Exploration of Inventory Management and Stock Control Practices in the Engineering and Construction Division: A Focus on Pelco I, Sto. Domingo, Mexico, Pampanga

Engineering and Technology Journal e-ISSN: 2456-3358 Volume 10 Issue 10 October-2025, Page No.-7568-7592 DOI: 10.47191/etj/v10i10.31, I.F. – 8.482 © 2025, ETJ 7668 ETJ Volume 10 Issue 10 October 2025, Engr. John Leslie M. Dizon, PhD Exploration of Inventory Management and Stock Control Practices in the Engineering and Construction Division: A Focus on Pelco I, Sto. Domingo, Mexico, Pampanga Engr. John Leslie M. Dizon, PhD.1, Engr. Allan E. David2, Engr. Amelito M. Sison3, Danilo T. Galang, LLB4, Engr. Enrico M. Go5 ABSTRACT. Effective inventory management is crucial for optimizing organizational efficiency and performance. This study explores key themes in inventory management and stock control practices focusing on workforce planning, employee engagement, communication, risk management, modernization, and strategic planning. The findings indicate that strategic workforce planning is essential for ensuring adequate staffing levels and preventing delays while active employee engagement enhances accuracy and decisionmaking. Clear communication and interdepartmental collaboration are vital for coordinating efforts and aligning strategies. Risk management practices including FIFO implementation and regular audits are necessary to mitigate risks related to stockouts, damages, and theft. Modernizing inventory management systems and investing in advanced warehouse facilities improve data accuracy and operational efficiency. Strategic material planning ensures timely procurement and prevents shortages. The study concludes that integrating these elements leads to more efficient operations, better risk mitigation, and alignment with organizational goals, thereby enhancing overall performance and competitive advantage. Recommendations include enhancing workforce planning, increasing employee engagement, strengthening communication, improving risk management strategies, investing in modernization, and enhancing strategic planning and allocation. Implementing these recommendations can lead to significant improvements in inventory management practices and organizational efficiency. KEYWORDS: Stocks Control Practices, Inventory Management, FIFO I. INTRODUCTION Businesses across industries rely on effective inventory management to reduce costs and improve customer service (Mahajan, et al., 2024). For state-owned monopolies offering public services, inventory management becomes more complex due to diverse inventory needs (Yang, R., 2023; González Gómez, E. P., 2023). Materials management, which focuses on planning and regulating material acquisition and use, is crucial for maintaining efficient operations (González Gómez, E. P., 2023). Regardless of the sector, effective systems for managing and controlling stock are integral to business success (Zhyhula, S., 2023). In distribution, manufacturing, and related businesses, well-managed inventory minimizes capital tied up in stock, satisfies customer needs, and controls costs (Dana, et al., 2021; Gijsbrechts, et al., 2022). While inventory management principles are straightforward (what to stock, how much, when to reorder), their practical implementation is complex. Factors like conflicting divisional objectives, uncertainties in supply and demand, and growing inventory volumes with diverse demand patterns complicate the decisionmaking process (Ahlqvist, et al., 2020; Rosario, J., 2022). Material classification is one strategy for optimizing inventory management to achieve reliable customer service at minimal cost (Ajayi, et al., 2021). Public utilities, particularly those owned and controlled by governments, face additional challenges. Weak performance incentives, customer resistance to tariffs, and insufficient maintenance funding often hinder progress (Karpinska, et al., 2021). Since public property is collectively owned, accountability for inventory management may be lacking. Inventory management is particularly crucial within the Engineering and Construction Division of public utilities, which is responsible for maintaining and expanding infrastructure to ensure reliable service delivery. Delays caused by insufficient materials or equipment can disrupt service and lead to significant revenue losses. Electric cooperatives (ECs) in the Philippines, such as PELCO I, face unique challenges due to the decentralized nature of the country’s power grid. These cooperatives must manage inventory to maintain service reliability amid limited budgets, infrastructure development needs, disaster preparedness, and corruption risks. Effective inventory management is essential “Exploration of Inventory Management and Stock Control Practices in the Engineering and Construction Division: A Focus on Pelco I, Sto. Domingo, Mexico, Pampanga” 7669 October 2025ETJ Volume 10 Issue 10 , Engr. John Leslie M. Dizon, PhD Figure 1: Research Paradigm for maintaining infrastructure and ensuring a swift response to disruptions, such as those caused by typhoons or earthquakes. The primary objective of inventory management is to optimize financial commitments by ensuring adequate stock levels that meet customer needs. This requires making strategic decisions about how much to order and when to reorder, balancing inventory costs with service levels. As the number of items with diverse demand patterns grows, this becomes increasingly complex (Rosario, J., 2022). Material classification helps streamline inventory management, making operations more efficient and cost-effective (Ajayi, et al., 2021). This study focuses on PELCO I, a public utility company in Sto. Domingo, Mexico, Philippines, to explore the current inventory management and stock control practices within their Engineering and Construction Division. By identifying areas for improvement, the study aims to enhance efficiency, reduce costs, and improve service delivery. The findings may inform future policies and practices for public utilities, benefiting the wider community. Background on Electric Distribution Utilities and PELCO I Electric distribution utilities play a vital role in the power sector, delivering electricity from generation sources to residential, commercial, and industrial consumers. These utilities are responsible for maintaining the complex infrastructure required for reliable power delivery, including power lines, transformers, substations, and other equipment. Effective inventory management is a cornerstone of these operations. The Philippines, a developing country, relies heavily on a decentralized network of electric cooperatives (ECs) like PELCO I. These ECs are essential for distributing electricity to local communities across the archipelago. PELCO I, specifically located in Sto. Domingo, Mexico, Pampanga, faces several unique challenges as a public utility operating in the Philippines. These include limited budgets that can constrain the ability to maintain optimal inventory levels, the ongoing need for infrastructure development, the importance of disaster preparedness in a region prone to natural disasters, and the potential for corruption risks that must be mitigated. Pampanga is a rapidly industrializing and agricultural region, driving increased electricity demand. PELCO I must adapt its inventory management strategies to meet the evolving needs of its diverse customer base. Understanding these needs across residential, commercial, and industrial sectors is crucial for reliable electricity supply tailored to different segments. Additionally, government initiatives to improve inventory management within ECs can be a valuable resource for PELCO I as they seek to optimize their processes. PELCO I, currently utilize the FIFO (First-In, First-Out) method for its inventory management system. The Engineering and Construction Division plays a critical role within PELCO I. This Division is responsible for designing, building, and maintaining the utility's vast infrastructure network. Their work encompasses everything from installing new power lines and transformers to repairing damage after natural disasters. The Division's efficient operation is directly tied to the utility's ability to provide reliable service to its customers. Effective inventory management within the Engineering and Construction Division is essential to ensure they have the necessary materials and equipment on hand to carry out their tasks quickly and without delays. 2. RESEARCH PARADIGM “Exploration of Inventory Management and Stock Control Practices in the Engineering and Construction Division: A Focus on Pelco I, Sto. Domingo, Mexico, Pampanga” 7670 October 2025ETJ Volume 10 Issue 10 , Engr. John Leslie M. Dizon, PhD The research paradigm outlines the relationship between key variables in inventory management at PELCO I, a public utility providing electricity. It begins with the inputs human resource management, risk management, and inventory management controls which collectively influence inventory optimization. Optimized inventory ensures that the right materials are available at the right time, reducing disruptions in service delivery. This leads to service reliability, which is the intermediate outcome that directly impacts customer satisfaction and the ability to attract businesses. In turn, these outcomes contribute to a competitive advantage for PELCO I, distinguishing it as a reliable service provider in the marketplace. The paradigm integrates theories like Mintzberg’s managerial roles and the Resource-Based View (RBV) to explain how PELCO I can leverage its internal resources to improve operational performance and achieve sustainable growth. This study delves into the Exploration of Inventory Management and Stock Control Practices in The Engineering and Construction Division: A Focus on PELCO I, Sto. Domingo, Mexico, Pampanga. The study seeks to answer the following question: 1. What is the current inventory management and stock control practices in terms of human resource and risk management? 1.1. Human Resource Management 1. 2. Risk Management 2. What are the key Monitoring control and processes that contribute to effective inventory management at PELCO I be assessed? (Mintzberg Roles) 3. Does optimized inventory enable a more reliable electricity supply, creating a competitive advantage such as enhanced customer satisfaction and the ability to attract businesses to the region? (RBV) 5. What actionable strategies risk management plan can be made based on the findings of the study? Scope and Delimitation of the Study The scope of this research focuses exclusively on evaluating the inventory management practices within PELCO I's Engineering and Construction Division located in Sto. Domingo, Mexico, Pampanga, Philippines. This focus allows for a detailed examination of specific inventory management aspects, including inventory control, demand forecasting, supplier relationship management, cost optimization, and performance metrics. By concentrating on these areas, the study aims to provide a thorough analysis of how these practices impact operational efficiency and service delivery within the division. Furthermore, the investigation encompasses various interconnected departments such as Finance, Administration, Logistics and Purchasing, Operations, and Store Users, allowing for a comprehensive understanding of the collaborative nature of inventory management within the organization. Delimitations of the study are crucial in defining its boundaries and ensuring a clear focus. The research is confined geographically to PELCO I, limiting the applicability of findings to this specific electric cooperative. Additionally, the departmental scope is narrowed to the Engineering and Construction Department meaning insights gained may not reflect practices in other divisions within PELCO I or in different organizations. The study will involve a sample size of 20 participants directly involved in inventory management which may limit the breadth of perspectives captured. This focused sampling is intended to provide a representative view but it inherently restricts the generalizability of the findings to a broader context. Moreover, the study acknowledges certain limitations regarding data availability and access to resources. While the research aims to utilize internal data on inventory practices and performance metrics, confidentiality concerns may restrict access, necessitating reliance on interviews and surveys for information gathering. Additionally, time constraints may hinder the depth of investigation within each department, potentially affecting the comprehensiveness of insights. By defining these delimitations, the research seeks to maintain a focused and manageable scope while recognizing the potential impacts on the general applicability of its findings. 3. METHODS This section contains the essential details on the research design, respondents, population and sampling, ethical consideration, instrumentation, data gathering procedure, and data analysis. 3.1 Research Design These research study applied a qualitative approach within phenomenological study to explore the lived experiences of employees involved in inventory management and stock control at PELCO 1. This approach is well-suited for uncovering the complexities inherent in the engineering and construction sector, where inventory practices are often influenced by project timelines, material variability, and coordination challenges (Kembro & Norrman, 2022). By focusing on the perceptions and insights of staff the research aims to identify not just the challenges they face but also the innovative strategies they employ to optimize inventory processes. This qualitative lens allows for a nuanced understanding of how employees navigate the dynamic nature of their work environment, shedding light on areas that quantitative studies may overlook. The purposive sampling technique used in this study strategically selects participants who share a common “Exploration of Inventory Management and Stock Control Practices in the Engineering and Construction Division: A Focus on Pelco I, Sto. Domingo, Mexico, Pampanga” 7671 October 2025ETJ Volume 10 Issue 10 , Engr. John Leslie M. Dizon, PhD connection to PELCO I and its inventory management systems. While the participants come from diverse backgrounds, the commonality among them is their direct or indirect involvement with the utility’s operations and decision-making processes. This shared focus ensures that all respondents have relevant knowledge or experience related to inventory management within the context of a public utility service. The participants are grouped based on their roles or perspectives that intersect with inventory management in PELCO I, ensuring they all provide insights that are pertinent to the research objectives. Specifically, the area office staff, managers, and finance personnel are directly engaged in managing and overseeing inventory operations, while industry experts, researchers, and PELCO I central management contribute their expertise on best practices and policy guidance. Other government agencies are also involved due to their regulatory or oversight roles in public utilities, providing an external but related perspective on how inventory management intersects with national and local policies. Finally, the customers represent the external viewpoint, particularly in how inventory management affects service delivery, reliability, and satisfaction. This common thread—each participant's involvement with or impact on PELCO I's inventory management systems— ensures that the study collects focused, relevant data from various angles. By incorporating both internal and external stakeholders, the study reflects a comprehensive view of inventory practices while maintaining a strong emphasis on their direct connection to PELCO I’s operations, service reliability, and customer satisfaction. . To safeguard participant anonymity, identities were concealed, which fosters a more open dialogue and encourages honest feedback. As noted by Ferraro et al. (2023), maintaining confidentiality is vital in qualitative research, as it can lead to more reliable and valid findings by reducing social desirability bias and encouraging candid responses. Table 1: Research Respondents/Participants Matrix 3.2. Research Instruments The research instrument is a semi-structured interview guide specifically designed to explore the inventory management and stock control practices at PELCO I. This approach allows for flexibility enabling researchers to probe deeper into responses while ensuring that all critical areas related to the Statement of the Problem are addressed. The guide includes targeted questions divided into four main problems. 1.) Human Resource Management, 2.) Risk Management, 3.) Monitoring Controls and Processes, and 4.) the impact of optimized inventory on competitive advantages. Each problem is carefully constructed to draw out qualitative insights that reflect the complexities of inventory management in the engineering and construction sectors. According to Kembro and Norrman (2022), the involvement of skilled personnel is vital for effective inventory practices and this research aims to highlight the roles and responsibilities of staff in this context. The semi-structured format of the interviews not only facilitates the collection of standardized data but also allows participants to articulate their experiences and perspectives which can lead to rich contextual findings. For example, questions focused on monitoring controls are informed by the work of Ferraro et al. (2023), emphasizing the need for robust tracking systems in inventory management. Furthermore, exploring how inventory optimization can enhance service reliability and customer satisfaction draws from insights by Ammar et al. (2021) and Richards (2019). By engaging various stakeholders, including management, finance staff, and frequent customers, the study aims to capture a comprehensive picture of the inventory management practices at PELCO I, ultimately contributing to the understanding of how these practices can translate into competitive advantages in the market. This methodological rigor enhances the study's reliability and validity making it a Group of Participants Number of Participants PELCO I Sto. Domingo Area Office Staff, Manager, and Finance Staff 5 Provincial Industry Experts, Researchers, and PELCO I Central Management 5 Other Government Agencies 5 Customers 5 TOTAL 20 “Exploration of Inventory Management and Stock Control Practices in the Engineering and Construction Division: A Focus on Pelco I, Sto. Domingo, Mexico, Pampanga” 7672 October 2025ETJ Volume 10 Issue 10 , Engr. John Leslie M. Dizon, PhD valuable resource for both academic and practical applications in the field of supply chain management. The development of the interview guide for the qualitative part of the study followed a structured process aimed at enhancing its validity and reliability. Initially, the researcher will draft the guide based on the Statement of the Problem and a comprehensive review of relevant theories and literature. To ensure that the questions are well-aligned with the research objectives and suitable for the target audience, expert validation will be conducted. This involves engaging specialists in research methodology, inventory management, and linguistics to critique the guide, ensuring that the questions are clear, unbiased, and comprehensively address the research goals. According to Flick (2020), involving experts in the validation process can significantly improve the instrument's quality and relevance. In addition to expert feedback the study implemented a reliability testing through a pilot test involving a small representative sample of the target population. This step aims to identify any ambiguities or misinterpretations in the questions. Internal consistency will be evaluated using thematic analysis assessing how well various items intended to measure the same concept yield similar results. Test-retest reliability will further validate the instrument by administering the same guide to the same participants at two different times to measure consistency over time. The insights gained from these tests will lead to necessary revisions of the interview guide, ensuring that it meets the standards of clarity and relevance for effective data collection. This methodological rigor enhances the credibility of the research findings and supports the overall objective of improving inventory management practices within PELCO I. 3.3. Data Gathering Procedure After securing all the necessary permits and complying with all the protocol for the exploration of inventory management and stock control practices at Pelco I in Sto. Domingo, Mexico, Pampanga, a qualitative data collection process will be utilized to gain in-depth insights into existing practices and challenges. Begin with conducting semistructured interviews with key stakeholders, including inventory managers, project managers, and procurement officers. These interviews was focus on their experiences, perceptions, and strategies related to inventory management. Questions will delve into current practices, obstacles encountered in stock control, and the effectiveness of existing systems. Additionally, focus group discussions was held with frontline staff involved in inventory handling to gather diverse perspectives and foster open dialogue about daily operational challenges and potential improvements. To further enrich the qualitative data site observations performed to assess physical inventory organization, storage conditions, and the efficiency of stock handling processes. This allowed for a real-time understanding of workflows and identify inefficiencies that may not be captured through interviews alone. Document analysis will also be included, reviewing existing inventory reports, procedures, and training materials to contextualize findings within the company’s operational framework. Recent studies highlight the importance of qualitative insights in inventory management, emphasizing that understanding the human factors and operational dynamics is crucial for implementing effective stock control practices (Aydin & Guner, 2021). This qualitative approach will ensure a comprehensive understanding of Pelco I’s inventory management practices, leading to well-informed recommendations for improvement. Handling Non-Responses and Incomplete Responses To effectively manage non-responses and incomplete responses during the data collection process at Pelco I series of targeted strategies was implemented. Proactive follow-up will be a key approach if initial interview requests go unanswered polite follow-up communications whether through email or phone calls will be employed to encourage participation. This gentle reminder can serve to reinforce the importance of their input and increase overall engagement. Additionally, offering alternative contact methods will provide participants with flexibility allowing them to choose between online or in-person interviews which can help accommodate individual preferences and improve response rates. In cases where responses are incomplete partial data utilization were still be valuable. Careful notes was recorded during interviews capturing insights even when answers are not fully fleshed out. These partial responses will be analyzed within their context ensuring that the study reflects the available information while recognizing its limitations. In certain situations, imputation techniques may be considered particularly when substantial partial data reveals discernible patterns among other respondents. Techniques such as mean imputation where missing values are replaced with the average of existing responses will be employed judiciously with clear acknowledgment of their use in the analysis. This multifaceted approach will help ensure a robust dataset while addressing challenges related to non-responses and incomplete information. 3.4. Data Analysis The datagathered responses from the participants for exploring inventory management and stock control practices at Pelco I. The researcher utilized thematic analysis to derive meaningful insights from interviews, focus groups, and observations. Initially, all transcribed interviews will undergo open coding to identify significant phrases and concepts. This coding process will help generate initial themes related to key “Exploration of Inventory Management and Stock Control Practices in the Engineering and Construction Division: A Focus on Pelco I, Sto. Domingo, Mexico, Pampanga” 7673 October 2025ETJ Volume 10 Issue 10 , Engr. John Leslie M. Dizon, PhD aspects such as efficiency in stock control, technology utilization, and communication challenges. By grouping these codes into broader themes, the analysis will reflect common challenges and effective practices highlighted by stakeholders thereby capturing the nuanced experiences within the organization. According to Braun and Clarke (2006), thematic analysis is particularly effective in qualitative research as it allows researchers to explore and interpret participants' perspectives leading to a deeper understanding of complex issues. Furthermore, the analysis will be contextualized within Pelco I’s operational environment considering factors like company culture and external market influences. This step is crucial as it enables the identification of how organizational dynamics shape inventory management practices. By reviewing the identified themes against the backdrop of industry standards the study aims to provide actionable recommendations for improvement. Research emphasizes that understanding the contextual factors influencing inventory practices can significantly enhance operational efficiency (Aydin & Guner, 2021). This comprehensive qualitative approach will ultimately support Pelco I in optimizing its inventory management strategies and addressing existing challenges effectively. Ethical consideration is a set of guiding principles in research design and practices, (Bhandari, 2002). The ethical principles that the researchers include in this study are the following. First is informed consent. It is an ethical principle that provides information to the participants about the study and the risks and benefits of participating in the study. The researchers include the principle of confidentiality under the Data Privacy Act of 2012. The third principle is the potential harm of the study as it may include sensitive questions that prompt negative emotion. Lastly is the result of communication as the researchers conduct this study with honesty, reliability, credibility, and transparency. (Bhandari, 2022). RESULTS AND DISCUSSION The current inventory management and stock control practices in terms of human resource and risk management. Table 2: Thematic Analysis of the Interview on PELCO 1 Human Resources Management Questions Answers Themes How does Pelco 1 involve personnel from the Engineering and Construction Department in inventory management decisions? (e.g., ordering, allocation, etc.) Pelco 1 engages its employees in inventory management decisions by consulting with the employees responsible for identifying material shortages. Training on proper monitoring of electrical materials and the use of material management system. Enhancing Employee Involvement in Inventory Management Decisions What training or skills development programs are offered to equip personnel with knowledge of inventory management practices? Warehouse/supervisor maintain inventory records and ensure that inventory levels are within standards. And conduct regular inventory and reconcile some discrepancies Training on proper monitoring of electrical materials and the use of material management system. Management seminar, leadership, communication seminar. Work Order Training/Seminar with work life balance. Let employees attend sessions regarding inventory management. Enhanced Training Programs for Effective Inventory Management How does Pelco 1 ensure clear communication and collaboration between different departments (e.g., Procurement, Engineering) regarding inventory needs? PelcoI ensures clear communication and collaboration between different departments through proper coordination and documentation of procedures and documents. Conduct regular meetings, having project-based collaboration. (CAPEX, COB). We usually held meetings involving different departments and personnel involved in inventory management. Additional Statement Additional manpower and optimization at Pelco 1, assist Inventory management system. besides from area Engineer. There must be additional personnel monitoring the stocks area Enhancing Communication and Collaboration Across Departments Additional Themes Workforce Planning and Scalability “Exploration of Inventory Management and Stock Control Practices in the Engineering and Construction Division: A Focus on Pelco I, Sto. Domingo, Mexico, Pampanga” 7674 October 2025ETJ Volume 10 Issue 10 , Engr. John Leslie M. Dizon, PhD These themes reflect the current trends and practices in Human Resource Management related to inventory management. Effective workforce planning, employee involvement, communication, and training are all critical components that contribute to enhanced inventory management. Integrating recent research with practical insights from participants provides a comprehensive understanding of how organizations can improve their inventory management practices through strategic HRM approaches. Table 3: Thematic Analysis of the Interview on PELCO 1 Risk Management Questions Answers Themes What are the primary risks associated with inventory management at Pelco 1? (e.g., stockouts, obsolescence, damage) Stockouts, damages and theft (possible). Overstocking Pelco 1 must implement the first in first out strategy to avoid aging of the materials. Mitigating Risks of Stockouts, Damages, and Theft How does Pelco 1 identify and mitigate potential risks concerning inventory management? Update existing AIMS program to include analytic/report on stock level and notifications for stocks nearing critical level. Monthly inventories, Regular Internal Auditing, Logistic Reviews. Set limits (low) on stocks. Effective Monitoring and Management of Inventory Stocks How are decisions made regarding safety stock levels for critical materials? The warehouse personnel are in charged in the releasing, inventory, a house keeping of Pelco 1 warehouse. Coordinate & plan with purchasing to manage the stocks. Optimizing Warehouse Operations and Housekeeping Practices These themes reflect essential aspects of inventory management supported by recent research and practical insights from participants. Addressing risks related to stockouts, damages, and theft, implementing effective monitoring and management strategies, and optimizing warehouse operations are all critical for enhancing inventory management practices. Integrating these insights can lead to improved operational efficiency better inventory control and higher customer satisfaction. The key Monitoring control and processes that contribute to effective inventory management at PELCO I be assessed? (Mintzberg Roles) Table 4: Thematic Analysis of the Interview on Monitoring and Control Processes Questions Answers Themes Please describe the key processes involved in monitoring and controlling inventory levels at Pelco 1. (e.g., stock tracking, forecasting, reporting) PelcoI ensures clear communication and collaboration between different departments through proper coordination and documentation of procedures and documents. Conduct regular meetings, having project-based collaboration. (CAPEX, COB). Strengthening Communication and Collaboration Across Departments “Exploration of Inventory Management and Stock Control Practices in the Engineering and Construction Division: A Focus on Pelco I, Sto. Domingo, Mexico, Pampanga” 7675 October 2025ETJ Volume 10 Issue 10 , Engr. John Leslie M. Dizon, PhD We usually held meetings involving different departments and personnel involved in inventory management. What inventory management software or systems are used at Pelco 1? As assigned O&M div. Manager, we are required by the management to submit propose projects in our area coverage, so that they can forecast the materials needed. Planning, ordering, stocking, labeling & identification, allocation, and pulling, and crediting. Forecasting Materials Based on Project Proposals Implementing and Sustaining Effective Inventory Management Practices How frequently are inventory levels reviewed and adjusted based on demand fluctuations? Every request of the area is being checked & evaluated by the technical services dept. Manager. Evaluating Area Requests for Inventory Management The themes and participant insights illustrate the essential aspects of monitoring and controlling inventory processes. Effective communication and collaboration, accurate forecasting based on project proposals, sustained inventory management practices, and thorough evaluation of area requests are crucial for monitoring and control processes. Implementing these strategies ensures optimized inventory levels, mitigates risks, and aligns with organizational goals, contributing to overall efficiency and effectiveness in inventory management of Pelco 1. Does optimized inventory enable a more reliable electricity supply, creating a competitive advantage such as enhanced customer satisfaction and the ability to attract businesses to the region? (RBV) Table 4: Thematic Analysis of the Interview Optimize inventory on Reliable Electricity Supply and Competitive Advantage Questions Answers Themes In your experience, how does PELCO 1 makes an effective inventory management contribute to a reliable electricity supply at Pelco 1? Allocation of quantity for every project. A new and modernized system with better interface. Effective Allocation and Planning of Inventory for Projects Adopting a Modernized Inventory Management System with Enhanced Interface How do you make sure that there is a reliable electricity supply to maintain customer satisfaction in the region? Yes, as part of Engineering and Construction Division of PELCOI supervises the Warehouse Section, therefore they are primarily responsible for the conduct of material planning to maintain the required inventory needed by the coop. Additionally, they also participate in specifying the technical requirements for materials and equipment needed for the construction projects of the coop. Strategic Material Planning and Technical Specification for Construction Projects “Exploration of Inventory Management and Stock Control Practices in the Engineering and Construction Division: A Focus on Pelco I, Sto. Domingo, Mexico, Pampanga” 7676 October 2025ETJ Volume 10 Issue 10 , Engr. John Leslie M. Dizon, PhD We are conducting budget deliberations and monthly reporting on inventory status. Regular Budgeting and Reporting for Inventory Management In your opinion, how does PELCO 1, optimized inventory management be a competitive advantage for Pelco 1 in attracting businesses to the region? And what are their possible actions to be taken? A new and modernized system with better interface. Yes, build a warehouse with modern facilities Adopting a Modernized Inventory Management System with Enhanced Interface Investing in Modern Warehouse Facilities These themes highlight the importance of aligning inventory practices with project requirements, financial controls, and operational efficiency to achieve successful outcomes in inventory management. What actionable strategies risk management plan can be made based on the findings of the study? 1.0 OBJECTIVES Develop guidelines for the whole process of PELCO I warehouse. 2.0 SCOPE This procedure outlines the whole process at the PELCO 1 warehouse. 3.0 REFERENCES 3.1. ISO 9001:2015 Section 6.2.2, 7.1.5 8.2, 8.4, 8.6, 8.7 and 10.3 3.2. RA 9184 3.3. NEA Memo 2017-019-Revised Procurement Guidelines and Simplified Bidding Procedures for Electric Cooperatives IRR-RA10531 (2017) 3.4. PELCO I Procedure 11: Procurement Process 4.0 RESPONSIBILITIES AND AUTHORITIES Section Chief (Planning and Design, Construction, Warehouse), Division Manager (Engineering and Construction, Power System Maintenance, Technical Audit, TSD Manager, General Manager, BOD 5.0 PROCESS 5.1. Planning Stage The process begins with selecting the project type, the Planning and Design Section Chief together with the Construction Section Chief shall plan the specific location for the CAPEX projects. The Warehouse Section Chief together with Planning and Design and Relaying and Metering Section Chief shall plan for the OPEX projects. While private projects involve consumers who request exclusive use of electrical facilities and equipment. CAPEX - refers to the ERC approved capital expenditures of the EC to be recovered through rate increase. In our case, CAPEX projects focus on enhancing our electrical infrastructure, which includes upgrading the capacity of substations, constructing new substations, and rehabilitating transmission and distribution lines. OPEX, or Operational Expenditure, refers to the ongoing expenses incurred in the daily operation and maintenance of a cooperative’s assets. In our case, OPEX projects involve activities focused on maintaining electrical lines and other facilities to ensure their reliable operation. Private projects refer to initiatives specifically designed for private consumers who are the sole users of materials and equipment. In this case, these projects focus on providing tailored solutions to individual consumers Procedure 58 INVENTORY AND RISK MANAGEMENT PLAN Date prepared : October 15, 2024 Date approved : Effectivity Date : Revision No. : Revision Date : Prepared by: Engr. John Leslie M. Dizon Reviewed by: Engr. Amelito M. Sison Approved by: Engr. Allan E. David Proponents TSD Manager General Manager “Exploration of Inventory Management and Stock Control Practices in the Engineering and Construction Division: A Focus on Pelco I, Sto. Domingo, Mexico, Pampanga” 7683 October 2025ETJ Volume 10 Issue 10 , Engr. John Leslie M. Dizon, PhD beneficial to conduct periodic risk assessments to identify emerging risks and ensure that mitigation strategies are updated accordingly. Additionally, the company could explore implementing real-time monitoring tools to better track inventory movements and reduce the likelihood of errors or discrepancies in stock levels. Increase Focus on Workforce Scalability - As Pelco 1 continues to expand scaling the workforce involved in inventory management is essential to meeting growing demands. Expanding recruitment efforts to include more specialized inventory management roles or investing in temporary or contract staff during peak periods could ensure that inventory management remains efficient even during times of growth or high demand. Continuous Review of Inventory Optimization Strategies - As operational needs and market conditions evolve, Pelco 1 should continue to review and refine its inventory management practices to ensure they remain optimized. This could include conducting regular audits of the inventory system, soliciting feedback from employees at all levels, and analyzing performance metrics to identify areas for improvement. Risk Management Strengthen Real-Time Monitoring and Analytics Tools - While the AIMS program has been enhanced for better analytics and stock notifications, further investment in real-time monitoring systems could improve responsiveness. Implementing advanced technologies such as IoT-enabled sensors or RFID tracking could provide more precise, real-time data on inventory movement and stock levels. This would help reduce human error, minimize stockouts, and better detect discrepancies caused by theft or damage. Expand Preventive Maintenance and Quality Control - To further mitigate risks related to material damage, Pelco 1 could introduce more preventive maintenance protocols for stored materials and equipment. Regular inspections of materials, especially those sensitive to environmental conditions (e.g., electrical components), can prevent material degradation before it impacts project timelines. Additionally, implementing stricter quality control measures for incoming inventory would help ensure that damaged or substandard materials are identified before they reach the warehouse or job site. Increase Cross-Training of Warehouse Personnel - Warehouse personnel are critical in managing stock, and ensuring they are well-trained to handle inventory effectively is key. Expanding cross-training initiatives so that employees can perform multiple functions (e.g., stock release, inventory audits, and damage control) can improve efficiency and responsiveness. Cross-training also enhances workforce flexibility allowing for better coverage during periods of high demand or employee absence. Enhanced Collaboration with Suppliers and Vendors - Strengthening partnerships with suppliers and vendors can further minimize risks of stockouts and delays in material procurement. Pelco 1 could work with its suppliers to implement just-in-time inventory practices or establish safety stock agreements ensuring that critical materials are available when needed without overstocking. Furthermore, maintaining open channels of communication with suppliers can help anticipate potential supply chain disruptions and adjust inventory levels proactively. Develop a Comprehensive Risk Mitigation Framework - While current risk management practices address stockouts, material damage, and theft, Pelco 1 could benefit from developing a more comprehensive risk mitigation framework. This framework would include detailed contingency plans for supply chain disruptions, inventory shortfalls, and external events such as market volatility or regulatory changes. Regularly updating the risk framework based on emerging trends and potential vulnerabilities would keep Pelco 1 wellprepared to handle unexpected challenges. Invest in Advanced Forecasting and Demand Planning - Although Pelco 1 uses project proposals from the O&M division for forecasting materials, adopting more advanced demand planning tools could improve accuracy and help avoid both stockouts and overstocking. Utilizing machine learning algorithms for predictive analytics could improve demand forecasting by identifying trends based on historical data and external factors (e.g., seasonal demand, regional development). This would enhance inventory optimization and resource allocation. Continuous Evaluation and Improvement of Risk Management Practices - Finally, it is essential that Pelco 1 continuously evaluates and refines its risk management practices. Conducting regular risk assessments and internal audits, as well as gathering feedback from warehouse staff and department managers, can identify potential gaps in the current system. This iterative approach will ensure that risk management processes evolve in line with changing operational needs and external conditions. The key Monitoring control and processes that contribute to effective inventory management at PELCO I be assessed? (Mintzberg Roles) Pelco 1’s approach to inventory management effectively integrates key monitoring controls and processes that align with the company’s operational needs and ensure that stock levels remain optimal. Based on an assessment of these practices through the lens of Mintzberg’s managerial roles, the following “Exploration of Inventory Management and Stock Control Practices in the Engineering and Construction Division: A Focus on Pelco I, Sto. Domingo, Mexico, Pampanga” 7684 October 2025ETJ Volume 10 Issue 10 , Engr. John Leslie M. Dizon, PhD recommendations can further strengthen Pelco 1’s inventory management system: Enhance Data-Driven Decision Making (Informational Role - Monitor & Disseminator) - Pelco 1's focus on regular inventory checks, internal audits, and enhanced forecasting techniques is commendable. To further improve the monitoring and decision-making process, the company should consider adopting more advanced data analytics and business intelligence tools. By leveraging predictive analytics, Pelco 1 can better anticipate stock needs based on historical trends, project demands, and external factors. This would allow for more proactive decision-making and the ability to prevent potential inventory issues before they arise. Strengthen Leadership in Cross-Departmental Collaboration (Interpersonal Role - Leader & Liaison) - The company already emphasizes cross-departmental collaboration, but it would be beneficial to formalize this further by appointing dedicated inventory management leaders within each department. These leaders could ensure that inventory decisions are aligned with each department’s goals, while fostering stronger communication between teams. This would ensure that inventory management remains agile and responsive to the specific needs of various departments, such as Engineering, Procurement, and Operations. Implement Real-Time Inventory Monitoring (Decisional Role - Resource Allocator) - Although Pelco 1 conducts regular reviews of stock levels, implementing real-time inventory monitoring tools (e.g., RFID, IoT sensors) would allow the company to make more immediate decisions regarding stock allocation. This could reduce delays and minimize the impact of shortages or excess stock. By leveraging technology for real-time tracking, Pelco 1 can optimize resource allocation and more effectively manage materials, leading to greater efficiency across departments. Increase Employee Training on Forecasting and Demand Planning (Interpersonal Role - Leader) - Pelco 1’s emphasis on training is a strong foundation, but to enhance forecasting accuracy, the company should invest in specialized training for employees in departments involved in demand planning. Training in advanced forecasting methodologies and tools (e.g., machine learning algorithms, time-series analysis) would help staff better predict demand fluctuations and prepare inventory accordingly. This would lead to more precise inventory decisions and reduce the risk of overstocking or stockouts. Regularly Update Inventory Control Procedures (Decisional Role - Disturbance Handler) - As inventory demands change and operational needs evolve, it is critical for Pelco 1 to regularly review and update its inventory control procedures. This could involve soliciting feedback from employees, conducting annual process reviews, and adapting policies to reflect new challenges, such as changes in project scope or supply chain disruptions. By staying flexible and adaptable, Pelco 1 can continue to manage its inventory effectively even as external factors evolve. Foster a Continuous Improvement Culture (Informational Role - Monitor & Disseminator) - Pelco 1 should encourage a culture of continuous improvement by actively seeking feedback from all levels of staff involved in inventory management. Regularly assessing performance metrics and conducting post-project reviews will help identify inefficiencies and areas for improvement. This feedback loop will not only ensure that inventory control practices remain up to date, but also empower employees to contribute ideas for optimizing processes. Utilize Performance Metrics for Accountability (Decisional Role - Resource Allocator) - To ensure that inventory practices are aligned with organizational goals, Pelco 1 should continue to use performance metrics (e.g., stock turnover rates, inventory accuracy, lead times) to measure success. These metrics should be communicated regularly to all relevant departments, fostering accountability. Managers should use these metrics to allocate resources effectively, make data-driven decisions, and identify areas where further efficiencies can be gained. Does optimized inventory enable a more reliable electricity supply, creating a competitive advantage such as enhanced customer satisfaction and the ability to attract businesses to the region? (RBV) Based on the findings and conclusion of the study the following recommendations are made to further leverage inventory optimization as a resource for Pelco 1’s long-term strategic success: Leverage Inventory Optimization as a Core Competency - Pelco 1 should continue to position inventory management as a core competency that differentiates it from competitors. This can be achieved by further enhancing inventory forecasting, implementing cutting-edge inventory management technologies, and optimizing stock replenishment processes. By continuously improving its inventory control practices, Pelco 1 can maintain the reliability of its electricity supply which is a key driver of customer satisfaction and business growth. Develop Strategic Partnerships with Key Suppliers - To further optimize inventory and ensure a continuous, reliable electricity supply, Pelco 1 should explore deeper collaboration with key suppliers. Strategic partnerships could include agreements that provide flexible, just-in-time inventory, or even vendor-managed inventory (VMI) arrangements. This would ensure that critical materials are always available when needed, “Exploration of Inventory Management and Stock Control Practices in the Engineering and Construction Division: A Focus on Pelco I, Sto. Domingo, Mexico, Pampanga” 7685 October 2025ETJ Volume 10 Issue 10 , Engr. John Leslie M. Dizon, PhD preventing delays and reinforcing the company’s reliability in providing uninterrupted services. Invest in Predictive Analytics for Inventory Forecasting - Pelco 1 can enhance its competitive advantage by investing in predictive analytics and machine learning tools to forecast inventory needs more accurately. Advanced forecasting methods can reduce the risk of stockouts or overstocking, ensuring that inventory is closely aligned with project schedules and operational demands. By anticipating fluctuations in demand the company can further optimize its inventory levels, avoid disruptions, and enhance service reliability. Enhance Transparency and Communication Across the Value Chain - Improved communication with customers, suppliers, and internal teams can further enhance inventory management efficiency. Pelco 1 should consider integrating its inventory management system with its broader supply chain and customer service platforms. This would allow for greater transparency in inventory levels, project timelines, and material availability, helping to build trust with customers and attract new business by demonstrating responsiveness and reliability. Focus on Continuous Improvement and Innovation - Pelco 1 should foster a culture of continuous improvement by regularly reviewing inventory management practices, soliciting employee feedback, and exploring innovative inventory management solutions. By staying ahead of industry trends and adopting new technologies (e.g., blockchain for transparency or robotics for warehouse management), the company can not only enhance operational efficiency but also further solidify its position as a leader in the energy sector. Expand Inventory Capacity and Scalability to Meet Growing Demand - As Pelco 1 continues to grow, so will the demand for inventory. The company should expand its inventory capacity by investing in larger or more strategically located warehouses and incorporating scalable solutions into its inventory management system. This would ensure that Pelco 1 can meet growing demand efficiently while maintaining the high levels of service that customers expect. Capitalize on Sustainability and Green Inventory Practices - In line with global trends towards sustainability, Pelco 1 could explore environmentally friendly inventory practices. This could include the sourcing of materials from sustainable suppliers, reducing waste in inventory processes, and optimizing transportation to lower carbon emissions. These practices not only align with broader corporate social responsibility (CSR) goals but also provide a marketable competitive advantage, particularly in regions where sustainability is a key factor in business decisions. Branding and Marketing Based on Reliability and Inventory Management - Pelco 1 should promote its advanced inventory management practices as a key part of its brand. By marketing the company’s ability to consistently meet customer needs without service disruptions, Pelco 1 can attract new business and position itself as the most reliable energy provider in the region. Highlighting the company’s efficient and responsive inventory management could be a powerful differentiator, helping to attract businesses to the region and enhancing customer loyalty. ACTION PLAN Objective Actions Responsible Party Timeline Performance Metric Enhance Workforce Planning and Scalability Conduct Workforce Assessment Evaluate current staffing levels and identify gaps. HR Department 1 month Completed assessment report Develop Staffing Plan Create a scalable staffing plan with additional roles. HR Department and Inventory Management Team 2 months Approved staffing plan Recruit and Train New Personnel Recruit staff and provide inventory management training. HR Department and Inventory Management Team 3 months Number of new hires trained and integrated “Exploration of Inventory Management and Stock Control Practices in the Engineering and Construction Division: A Focus on Pelco I, Sto. Domingo, Mexico, Pampanga” 7686 October 2025ETJ Volume 10 Issue 10 , Engr. John Leslie M. Dizon, PhD Objective Actions Responsible Party Timeline Performance Metric Increase Employee Involvement in Inventory Decisions Establish Feedback Mechanisms Implement regular feedback sessions with inventory staff. Inventory Management Team Ongoing, starting in 1 month Frequency of feedback sessions and actionable items Form Decision-Making Committees Create committees for addressing inventory issues. Inventory Management Team 2 months Number of committees formed and issues resolved Invest in Modern Inventory Management Systems Assess Current Systems Review current system capabilities and identify needs. IT Department and Inventory Management Team 1 month Assessment report with identified needs Select and Implement New System Choose and install a modern inventory management system. IT Department 4 months Successful implementation and system integration Train Staff on New System Provide training on the new inventory management system. IT Department and Training Coordinator 1 month after system implementation Training completion rates and user proficiency Upgrade Warehouse Facilities Conduct Facilities Assessment Evaluate current warehouse facilities and identify upgrades. Facilities Management Team 1 month Assessment report with recommendations Plan and Execute Facility Upgrades Implement upgrades based on assessment. Facilities Management Team 6 months Completion of upgrades and improved functionality Optimize Warehouse Operations Streamline warehouse processes and implement new procedures. Warehouse Manager 2 months postupgrade Operational efficiency metrics and reduced processing times Implement Comprehensive Risk Management Strategies Develop Risk Management Plan Create a plan to address stockouts, damages, and theft. Risk Management Team 2 months Approved risk management plan “Exploration of Inventory Management and Stock Control Practices in the Engineering and Construction Division: A Focus on Pelco I, Sto. Domingo, Mexico, Pampanga” 7687 October 2025ETJ Volume 10 Issue 10 , Engr. John Leslie M. Dizon, PhD Objective Actions Responsible Party Timeline Performance Metric Introduce Risk Mitigation Measures Implement enhanced security, audits, and tracking systems. Risk Management Team and Inventory Management Team 3 months Reduction in reported incidents of stockouts, damages, and theft Monitor and Review Risk Management Practices Regularly review and update risk management practices. Risk Management Team Ongoing, with quarterly reviews Risk management review reports and improvements Strengthen Interdepartmental Communication and Collaboration Schedule Regular CrossDepartmental Meetings Organize regular meetings involving different departments. Inventory Management Team Monthly, starting in 1 month Meeting frequency and participation rates Implement Communication Tools Adopt tools for better information sharing. IT Department 2 months Adoption rate and effectiveness of communication tools Enhance Training Programs Develop Comprehensive Training Programs Design and implement training on best practices and system usage. Training Coordinator 2 months Training program content and participant feedback Conduct Regular Training Sessions Offer sessions and workshops for employees. Training Coordinator Ongoing Number of sessions conducted and employee attendance Regularly Review and Update Inventory Management Practices Conduct Periodic Reviews Review inventory management practices and performance metrics. Inventory Management Team Quarterly Review reports and implemented improvements Update Practices Based on Feedback Modify practices based on feedback and performance data. Inventory Management Team Ongoing Implementation of updated practices and observed improvements REFERENCES 1. Aasheim, S., & Cherrie, E. E. F. (2022). Dynamic Storage Location Assignment Using Operator Idle Time for Reshuffling of Goods in a Manually Operated Warehouse (Master's thesis, NTNU). 2. Abdul Rahman, N. S. F., Karim, N. H., Md Hanafiah, R., Abdul Hamid, S., & Mohammed, A. (2023). Decision analysis of warehouse productivity performance indicators to enhance logistics operational efficiency. International Journal of “Exploration of Inventory Management and Stock Control Practices in the Engineering and Construction Division: A Focus on Pelco I, Sto. Domingo, Mexico, Pampanga” 7688 October 2025ETJ Volume 10 Issue 10 , Engr. John Leslie M. Dizon, PhD Productivity and Performance Management, 72(4), 962-985. 3. Adana, S., Manuj, I., Herburger, M., Cevikparmak, S., Celik, H., & Uvet, H. (2024). Linking decentralization in decision-making to resilience outcomes: a supply chain orientation perspective. The International Journal of Logistics Management, 35(1), 256-280. 4. Adda, G., Donkor, G. A. B., Azigwe, J. B., & Odai, N. A. (2021). Management commitment and corporate sustainability integration into small and medium-scale enterprises: A mediation effect of strategic decisionmaking. Economics, Management and Sustainability, 6(2), 6-20. 5. Adeodu, A., Maladzhi, R., Katumba, M. G. K. K., & Daniyan, I. (2023). Development of an improvement framework for warehouse processes using lean six sigma (DMAIC) approach. A case of third party logistics (3PL) services. Heliyon, 9(4). 6. Adler, R. M., & Adler, R. M. (2020). Rational Decision-Making. Bending the Law of Unintended Consequences: A Test-Drive Method for Critical Decision-Making in Organizations, 63-77. 7. Ahlqvist, V., Norrman, A., & Jahre, M. (2020). Supply chain risk governance: towards a conceptual multilevel framework. 8. Ahmed, W., Jalees, M., Omair, M., Mukhtar, Z., & Imran, M. (2022). An inventory management for global supply chain through reworking of defective items having positive inventory level under multitrade-credit-period. Annals of Operations Research, 315(1), 1-28. 9. Ajayi, E. O., Olutokunbo, T., Obafemi, F., & Araoye, E. (2021). Effective inventory management practice and firm performance: Evidence from Nigerian consumable goods firms. American International Journal of Business Management, 4(5), 65-76. 10. Al Hanbali, A., Saleh, H. H., Alsawafy, O. G., Attia, A. M., Ghaithan, A. M., & Mohammed, A. (2022). Spare parts supply with incoming quality control and inspection errors in condition based maintenance. Computers & Industrial Engineering, 172, 108534. 11. Ali, S. B. (2022). Industrial Revolution 4.0 and supply chain digitization: future of supply chain management. South Asian Journal of Social Review, 1(1), 21-41. 12. Ali, T., Buergelt, P. T., Paton, D., Smith, J. A., Maypilama, E. L., Yuŋgirrŋa, D., ... & Gundjarranbuy, R. (2021). Facilitating sustainable disaster risk reduction in Indigenous communities: Reviving Indigenous worldviews, knowledge and practices through two-way partnering. International journal of environmental research and public health, 18(3), 855. 13. Ammar, M., Haleem, A., Javaid, M., Walia, R., & Bahl, S. (2021). Improving material quality management and manufacturing organizations system through Industry 4.0 technologies. Materials Today: Proceedings, 45, 5089-5096. 14. Antonowicz, M., Oleksiy, O., & Leona, A. (2022). The role of consignment note in rail transport chains. vol, 2, 352-363. 15. Anwar, G., & Abdullah, N. N. (2021). The impact of Human resource management practice on Organizational performance. International journal of Engineering, Business and Management (IJEBM), 5. 16. Anwar, M. Z., Bashir, S., Shabir, M., & Alharbi, M. G. (2021). Multigranulation roughness of intuitionistic fuzzy sets by soft relations and their applications in decision making. Mathematics, 9(20), 2587. 17. Ashraf, M., & Ali, I. (2023). Evaluation of project completion time prediction accuracy in a disrupted blockchain-enabled project-based supply chain. International Journal of Systems Science: Operations & Logistics, 10(1), 2152296. 18. Bag, S., Gupta, S., Kumar, A., & Sivarajah, U. (2021). An integrated artificial intelligence framework for knowledge creation and B2B marketing rational decision making for improving firm performance. Industrial marketing management, 92, 178-189. 19. Banerjee, B. (2021). Cost accounting: Theory and practice. PHI Learning Pvt. Ltd.. 20. Barker, J. M., Hofer, C., Hoberg, K., & Eroglu, C. (2022). Supplier inventory leanness and financial performance. Journal of Operations Management, 68(4), 385-407. 21. Baryannis, G., Dani, S., & Antoniou, G. (2019). Predicting supply chain risks using machine learning: The trade-off between performance and interpretability. Future Generation Computer Systems, 101, 993-1004. 22. Baryannis, G., Validi, S., Dani, S., & Antoniou, G. (2019). Supply chain risk management and artificial intelligence: state of the art and future research directions. International Journal of Production Research, 57(7), 2179-2202. 23. Barykin, S. Y., Bochkarev, A. A., Dobronravin, E., & Sergeev, S. M. (2021). The place and role of digital twin in supply chain management. Academy of Strategic Management Journal, 20, 1-19. “Exploration of Inventory Management and Stock Control Practices in the Engineering and Construction Division: A Focus on Pelco I, Sto. Domingo, Mexico, Pampanga” 7689 October 2025ETJ Volume 10 Issue 10 , Engr. John Leslie M. Dizon, PhD 24. Bhattacharya, H. (2021). Working capital management: Strategies and techniques. PHI Learning Pvt. Ltd.. 25. Bhui, R., Lai, L., & Gershman, S. J. (2021). Resourcerational decision making. Current Opinion in Behavioral Sciences, 41, 15-21. 26. Bhui, R., Lai, L., & Gershman, S. J. (2021). Resourcerational decision making. Current Opinion in Behavioral Sciences, 41, 15-21. 27. Blanchard, D. (2021). Supply chain management best practices. John Wiley & Sons. 28. Blanchard, D. (2021). Supply chain management best practices. John Wiley & Sons. 29. Boysen, N., Fedtke, S., & Schwerdfeger, S. (2021). Last-mile delivery concepts: a survey from an operational research perspective. Or Spectrum, 43(1), 1-58. 30. Brewis, C. (2020). Leveraging big data: the development of new dynamic capabilities (Doctoral dissertation, Coventry University). 31. Cunha, E. P. (2022). Herbert Simon’s Epistemological Itinerary on the Limits of Rationality. Organizações & Sociedade, 29, 614-637. 32. Czinkota, M. R., Kotabe, M., Vrontis, D., Shams, S. R., Czinkota, M. R., Kotabe, M., ... & Shams, S. R. (2021). Distribution and Supply Chain Management. Marketing Management: Past, Present and Future, 499-552. 33. Dana, L. P., Rounaghi, M. M., Enayati, G., & Researcher, M. I. (2021). Increasing productivity and sustainability of corporate performance by using management control systems and intellectual capital accounting approach. Green Finance, 3(1), 1-14. 34. Dang, N. M. A. (2021). Factors affecting the selection of inventory cost flow assumptions: An evidence from listed companies on NASDAQ Helsinki Stock Exchange during 2015-2019. 35. de Andreis, F. (2020). A theoretical approach to the effective decision-making process. Open Journal of Applied Sciences, 10(6), 287-304. 36. Derpich, I., Sepúlveda, J. M., Barraza, R., & Castro, F. (2022). Warehouse Optimization: Energy Efficient Layout and Design. Mathematics, 10(10), 1705. 37. Edglabs, (2024). Strategic Management - Strategic decisions Building Sustainable Competitive Advantage and a Winning Organization. http://www.edglabs.com/strategic-management--- strategic-decisions.html 38. El Jaouhari, A., Alhilali, Z., Arif, J., Fellaki, S., Amejwal, M., & Azzouz, K. (2022). Demand forecasting application with regression and iot based inventory management system: a case study of a semiconductor manufacturing company. International Journal of Engineering Research in Africa, 60, 189210. 39. El Jaouhari, A., Alhilali, Z., Arif, J., Fellaki, S., Amejwal, M., & Azzouz, K. (2022). Demand forecasting application with regression and iot based inventory management system: a case study of a semiconductor manufacturing company. International Journal of Engineering Research in Africa, 60, 189210. 40. Escudero-Santana, A., Muñuzuri, J., Lorenzo-Espejo, A., & Muñoz-Díaz, M. L. (2022). Improving ecommerce distribution through last-mile logistics with multiple possibilities of deliveries based on time and location. Journal of Theoretical and Applied Electronic Commerce Research, 17(2), 507-521. 41. Fatorachian, H., & Kazemi, H. (2021). Impact of Industry 4.0 on supply chain performance. Production Planning & Control, 32(1), 63-81. 42. Ferraro, S., Cantini, A., Leoni, L., & De Carlo, F. (2023). Sustainable Logistics 4.0: A Study on Selecting the Best Technology for Internal Material Handling. Sustainability, 15(9), 7067. 43. Ferraro, S., Cantini, A., Leoni, L., & De Carlo, F. (2023). Sustainable Logistics 4.0: A Study on Selecting the Best Technology for Internal Material Handling. Sustainability, 15(9), 7067. 44. Filip, F. G., Belostecinic, G., & Bacivarov, I. C. (2021). Vol. 22, No. 183/August 2021 QUALITY. Quality-Access to Success, 22(183). 45. Fischer, M., Imgrund, F., Janiesch, C., & Winkelmann, A. (2020). Strategy archetypes for digital transformation: Defining meta objectives using business process management. Information & Management, 57(5), 103262. 46. Foya, E. E. (2021). Analysis and study Artificial Intelligence to improve Inventory management. 47. Frazelle, E. (2020). Supply chain strategy: the logistics of supply chain management. McGraw-Hill. 48. Gao, D., Wang, N., Jiang, Q., & Jiang, B. (2022). Inventory Management. In Enterprises’ Green Growth Model and Value Chain Reconstruction: Theory and Method (pp. 251-269). Singapore: Springer Nature Singapore. “Exploration of Inventory Management and Stock Control Practices in the Engineering and Construction Division: A Focus on Pelco I, Sto. Domingo, Mexico, Pampanga” 7690 October 2025ETJ Volume 10 Issue 10 , Engr. John Leslie M. Dizon, PhD 49. Ghasemi, E., Lehoux, N., & Rönnqvist, M. (2023). Coordination, cooperation, and collaboration in production-inventory systems: a systematic literature review. International journal of production research, 61(15), 5322-5353. 50. Gijsbrechts, J., Boute, R. N., Van Mieghem, J. A., & Zhang, D. J. (2022). Can deep reinforcement learning improve inventory management? Performance on lost sales, dual-sourcing, and multi-echelon problems. Manufacturing & Service Operations Management, 24(3), 1349-1368. 51. González Gómez, E. P. (2023). Solar electric supply chain disruption (Master's thesis, Universitat Politècnica de Catalunya). 52. Grant, R. M. (2021). Contemporary strategy analysis. John Wiley & Sons. 53. Grant, R. M. (2021). Contemporary strategy analysis. John Wiley & Sons. 54. Gupta, S., Chaudhary, S., Chatterjee, P., & Yazdani, M. (2022). An efficient stochastic programming approach for solving integrated multi-objective transportation and inventory management problem using goodness of fit. Kybernetes, 51(2), 768-803. 55. Hauser, A., Eggers, F., & Güldenberg, S. (2020). Strategic decision-making in SMEs: effectuation, causation, and the absence of strategy. Small Business Economics, 54(3), 775-790. 56. Heuwinkel, M. (2022). The Influence of Warehousing and Order Fulfilment on Customer Satisfaction in ECommerce. 57. Hietasari, D. N., Subianto, D. I., & Adi, T. W. (2024, January). Conceptual framework of warehouse management system with auto suggesting features for FIFO/FEFO implementation towards lean warehousing. In AIP Conference Proceedings (Vol. 2951, No. 1). AIP Publishing. 58. Hofmann, E., Templar, S., Rogers, D., Choi, T. Y., Leuschner, R., & Korde, R. Y. (2021). Supply chain financing and pandemic: Managing cash flows to keep firms and their value networks healthy. Rutgers Business Review, 6(1), 1-23. 59. Hottenroth, H., Sutardhio, C., Weidlich, A., Tietze, I., Simon, S., Hauser, W., ... & Viere, T. (2022). Beyond climate change. Multi-attribute decision making for a sustainability assessment of energy system transformation pathways. Renewable and Sustainable Energy Reviews, 156, 111996. 60. Inkpen, A. C., & Sundaram, A. K. (2022). The endurance of shareholder value maximization as the preferred corporate objective. Journal of Management Studies, 59(2), 555-568. 61. Inkpen, A. C., & Sundaram, A. K. (2022). The endurance of shareholder value maximization as the preferred corporate objective. Journal of Management Studies, 59(2), 555-568. 62. Joseph, J., & Gaba, V. (2020). Organizational structure, information processing, and decisionmaking: A retrospective and road map for research. Academy of Management Annals, 14(1), 267-302. 63. Karpinska, L., & Śmiech, S. (2021). Breaking the cycle of energy poverty. Will Poland make it?. Energy Economics, 94, 105063. 64. Kembro, J., & Norrman, A. (2022). The transformation from manual to smart warehousing: an exploratory study with Swedish retailers. The International Journal of Logistics Management, 33(5), 107-135. 65. Kembro, J., & Norrman, A. (2022). The transformation from manual to smart warehousing: an exploratory study with Swedish retailers. The International Journal of Logistics Management, 33(5), 107-135. 66. Khan, M. G., Huda, N. U., & Zaman, U. K. U. (2022). Smart warehouse management system: Architecture, real-time implementation and prototype design. Machines, 10(2), 150. 67. KIRIMI, M. J. (2023). INVENTORY MANAGEMENT PRACTICES AND PUBLIC HEALTH INSTITUTIONS PERFORMANCE IN NAIROBI CITY COUNTY, KENYA. 68. Kozioł-Nadolna, K., & Beyer, K. (2021). Determinants of the decision-making process in organizations. Procedia Computer Science, 192, 23752384. 69. Kozioł-Nadolna, K., & Beyer, K. (2021). Determinants of the decision-making process in organizations. Procedia Computer Science, 192, 23752384. 70. Kumar, S. (2023). THE SUPPLY CHAIN NAVIGATOR SERIES: UNLOCKING THE PATH TO OPERATIONAL EXCELLENCE Warehouse Mastery Optimizing Storage and Fulfillment for Efficient Operations. Mafy Media Literasi Indonesia. 71. Lent, R. W., & Brown, S. D. (2020). Career decision making, fast and slow: Toward an integrative model of intervention for sustainable career choice. Journal of Vocational Behavior, 120, 103448. “Exploration of Inventory Management and Stock Control Practices in the Engineering and Construction Division: A Focus on Pelco I, Sto. Domingo, Mexico, Pampanga” 7691 October 2025ETJ Volume 10 Issue 10 , Engr. John Leslie M. Dizon, PhD 72. Li, Q., Liu, Q. Q., Tang, C. F., Li, Z. W., Wei, S. C., Peng, X. R., ... & Yang, Q. (2020, June). Warehouse vis: A visual analytics approach to facilitating warehouse location selection for business districts. In Computer graphics forum (Vol. 39, No. 3, pp. 483495). 73. Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic inquiry. sage. 74. Liu, J. (2023). Bounded Rationality in DecisionMaking Under Uncertainty. A Behavioral Economics Approach to Interactive Information Retrieval: Understanding and Supporting Boundedly Rational Users, 93-130. 75. Mahajan, P. S., Raut, R. D., Kumar, P. R., & Singh, V. (2024). Inventory management and TQM practices for better firm performance: a systematic and bibliometric review. The TQM Journal, 36(2), 405-430. 76. Mahrinasari, M. S., Hussain, S., Yapanto, L. M., Esquivel-Infantes, S. M., Untari, D. T., Yusriadi, Y., & Diah, A. (2021). The impact of decision-making models and knowledge management practices on performance. Academy of Strategic Management Journal, 20, 1-13. 77. Mazikana, A. T. (2023). The Impact of Inventory Management on the Overall Performance of the Organization. A Case of Halsted Builders Express. A Case of Halsted Builders Express (March 16, 2023). 78. Melović, B., Veljković, S. M., Ćirović, D., Vulić, T. B., & Dabić, M. (2022). Entrepreneurial decisionmaking perspectives in transition economies– tendencies towards risky/rational decision-making. International Entrepreneurship and Management Journal, 18(4), 1739-1773. 79. Min, H. (2023). Smart Warehousing as a Wave of the Future. Logistics, 7(2), 30. 80. Mishra, A., Dutta, P., & Gottipalli, N. (2024). An optimization model for the downstream supply chain network, considering consolidated warehouses and the selection of transportation mode. International Journal of Productivity and Performance Management, 73(3), 912-942. 81. Mudiyanselage, S. E., Nguyen, P. H. D., Rajabi, M. S., & Akhavian, R. (2021). Automated workers’ ergonomic risk assessment in manual material handling using sEMG wearable sensors and machine learning. Electronics, 10(20), 2558. 82. Muller, M. (2019). Essentials of inventory management. HarperCollins Leadership. 83. Murmu, V., Kumar, D., Sarkar, B., Mor, R. S., & Jha, A. K. (2023). Sustainable inventory management based on environmental policies for the perishable products under first or last in and first out policy. Journal of Industrial and Management Optimization, 19(7), 4764-4803. 84. Newell, B. R., Lagnado, D. A., & Shanks, D. R. (2022). Straight choices: The psychology of decision making. Psychology Press. 85. Odeyinka, O. F., & Omoegun, O. G. (2023). Warehouse Operations: An Examination of Traditional and Automated Approaches in Supply Chain Management. 86. Odeyinka, O. F., & Omoegun, O. G. (2023). Warehouse Operations: An Examination of Traditional and Automated Approaches in Supply Chain Management. 87. Orodho, A. J. (2003). Essentials of educational and social sciences research method. Nairobi: Masola Publishers. 88. Owen, J. R., Kemp, D., Schuele, W., & Loginova, J. (2023). Misalignment between national resource inventories and policy actions drives unevenness in the energy transition. Communications Earth & Environment, 4(1), 454. 89. Paley, N. (2021). The manager's guide to competitive marketing strategies. Routledge. 90. Parvin, K., Hannan, M. A., Mun, L. H., Lipu, M. H., Abdolrasol, M. G., Ker, P. J., ... & Dong, Z. Y. (2022). The future energy internet for utility energy service and demand-side management in smart grid: Current practices, challenges and future directions. Sustainable Energy Technologies and Assessments, 53, 102648. 91. Renuka, Y., & Sandhya, S. (2019). A Study on Inventory Management and Control at Pixel Controls, Bengaluru. 92. Richards, G. (2019). Warehouse management: a complete guide to improving efficiency and minimizing costs in the modern warehouse. Kogan Page Publishers. 93. Richards, G. (2019). Warehouse management: a complete guide to improving efficiency and minimizing costs in the modern warehouse. Kogan Page Publishers. 94. Richards, G. (2021). Warehouse management: The definitive guide to improving efficiency and minimizing costs in the modern warehouse. Kogan Page Publishers. “Exploration of Inventory Management and Stock Control Practices in the Engineering and Construction Division: A Focus on Pelco I, Sto. Domingo, Mexico, Pampanga” 7692 October 2025ETJ Volume 10 Issue 10 , Engr. John Leslie M. Dizon, PhD 95. Richards, G. (2021). Warehouse management: The definitive guide to improving efficiency and minimizing costs in the modern warehouse. Kogan Page Publishers. 96. Richards, G. (2021). Warehouse management: The definitive guide to improving efficiency and minimizing costs in the modern warehouse. Kogan Page Publishers. 97. Rosario, J. (2022). Implementation of inventory control management and repeat purchase in right goods philippines incorporated: Inputs to policy reformulation. World Wide Journal of Multidisciplinary Research and Development, 8(06), 20-30. 98. Rubel, K. (2021). Increasing the Efficiency and Effectiveness of Inventory Management by Optimizing Supply Chain through Enterprise Resource Planning Technology. EFFLATOUNIAMultidisciplinary Journal, 5(2), 1739-1756. 99. Rubel, K. (2021). Increasing the Efficiency and Effectiveness of Inventory Management by Optimizing Supply Chain through Enterprise Resource Planning Technology. EFFLATOUNIAMultidisciplinary Journal, 5(2), 1739-1756. 100. Rushton, A., Croucher, P., & Baker, P. (2022). The handbook of logistics and distribution management: Understanding the supply chain. Kogan Page Publishers. 101. Sallam, K., Mohamed, M., & Mohamed, A. W. (2023). Internet of Things (IoT) in supply chain management: challenges, opportunities, and best practices. Sustainable Machine Intelligence Journal, 2, 3-1. 102. Sanders, N. R. (2020). Supply chain management: A global perspective. John Wiley & Sons. 103. Saxena, N., & Sarkar, B. (2023). How does the retailing industry decide the best replenishment strategy by utilizing technological support through blockchain?. Journal of Retailing and Consumer Services, 71, 103151. 104. Shanmugamani, K., & Mohamad, F. (2023). The implementation of warehouse management system (wms) to improve warehouse performance in business to business (B2B). International Journal of Industrial Management, 17(4), 231-239. 105. Shygun, M. M., & Zhuravel, A. (2023). Global Trends in Transformation of Decision Support Systems: Case With VAT in SAP. In Contemporary Studies of Risks in Emerging Technology, Part B (pp. 183-206). Emerald Publishing Limited. 106. Tadić, S., Krstić, M., Dabić-Miletić, S., & Božić, M. (2023). Smart material handling solutions for city logistics systems. Sustainability, 15(8), 6693. 107. Teplická, K., & Seňová, A. (2020). Invetory Valuation Methods And Their Impact On The Company S Profit Generation. Acta Logistica, 7(3), 201-207. 108. Usman, F. O., Eyo-Udo, N. L., Etukudoh, E. A., Odonkor, B., Ibeh, C. V., & Adegbola, A. (2024). A CRITICAL REVIEW OF AI-DRIVEN STRATEGIES FOR ENTREPRENEURIAL SUCCESS. International Journal of Management & Entrepreneurship Research, 6(1), 200-215. 109. Wayrah, M. Y., Sarpin, N., Mohamed, S., & Masrom, M. A. N. (2021). The Impact of Material Management on Construction Project Delivery in Somalia. Journal of Technology Management and Business, 8(1), 5972. 110. Wisner, J. D., Tan, K. C., & Leong, K. (2021). Principles of supply chain management: A balanced approach. South-Western, Cengage Learning. 111. Yamini, S., & Gajanand, M. S. (2022). Inventory decision-making biases: a review and suggestions for future research. Benchmarking: An International Journal, 29(6), 1889-1912. 112. Yang, R. (2023). Constructing the foundations of microeconomic analysis of Chinese economics: based on the theory of classified reform of state-owned enterprise. China Political Economy, 6(1), 2-16. 113. Zheng, X., Li, M., & Guo, J. (2021). Task scheduling using edge computing system in smart city. International Journal of Communication Systems, 34(6), e4422. 114. Zhou, L., Liu, H., Zhao, J., Wang, F., & Yang, J. (2022). Performance Analysis of Picking Routing Strategies in the Leaf Layout Warehouse. Mathematics, 10(17), 3149. 115. Zhyhula, S. (2023). Integrated logistics activities management of an engineering company.