The study found out that the inventory focasting strategies that were most adopted

included there being an inventory policy and inventory focasting being done for a
fixed time period with the least adopted being there being set of models used for
forecasting of inventory. Overall, inventory forecasting was established to be
adopted at KPLC to a large extent with an average mean of 3.7 and 1.024. This shows
that the inventory forecasting strategies were in use in enhancing the technical
performance at the firm to a large extent.

The correlation analysis was further utilized in establishing the influence of

inventory forecastiong on the operational performance. The results of the
correlation analysis showed that Inventory Forecasting had a Pearson Coefficient of
0.422 and a p-value of 0.000. This implies that it had a positive and significant
effect on the operation performance which was also confirmed by the regression
model coefficients obtained (�1 = 0.375, P =0.002). Hence increasing in the
inventory focasting strategies would result in improved operational performance.

The most utilized inventory control system was found out to be having automations
in inventory control and the least was the inventory activities being assigned to
specific members of the staff to enhance inventory management. The inventory
control systems were established to implemented moderately with an average mean of
3.37 and standard deviation of 1.311. This shows that the inventory control systems
were yet to be fully utilized in undertaking inventory management initiatives in
the organization as they are only adopted moderately.

However, despite the moderate extent of adopting, the correlation analysis revelead
that inventory control systems had a positive and significant effect on the
operational performance as it had a Pearson Coefficient of 0.238 and a p-value of
0.019. The same was established by the regression model coefficients which shows
that the inventory control systems played a significant role in ensuring that the
firms performed effectively operation wise (�2 = 0.004, P =0.956).

The most adopted inventory management strategy was found out to be there being a
fixed lead time that must be adhered to and the least being there being acceptable
stock levels. Overally, it was found out that inventory management strategy was
only adopted at KPLC moderately, having an average mean of 3.57 and standard
deviation of 1.121. This indicates that the inventory management strategy was not
yet fully intergrated and used in enhancing the operations of the organization.

The inventory management is essential in organizations through ensuring adequate

stock levels and flow of operation. This in the long run results in enhanced
operational performance which was also established by the correlation analysis
whereby Inventory Management Strategy had a Pearson Coefficient of 0.443 and a p-
value of 0.000. Therefore, increased units of inventory management strategies will
translate in enhanced perfomance as the same was confirmed by the regression
analysis coefficients(�3 = 0.339, P =0.001).

The industry specific factors were indicated to have a large extent of moderating
effect on the technical performance with an average mean of 3.7 and standard
deviation of 1.067. This entails the number of suppliers, regulation and
competition level. Thus, the type of prevailing specific industry factors which
highly predetermine how KPLC conducted its operations and performed. The effect was
established to be highly significant as the correlation analysis results showed
that Industry Specific Factors had a Pearson Coefficient of 0.526 and a p-value of
0.000.

The study further found out that the industry specific factors (�4 = 0.328, P
=0.002) have a minimal but significant moderating effect on how the inventory
management practices influence the operational performance. This is because, even
after the introduction of the industry specific factors as moderating variables,
the same positive effect of the inventory management variables was maintained.
Therefore, favourable industry specific factors will result in improved performance
whereas uncondusive industry related factors will result in reduced performance.

The regressu

operational performance
The study also sought to investigate the current operational performance at KPLC
and how it was affected by the inventory management strategies put in place. The
study found out that KPLC was established to have a moderate extent of operational
performance with an average mean of 3.46 and standard deviation of 1.042. The
secondary analysis further revealed that though the reliability of the operations
at KPLC based on the customer average interruptions duration index (CAIDI) was
relatively constant, there was no specific trend on the response rate and most of
the projects were either never completed or completed past target time resulting in
very low completion levels.

On the effect of the inventory management strategies on the operational

performance, the regression analysis found out that the inventory management
practices namely; Inventory management strategy, Inventory Forecasting and
Inventory control systems explain only 28.1% of the total variation of the
operational performance at KPLC (R2=0.281). This means that 71.9% of the changes in
the operational factors is accounted for by other factors not presented in the
model. When the industry specific factors were introduced as moderating variables,
the resultant R2 change in model improved to 0.352 and added value to the model
which was significant (? R2 = .071, P = .002). This shows that models remained
valid indicating significant influence brought about by the moderating variables.

disca
The study sought to determine the inventory management strategies that had been put
in place at KPLC in enhancing the operational performance. The study found three
main inventory management strategies have been adopted which include Inventory
management strategy, Inventory Forecasting and Inventory control systems. These
invetory management strategies were established to have varying extents of
implementation with industry focusing strategies being the most utilized and
inventory control strategy being the least utilized. The respondents further
indicated that these strategies resulted in enhanced cordination and flow of the
operations at KPLC.

To determine the effect of these inventory management strategies on operational

performance, correlation analysis was undertaken whereby Inventory Forecasting had
a Coefficient of 0.422, Inventory Control Systems a Coefficient of 0.238, and
Inventory Management Strategy a Coefficient of 0.443.This means that all the
variables had a positive effect on the operational performance of KPLC. Hence an
increase in the units of the variables will result in improved operational
performance. The effect was significant as all the p-values were less than 0.05.
This means that they are able to predict the changes in the operational performance
at any given time.

The study further sought to find out the moderating effect brought about by
industry specific factors. The study found out that the type of specific industry
factors highly predetermine how KPLC conducted its operations and performed. This
is because, even after the introduction of the industry specific factors as
moderating variables, the same positive effect of the inventory management
variables was maintained. The effect was established to be highly significant as
the correlation analysis results showed that Industry Specific Factors had a
Pearson Coefficient of 0.526. Therefore, favourable industry specific factors will
result in improved performance whereas uncondusive industry related factors will
result in reduced performance.

The study also aimed at determining the combined effect of the inventory management
strategies on the technical performance of KPLC. To achieve this, regression
analysis was undertaken whereby it was found out that the inventory management
practices namely; Inventory management strategy, Inventory Forecasting, Inventory
control systems explain only 28.1% of the total variation of the operational
performance at KPLC. This means that 71.9% of the changes in the operational
factors is accounted for by other factors not presented in the model. When the
industry specific factors were introduced as moderating variables, the effect was
significantly improved. This shows that the industry specific factors have a
positive influence on how KPLC performed.

abstract
The study found out that three main inventory management strategies have been
adopted at KPLC which include Inventory management strategy, Inventory Forecasting
and Inventory control systems. However, the study established that these inventory
management strategies had varying extents of adoption at KPLC with industry
focusing strategies being the most utilized and inventory control strategy being
the least utilized.

The study established that three main inventory management strategies have been
adopted at KPLC which include Inventory management strategy, Inventory Forecasting
and Inventory control systems. The study concludes that inventory management
strategies have been recognized as a crucial tool in enhancing operations at KPLC.
However, the study found out that these inventory management strategies had varying
extents of adoption at KPLC. The study therefore concludes that each inventory
management strategy had a different priority level and utilization which was highly
based on their perceived individual effects.
The study further found out that the inventory management strategies had a
significant positive effect on the operational performance when combined. The study
therefore concludes that the current operational performance at KPLC can be well
accounted for by the available inventory management strategies. Hence,
improvemenent an diversification of the inventory management stategies will result
in improved technical performance at the firm. The industry specific factors were
also found out to have a significant moderating effect on the technical performance
at KPLC. The study therefore concludes that it is essential to put into
consideration the industry specific factors in formulation and implmentation of the
management strategies.

The study found out that the inventory managenent practices have a significant
influence on how KPLC conducted its operation and performed. The study thus
recommends that the managements to put more emphasis on the formulation and
implementation of the inventory management strategies. This will enable them to not
only ensure that the inventory management strategies are available, but also
effective in achieveing their intended outcomes. It will also ensure that there is
adequate budgetary and resource allocations to the inventory management practices
resulting in improved performance. The study also recommends that the organizations
should focus more on the inventory management practices that are likely to accrue
more benefits. This will go a long way in not only boosting but also improving the
performance at large.

Though the study was able to accomplish its set objectives, there are certain areas
which arose that demand further studies. To begin with, the study only focused at
the situation at Kenya Power and Lighting Co. Ltd which may not be an actual
representative of other firms in other sectors. The study suggests further studies
to be conducted on other firms so as to enable comparison of the findings of the
study. The study was also limited only to three inventory management strategies
namely; Inventory management strategy, Inventory Forecasting and Inventory control
systems which is not an exhaustive list of the available inventory management
strategies. The study therefore recommends further studies to be conducted on other
inventory management strategies other than the ones investigated by the study. This
will enable comprehensive generalization of the study's findings.