M/s Speedometers is a public transportation operation that was incorporated in the early 1980s in Mumbai. The mission of the company is to provide a safe, reliable, and comfortable transportation service at a price that is affordable by the general public. To achieve the required service level, M/s Speedometers set up a maintenance department in the second year of its operations. Unfortunately, the maintenance department is having problems of spares, components, and other inventory as well as experienced personnel who can deal efficiently with mechanical failures. During the recent informal visit to the maintenance workshop, the managing director of M/s Speedometers overheard a frustrated staff member complaining annoyingly to his supervisor. He said that he had gone to four different storage areas to collect the required spares and components but managed to fill only part of the order because of the required items were out-of-stock. However, for some reason, the materials management department of M/s Speedometers showed on record that sufficient quantity of all spares and components were available on hand. On-going through the finance books, the managing director was worried about the recent steady escalation in the cost of maintenance as well as inventory carrying costs. The managing director directed the general manager of the maintenance department to study he various problems of his department and submit a proposal to resolve them. The general manager investigated and identified the following problems: 5) The materials management information system (MMIS) required manual updating. The staff of the materials department often assumed the information in the system was up-to-date, when actually requisition vouchers were waiting to be entered. This time-lag meant that the system showed inventory as available when actually it had already been used. 6) Many users in the workshop withdrew more material than what they actually needed so they could avoid stock-outs. 7) Most of the users set up mini-warehouses just-in-case. 8) Warehouse staff were reluctant to use the computer-based system for various reasons. The MMIS could provide online system information, but the resistance from the warehouse staff kept that part of the system from being implemented. 9) No records were kept regarding materials consumption 10) Users had to submit a materials requisition form for items kept in each of the four warehouses and had to collect them personally. 11) 70% of the cost of materials came from maintenance costs Questions: 1) The general manager wants to appoint you as an integrated logistics manager. Your task is to form an integrated logistics department under the maintenance division to resolve the problems and to improve maintenance productivity. Discuss in detail as to how you would perform this task 2) Critically examine the inventory issues presented in the above case. Recommend improvements for inventory management of the spares and components as well as reductions in the maintenance costs.