not Influential at all

Table 2. Four-point Likert Scale for Factors Influencing the Service Crew Commitment.

Score	Mean	Verbal Interpretation
4	3.25- 4.00	Extremely Influential
3	2.50- 3.24	Influential
2	1.75- 2.49	Moderate Influential
1	1.00- 1.74	Not Influential at all

Table 3. Four-point Likert Scale for Impact on Inventory Management Efficiency.

Score	Mean	Verbal Interpretation
4	3.25- 4.00	Very accurate
3	2.50- 3.24	Accurate
2	1.75- 2.49	Inaccurate
1	1.00- 1.74	Very Inaccurate

Table 3. Four-point Likert Scale for Impact on Inventory Management Efficiency.

Score	Mean	Verbal Interpretation
4	3.25- 4.00	Very accurate
3	2.50- 3.24	Accurate
2	1.75- 2.49	Inaccurate
1	1.00- 1.74	Very Inaccurate

3.3. Statistical Methods

Quantitative data analysis will include descriptive statistics (mean, standard deviation) to summarize the level of commitment, factors influencing the crew commitment, and assessment of the Inventory management efficiency. Inferential statistical techniques such as regression analysis was employed to examine the predictive relationships between employee commitment (independent variable) and inventory management outcomes (dependent variables). Correlation analysis will assess the strength and direction of relationships between variables of interest.

4. Results

The Results garnered in this study investigate the level of commitment among service crew members to inventory counting, explore key factors influencing this commitment, assess its impact on inventory management efficiency, examine the relationship between commitment and efficiency, and propose intervention strategies to enhance overall inventory management effectiveness.

4.1. Assessment of the Service Crew Commitment to Inventory Counting

Indicators	N	Mean	SD	VI
1. I ensure accuracy in inventory counting by meticulously verifying stock levels against records.	171	3.7368	.44164	Very High
2. I prioritize inventory counting tasks to maintain consistency and minimize discrepancies.	171	3.2105	.62507	High
3. I take responsibility for identifying and reporting any inaccuracies in inventory counts promptly.	171	3.6257	.48535	Very High
4. I actively seek opportunities to improve my skills and knowledge related to inventory counting.	171	3.5731	.49608	Very High
5. I am committed to following standardized procedures for inventory counting to ensure reliability.	171	3.2105	.75312	High
AVERAGE	171	3.4713		VERY HIGH

Indicators	N	Mean	SD	VI
1. I ensure accuracy in inventory counting by meticulously verifying stock levels against records.	171	3.7368	.44164	Very High
2. I prioritize inventory counting tasks to maintain consistency and minimize discrepancies.	171	3.2105	.62507	High
3. I take responsibility for identifying and reporting any inaccuracies in inventory counts promptly.	171	3.6257	.48535	Very High
4. I actively seek opportunities to improve my skills and knowledge related to inventory counting.	171	3.5731	.49608	Very High
5. I am committed to following standardized procedures for inventory counting to ensure reliability.	171	3.2105	.75312	High
AVERAGE	171	3.4713		VERY HIGH

The analysis of commitment toward inventory counting for the Service Crew indicates an overall high commitment. The overall average mean score is 3.4713. They are outstanding in ensuring the accuracy of verification of stock levels with a mean of 3.7368 and SD of 0.44164. They also take responsibility for discovering inaccuracies and reporting them with a mean of 3.6257 and SD of 0.48535. They continue to seek further development of their skills with a mean of 3.5731 and an SD of 0.49608. However, on issues to do with prioritizing inventory counting tasks, the mean reading was 3.2105, and a SD of 0.62507, while following standardized procedures had a mean reading of 3.2105 and a SD of 0.75312. Indeed, this calls for supplementary training on the aspect of standardized procedures and the establishment of clear guidelines concerning this. Variables regarding continuous improvement through workshops and regular feedback need to be further firmed by the crew’s performance and commitment toward inventory counting.

4.2. Assessment of the Factors Affecting the Commitment of the Service Crew to Inventory counting

Training and Effectiveness
Indicators	N	Mean	SD	VI
1. The training provided adequately prepares me to perform accurate inventory counting.	171	3.2047	.63169	Influential
2. I receive regular updates and refresher training sessions on inventory counting techniques.	171	3.1930	.64458	Influential
3. The training programs enhance my efficiency in conducting inventory counts.	171	3.6257	.48535	Extremely Influential
TOTAL		3.3411		Extremely Influential
Recognition and Feedback
Indicators	N	Mean	SD	VI
1. I receive recognition for performing accurate and timely inventory counts.	171	3.5556	.54353	Extremely Influential
2. Feedback on my inventory counting accuracy helps me improve my performance.	171	3.2105	.62507	Influential
3. The organization values and acknowledges my contributions to inventory management.	171	3.6082	.52440	Extremely Influential
TOTAL		3.4581		Extremely Influential
Counting Procedures
Indicators	N	Mean	SD	VI
1. Standardized procedures for inventory counting are clearly defined and easy to follow.	171	3.5439	.55530	Extremely Influential
2. The counting procedures ensure consistency and accuracy in inventory records.	171	3.1871	.65084	Influential
3. There are clear guidelines for handling discrepancies identified during inventory counts.	171	3.1871	.66868	Influential
TOTAL		3.3060		Extremely Influential
Availability of Resources
Indicators	N	Mean	SD	VI
1. I have access to the necessary tools and equipment for conducting inventory counts.	171	3.6257	.48535	Extremely Influential
2. Adequate staffing levels are maintained to support timely and thorough inventory counts.	171	3.5731	.50780	Extremely Influential
3. The organization provides sufficient budget allocation for inventory management resources.	171	3.5614	.50780	Extremely Influential
TOTAL		3.5867		Extremely Influential
Organizational Culture
Indicators	N	Mean	SD	VI
1. The organizational culture emphasizes the importance of accurate inventory management.	171	3.5439	.56579	Extremely Influential
2. Collaboration and teamwork are encouraged during inventory counting activities.	171	3.5439	.57610	Extremely Influential
3. There is a culture of continuous improvement in inventory counting practices.	171	3.5789	.49518	Extremely Influential
TOTAL		3.5556		Extremely Influential

Training and Effectiveness
Indicators	N	Mean	SD	VI
1. The training provided adequately prepares me to perform accurate inventory counting.	171	3.2047	.63169	Influential
2. I receive regular updates and refresher training sessions on inventory counting techniques.	171	3.1930	.64458	Influential
3. The training programs enhance my efficiency in conducting inventory counts.	171	3.6257	.48535	Extremely Influential
TOTAL		3.3411		Extremely Influential
Recognition and Feedback
Indicators	N	Mean	SD	VI
1. I receive recognition for performing accurate and timely inventory counts.	171	3.5556	.54353	Extremely Influential
2. Feedback on my inventory counting accuracy helps me improve my performance.	171	3.2105	.62507	Influential
3. The organization values and acknowledges my contributions to inventory management.	171	3.6082	.52440	Extremely Influential
TOTAL		3.4581		Extremely Influential
Counting Procedures
Indicators	N	Mean	SD	VI
1. Standardized procedures for inventory counting are clearly defined and easy to follow.	171	3.5439	.55530	Extremely Influential
2. The counting procedures ensure consistency and accuracy in inventory records.	171	3.1871	.65084	Influential
3. There are clear guidelines for handling discrepancies identified during inventory counts.	171	3.1871	.66868	Influential
TOTAL		3.3060		Extremely Influential
Availability of Resources
Indicators	N	Mean	SD	VI
1. I have access to the necessary tools and equipment for conducting inventory counts.	171	3.6257	.48535	Extremely Influential
2. Adequate staffing levels are maintained to support timely and thorough inventory counts.	171	3.5731	.50780	Extremely Influential
3. The organization provides sufficient budget allocation for inventory management resources.	171	3.5614	.50780	Extremely Influential
TOTAL		3.5867		Extremely Influential
Organizational Culture
Indicators	N	Mean	SD	VI
1. The organizational culture emphasizes the importance of accurate inventory management.	171	3.5439	.56579	Extremely Influential
2. Collaboration and teamwork are encouraged during inventory counting activities.	171	3.5439	.57610	Extremely Influential
3. There is a culture of continuous improvement in inventory counting practices.	171	3.5789	.49518	Extremely Influential
TOTAL		3.5556		Extremely Influential

From the assessment, it can be seen that many factors have a significant influence on the commitment of the Service Crew towards counting inventory. The training programs are very effective in bringing about efficiency with a mean of 3.3411, which is very high. Similarly, recognition and feedback is another important factor with strong acknowledgement of contributions by the staff with a mean of 3.4581. The counting procedures are standardized in order to bring uniformity and accuracy with a mean of 3.3060. The resources are also quite adequate with proper tools, sufficient staffing, and budget with a mean of 3.5867. Therefore, a significantly enhanced commitment means that a strong organizational culture, stressing accuracy, teamwork, and continuous improvement, among others, bring out a significantly boosted commitment of 3.5556. To ensure that these efficiencies are maintained and enhanced, the training programs should be continued and enhanced; the recognition and feedback mechanisms should be further strengthened, counting procedures standardized, resource allocation ensured, and a positive organizational culture promoted. These will sustain high standards and move inventory counting practices into better practices.

4.3. Assessment of the Impact on Inventory Management Efficiency

Inventory Accuracy
Indicators	N	Mean	SD	VI
1. The recorded inventory levels closely match the actual stock available.	171	3.2865	.73147	Very Accurate
2. Discrepancies between recorded and actual inventory levels are promptly investigated and corrected.	171	3.5497	.57562	Very Accurate
3. There is a high level of confidence in the accuracy of our inventory data.	171	3.2865	.73147	Very Accurate
TOTAL		3.3742		Very Accurate
Inventory Turnover
Indicators	N	Mean	SD	VI
1. Inventory turnover rates are regularly monitored and analyzed to optimize stock levels.	171	3.5906	.56017	Very Accurate
2. Efforts are made to minimize excess inventory to maintain healthy turnover rates.	171	3.2222	.74184	Accurate
3. Our inventory turnover rates align well with industry benchmarks for efficiency.	171	3.5965	.55919	Very Accurate
TOTAL		3.4698		Very Accurate
Inventory Stock-outs
Indicators	N	Mean	SD	VI
1. Stock-outs of essential inventory items are rare occurrences.	171	3.5789	.50692	Very Accurate
2. Procedures are in place to mitigate and respond promptly to inventory stock-outs.	171	3.2105	.62507	Accurate
3. Stock-outs have minimal impact on our operations and customer service.	171	3.5789	.50692	Very Accurate
TOTAL		3.4561		Very Accurate
Inventory Overstock
Indicators	N	Mean	SD	VI
1. There are processes in place to prevent excessive overstock of inventory items.	171	3.2515	.63333	Very Accurate
2. Efforts are made to forecast demand accurately to avoid overstock situations.	171	3.5146	.55685	Very Accurate
3. Surplus inventory is effectively managed to minimize storage costs and obsolescence.	171	3.2573	.63560	Very Accurate
TOTAL		3.3411		Very Accurate

Inventory Accuracy
Indicators	N	Mean	SD	VI
1. The recorded inventory levels closely match the actual stock available.	171	3.2865	.73147	Very Accurate
2. Discrepancies between recorded and actual inventory levels are promptly investigated and corrected.	171	3.5497	.57562	Very Accurate
3. There is a high level of confidence in the accuracy of our inventory data.	171	3.2865	.73147	Very Accurate
TOTAL		3.3742		Very Accurate
Inventory Turnover
Indicators	N	Mean	SD	VI
1. Inventory turnover rates are regularly monitored and analyzed to optimize stock levels.	171	3.5906	.56017	Very Accurate
2. Efforts are made to minimize excess inventory to maintain healthy turnover rates.	171	3.2222	.74184	Accurate
3. Our inventory turnover rates align well with industry benchmarks for efficiency.	171	3.5965	.55919	Very Accurate
TOTAL		3.4698		Very Accurate
Inventory Stock-outs
Indicators	N	Mean	SD	VI
1. Stock-outs of essential inventory items are rare occurrences.	171	3.5789	.50692	Very Accurate
2. Procedures are in place to mitigate and respond promptly to inventory stock-outs.	171	3.2105	.62507	Accurate
3. Stock-outs have minimal impact on our operations and customer service.	171	3.5789	.50692	Very Accurate
TOTAL		3.4561		Very Accurate
Inventory Overstock
Indicators	N	Mean	SD	VI
1. There are processes in place to prevent excessive overstock of inventory items.	171	3.2515	.63333	Very Accurate
2. Efforts are made to forecast demand accurately to avoid overstock situations.	171	3.5146	.55685	Very Accurate
3. Surplus inventory is effectively managed to minimize storage costs and obsolescence.	171	3.2573	.63560	Very Accurate
TOTAL		3.3411		Very Accurate

The assessment of inventory management was that the Service Crew actually does a good job managing its inventories, with the accuracy rated very accurate overall, with an average of 3.3742. Variance is identified and resolved in a timely manner so that data is valid. Inventory turns are adequate compared to industry benchmarks with an average of 3.4698; there are attempts to reduce obsolete inventory levels, but the implementation is patchy, while stock-outs are rare and managed with effective work-arounds so there is minimal impact on operations with an average of 3.4561. Accumulation of overstocked inventory is prevented, and the associated processes are efficient, with demand forecasted accurately: the mean stands at 3.3411. This will require the sustenance of training programs, periodic audits with feedback, refinement in inventory practices to reduce overstock, and robust mitigation measures against stock-outs and overstock circumstances.

4.4. The Significant Relationship between Service Crew Commitment to Inventory Management Efficiency

		SERVICE CREW COMMITMENT	INVENTORY MANAGEMENT EFFICIENCY
SERVICE CREW COMMITMENT	Pearson Correlation	1	.911**
	Sig. (2-tailed)		.000
	N	171	171
INVENTORY MANAGEMENT EFFICIENCY	Pearson Correlation	.911**	1
	Sig. (2-tailed)	.000
	N	171	171
**. Correlation is significant at the 0.05 level (2-tailed).
LEGEND INTERPRETATION: 0 or Below- No Relationship (NR); 0.01-0.25- Low Relationship (LR); 0.26-0.50-Moderate Relationship (MR); 0.51-0.75-High Relationship (HR); 0.76-0.99-Very High Relationship (VHR); 1.00- Perfect Relationship (PR)

		SERVICE CREW COMMITMENT	INVENTORY MANAGEMENT EFFICIENCY
SERVICE CREW COMMITMENT	Pearson Correlation	1	.911**
	Sig. (2-tailed)		.000
	N	171	171
INVENTORY MANAGEMENT EFFICIENCY	Pearson Correlation	.911**	1
	Sig. (2-tailed)	.000
	N	171	171
**. Correlation is significant at the 0.05 level (2-tailed).
LEGEND INTERPRETATION: 0 or Below- No Relationship (NR); 0.01-0.25- Low Relationship (LR); 0.26-0.50-Moderate Relationship (MR); 0.51-0.75-High Relationship (HR); 0.76-0.99-Very High Relationship (VHR); 1.00- Perfect Relationship (PR)

The data reveals a very high positive and statistically significant relationship between Service Crew Commitment and Inventory Management Efficiency, with a Pearson correlation coefficient of 0.911 and a p-value of 0.000. This indicates that higher levels of commitment among the service crew are strongly associated with increased inventory management efficiency. To capitalize on this relationship, organizations should focus on enhancing service crew commitment through continuous training, recognition programs, and fostering a supportive organizational culture. Regular monitoring and support can help maintain and improve both commitment and efficiency, leading to better overall inventory management.

4.5. The Significant Impact of Factors Affecting the Commitment of the Service Crew to Inventory Counting and Inventory Management Efficiency

Model		Unstandardized Coefficients		Standardized Coefficients	t	Sig.
		B	Std. Error	Beta
1	(Constant)	-.323	.114		-2.825	.005
	SERVICE CREW COMMITMENT	.768	.054	.659	14.345	.000
	FACTORS AFFECTING THE COMMITMENT OF THE SERVICE CREW	.306	.044	.318	6.921	.000
a. Dependent Variable: Inventory Management Efficiency

Model		Unstandardized Coefficients		Standardized Coefficients	t	Sig.
		B	Std. Error	Beta
1	(Constant)	-.323	.114		-2.825	.005
	SERVICE CREW COMMITMENT	.768	.054	.659	14.345	.000
	FACTORS AFFECTING THE COMMITMENT OF THE SERVICE CREW	.306	.044	.318	6.921	.000
a. Dependent Variable: Inventory Management Efficiency

The regression analysis shows that both Service Crew Commitment and factors affecting their commitment significantly influence Inventory Management Efficiency. Service Crew Commitment has a strong positive impact (Beta = 0.659, p-value = 0.000), while the factors affecting their commitment also have a significant, albeit smaller, positive impact (Beta = 0.318, p-value = 0.000). The negative constant indicates a baseline level of efficiency. To enhance inventory management efficiency, it is crucial to focus on strategies that increase service crew commitment, such as training, recognition, and support, and to address the specific factors influencing their commitment, ensuring a supportive work environment.

Figure 3. P-Plot for Regression Analysis.

Figure 3. P-Plot for Regression Analysis.

Using the Normal P-P Plot of Residuals in inventory management efficiency, it can be proved that residuals are normally distributed since most of the points tend to follow very closely the diagonal line of perfect agreement. The assumption that residues are normally distributed is proven right; hence, the regression model is also right. Minor deviations from the line can be observed but not significant enough to invalidate the normality assumption. Thus, the regression model is reliable for predicting Inventory Management Efficiency from Service Crew Commitment and factors affecting their commitment.

4.6. Output (The Intervention Program)

Area	Objectives	Strategies	Time Frame	Persons Involved	Outcome
Advanced Inventory Counting Methods	Enhance skills in accurate recording and verification of inventory levels	Conduct workshops on advanced counting techniques, provide hands-on training, certification	Quarterly	Inventory Managers, Service Crew	Improved accuracy and efficiency in counting
Standard Operating Procedures (SOPs) Training	Ensure adherence to standardized counting procedures	Develop detailed SOP manuals, conduct training sessions, regular audits	Bi-annual	Inventory Supervisors, Service Crew	Consistent and standardized counting procedures
Technology Integration Training	Improve efficiency through the use of inventory management software	Training on software usage, practice sessions, troubleshooting and support sessions	Ongoing	Managers, Inventory Managers	Enhanced use of software for real-time data entry
Team Collaboration and Communication	Foster a positive team culture for effective inventory management	Workshops on communication and teamwork, role-playing exercises, feedback mechanisms	Monthly	Team Leaders, Service Crew	Improved collaboration and communication skills
Continuous Improvement Workshops	Encourage ongoing learning and process enhancement	Quarterly workshops on process optimization, idea-sharing sessions, recognition for innovations	Quarterly	Total Quality Manager, Service Crew	Enhanced process efficiency and innovation