SITXINV005

Establish stock purchasing and control

systems

Trade: Restaurant Management

Qualification: SIT60316 Advanced Diploma of Hospitality

Management (Restaurant Management)

WRITTEN REPORT

Instructions

Instructions to candidate

 Read this booklet.

 Complete the task described in this booklet.
 Complete the cover sheet for the written report [Figure 1] and attach it to your
written report / project.

 Submit the written report to the assessor by:

SITXINV005 Establish stock purchasing and control systems

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THE TASK

Your task is to prepare a case study that illustrates how a restaurant

establishes stock purchasing and control systems.
The case study must be based on one of the following:
 Your own experience in managing stock purchasing and control systems
in a restaurant
 An interview with a team leader who is responsible for managing stock
purchasing and control systems in a restaurant
 Internet or library-based research on how a particular restaurant manages
stock purchasing and control systems in a restaurant.
The case study should be two typed A4 pages in length.
The case study must cover three topics. These are:

Topic 1 – Determine stock requirements

McDonald's is one of only a handful of brands that command instant recognition
in virtually every country in the world. It has more than 30,000 restaurants in
over 119 countries, serving around 50 million people every day. All businesses
face challenges every day. One of the major challenges facing McDonald's is
managing stock. Stock management involves creating a balance between
meeting customers' needs whilst at the same time minimizing waste and in this
section, I will show how McDonald’s managers and team leaders:
 use business data, forecasting methods and standard measures to
calculate required stock levels.
In 2004, McDonald's introduced a specialist central stock management function
known as the Restaurant Supply Planning Department. This team
communicates with restaurant managers on a regular basis to find out local
events. The team builds these factors into the new planning and forecasting
system (called Manugistics) to forecast likely demand of finished menu items.
The Manugistics uses two years' worth of product mix history to produce
forecasts for each restaurant. This uses time series analysis. A forecast is an
estimate of future sales of finished products. Forecasts are calculated using:
 Store-specific historic product mix data from the last two years
 Store-specific and national causal factors. These specify dates for
events such as national promotions and school holidays.
 Information from store managers about factors that might affect
demand, e.g. road closures or local events and promotions.

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The regional planner team applies a specific factor (the blue blocks in the graph
above) to the time series analysis for the forecast. After calculation, the graph
can generate a forecast for future inventory level.
Any system is only as good as the data that is provided. Therefore, McDonald's
Restaurant Managers need to ensure that the data they enter into the system
is as accurate as possible. For example, each day, Restaurant Managers
record opening and closing stocks of key food items. They record all other items
weekly. The store computer system identifies any stock count deviations from
the last stock count so managers can investigate.
There are 3 mains of stock at McDonald’s:
Raw materials

The raw materials are the ingredients that will go into producing the finished
product. For McDonald's, these will include the buns, beef patties, paper cups,
salad ingredients and packaging. These are delivered to the restaurants
between 3 and 5 times a week. The raw materials arrive together on one lorry
with three sections so that each product can be stored at a suitable
temperature.

The three sections are:

 frozen
 chilled
 ambient which means foods that can be stored at room temperature.
This applies to items such as coffee or sugar sachets.

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Work-in-progress (WIP)

Work-in-progress refers to stocks that are in the process of being made into
finished product. A Big Mac consists of a bun, two beef patties, lettuce, cheese,
pickles, onions, sauce and a small amount of seasoning. The restaurant will
only combine these items just before the customer orders them so the Big Macs
are hot and fresh when served.

Finished products

Finished products are goods that are ready for immediate sale to a customer.
At any one time, a restaurant will have a range of products ready for sale. Many
of these will include finished products like Filet-o-Fish, Big Macs and side
salads.
http://businesscasestudies.co.uk/mcdonalds-restaurants/managing-stock-to-
meet-customer-needs/stock-management.html

 determine stock requirements for standard business periods, peak

seasons and special events.
Ongoing communication between the central Restaurant Supply Planning team
and individual restaurants helps to manage the stock more effectively. A
mixture of specialist stock controllers and employees who previously worked in
the restaurants makes up the central team. This team of 14 regional planners
works with around 80 restaurants each and communicates on a regular basis
with them via email/telephone. Anything that would affect the number of
customers visiting their restaurant needs to be logged with the team. This is
taken into account in the calculating of the forecasts.

Supply Planners work with the new stock control system, Manugistics, to
ensure enough raw materials, e.g. beef, tomatoes, lettuce, etc., leave the
McDonald's distribution centres, such as Basingstoke. This ensures restaurants
can produce the meals required for the level of demand based on past
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performance, forecasted and future sales campaigns. For example, the sales
of Big Mac will increase during the “Buy one get one free” campaign.
In addition, every restaurant has a small buffer stock to contain a higher-than-
expected number of products - a calculation forecast that Manugistics
calculated.
http://businesscasestudies.co.uk/mcdonalds-restaurants/managing-stock-to-
meet-customer-needs/stock-management.html
http://cmuscm.blogspot.com/2014/11/how-mcdonalds-manage-its-
inventory.html

 establish cost-effective purchase quantities based on business

information and supplier advice.
McDonald uses Just-in-time inventory management system. As the name
suggests, Just-in-time provides the supplies for the customer in time. When a
customer orders a burger, McDonalds does not start to cook. It reheats and
assembles the burger according to the particular order. If McDonalds begins to
cook food when a customer places an order, McDonald will take time to prepare
a burger. As McDonalds is a fast food, it cannot make a customer to wait for a
long time to get the ordered burger. With the help of just in time inventory
management system, McDonalds pre-cook a batch of hamburgers and keep
them under heat lamps. They keep them as long as possible and eventually
discard what could not be sold.
The advantage for McDonalds for using just in time inventory management
system are
 Serving a customer as fast as possible while having the finished product
sitting in the inventory as short as possible. The other benefit of just in
time inventory management system is that the product will be good in
quality. Because of this system, McDonalds prepares hamburger “Just-
in-time". McDonald’s ability to produce faster reduced the ordering cost
the customer. Because of their ability to prepare fast, the customers
need not to wait long for burgers. This firm has lower inventory levels,
which may cause a bigger problem during high demand.
 Reducing of cost of ordering and cost of holding, and reducing in safety
stock.
But, McDonald’s ability to make burgers in record time prevents them from
those situations. The holding cost of burger parts are costlier, hence it will be
spoiled if it is kept for a month of time. If this frozen burger parts are cooked,
the spoil time increases to 15 minutes. Because of this, in McDonalds old
system the cost of burger was high to absorb cost of spoiled burger. But now
they can prepare burger in record time, as a result of that there is less spoiling
of burger in turn low cost of burger. Hence, this Just in time system is beneficial
to McDonalds.
The reason for keeping the safety stock is to meet inconsistency in lead time
and demand. In McDonalds case, the supplier is internal and they are using just
in time system, so they can reduce the lead time and variation in lead time.
In addition, here are also 2 inventory control techniques used by McDonald’s:

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  Re-order point (ROP): for non-perishable materials. ROP is the point at
which the restaurant needs to order new.
 The advantage: Make sure you are not out of stock, avoid making
customers unhappy.

 First In First Out (FIFO): for all ingredients At McDonald's, all materials,
processing and finished products are processed according to FIFO
methods. This means that materials are used in the first-in first-out order.
So that, inventory is always fresh because products are sold in order of
import.
 The advantage: Minimize the reduction of product quality, minimize
damage and pollution, and maintain product temperature.

https://www.academia.edu/12695292/How_does_Mcdonalds_manage_their_i
nventory

Topic 2 – Establish optimum supply arrangements

In this section of the case study you must discuss how team leaders in the
restaurant:
 evaluate quality of supply, based on feedback from colleagues and
customers.
 McDonald’s Canada commitment on Food Safety: “We serve only the food and
beverages that meet our stringent food safety standards, and do business only
with suppliers who share our commitment.”
Safety Procedures
From the field to the front counter, our quality ingredients go through many
comprehensive safety and quality inspection checks. McDonald’s food safety
standards meet or, in many cases, exceed government regulations. In our
restaurants, there are at least 70 safety checks on beef and chicken every day.
In fact, McDonald’s rigorous standards have been used by government
agencies as models for their own regulations. Managers and crew are trained
and certified to ensure that food safety and quality procedures are followed.
McDonald’s also verifies critical food safety steps and periodically audits all of
our restaurants for compliance. Collaboration with suppliers is a critical part of
McDonald’s approach to adapting existing resources and developing new
technologies that continue to ensure food quality and safety. No one takes food
safety more seriously than we do at McDonald’s.
Furthermore, McDonald's Canada follows Health Canada guidelines when it
comes to the use of food-grade additives. The majority of our food is sourced
from within Canada (including all the potatoes for our fries, and all beef for our
100% pure Canadian beef hamburger patties). When we source ingredients
from outside Canada (such as the fruit purees for our Real Fruit Smoothies),
the Canadian Food Inspection Agency enforces strict regulations that ensure
suppliers of imported foods meet or exceed Canadian production, inspection,
and certification standards.
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Supplier Accountability
McDonald’s focuses not only on the quality and safety of our products but also
on the working conditions of the people who work in our supply chain. To ensure
compliance, we regularly track and assess performance with on-site audits
conducted by third-party auditors, with frequency based on the site’s level of
risk. Signing our Code also represents a commitment by our direct suppliers to
extend our expectations to all of their suppliers.
Good fries come from good potatoes
Our World Famous Fries are made out of the highest-grade potatoes in order
to ensure that we serve a fry that’s cooked in 100% vegetable oil and is golden
and crispy outside, and warm and fluffy inside. Additionally, McDonald’s
ensures that all Health and Safety procedures are respected throughout the
various preparation stages including their farm of origin, storage conditions,
factory standards, transportation methods and storage facilities in every one of
our outlets.
We regularly obtain samples from all of our farms in order to ensure only the
highest grades of quality standards and over 50 quality checks are performed
throughout the potatoes journey from a simple vegetable to one of our
McDonald’s French fries.
Once the potatoes reach the factory, a quality check is immediately carried out.
The potatoes are then cleaned using a strong current of water, and their skin is
removed using steam. Potatoes are then washed, brushed and manually
checked before being cut into chips. Fries are then automatically sorted and the
shorter pieces are eliminated. They are then steamed in order to give them their
traditional uniform colour and texture. Once dried, fries are cooked in vegetable
oil and allowed to cool before they are frozen, packaged and stored.
Once harvested, the potatoes need to be stored properly. Therefore, the
existing cold stores were modified to suit McDonald’s stringent quality
requirements. The high-temperature storages were introduced – potatoes were
stored at relatively higher temperatures (8-12 degree Celsius) as compared to
the traditional method of cold storage (3-4 degree Celsius). This helps potatoes
to last longer and decreases the tendency of sugar development in stored
potatoes; which leads to brown fries that neither look nor taste good.

To ensure we provide our customers with the highest standards of quality and
safety, we distribute directly in temperature-controlled vehicles. Most of those
trailers are equipped with refrigeration units and special bulkheads to separate
the three zones (frozen, refrigerated and ambient temperature) normally
required for each delivery. GPRS enabled these trucks are used to deliver
potatoes from cold stores to the processing units at McCain. These trucks
maintain a temperature of minus 18 degree C which is ideal for the quality of
the frozen products. GPRS enables correct tracking of trucks at all times. All
these measures ensure that potatoes used at the restaurants adhere to
McDonald’s guidelines and are delivered at the right time. We do this to monitor
temperature on each truck, and the restaurants monitor delivery temperatures
upon receipt.

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 Our guests can participate in evaluation process by filling in Guest Survey
(https://survey.medallia.ca/?feedless-McD-GSS-FeedlessSurvey-
9943c31cd819b4767e52d3e879f6e2a8) to help McDonald's ensure that we
meet their need and satisfaction.

https://www.mcdonalds.com/ca/en-ca/about-our-food/quality-matters/food-
safety.html?fbclid=IwAR0hLNxoTcTqvmDOzUsykE-
qU9nIS5zUFlE9rlXeoJcC_BQPiVAYuYf_7XQ
https://www.mcdonalds.gr/enen/node/18/potatoes?fbclid=IwAR3kfPuVcenWfo
ed0pO0DygWRY9UjnHEHd4Q3QNf-slT1j9TC7jhIfeOvmA
http://mcdonaldsblog.in/2016/10/20-years-the-potato-revolution/
https://yourquestions.mcdonalds.ca/answer/why-do-you-transport-by-
trucks/?fbclid=IwAR1q97E1_5o_xO3IMm6LdmhGPvA9IXlrELEfu3J5dWOLr68
1IVp6pv8xMJo
https://yourquestions.mcdonalds.ca/answer/the-us-and-canada-have-
different-laws-as-to-what-food-additives-are-legal-do-you-use-the-same-
process-for-both-countries/

 source and review potential suppliers.

McDonald’s Canada works closely with more than 100 leading Canadian
suppliers.
We use a number of suppliers, with which we have long-term, trusted
relationships to source both the ingredients for our menu and the non-food
items we require to run our business.
Investing Locally
We strive to source quality products and supplies from within Canada.
Together, suppliers, the company and franchisees create new products, help
reduce costs and ensure our guests get the same great McDonald’s taste in
every community across Canada.

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 We use different suppliers for almost all our products. McCain makes our fries,
Cargill makes our hamburger patties and chicken products, Saputo makes our
cheese, High Liner makes our Filet-O-Fish patties, we get our buns from
various bakeries, ketchup and mustard from Heinz, Canada Grade A Large
shell eggs from Burnbrae Farms, our dairy products from different dairies
across Canada...it's a long list. 80% of our annual expenditure goes towards
ingredients sourced within Canada, and we're proud to serve food made with
quality ingredients from right here at home.
Trusted Brands
We shop where our guests shop – our basket is just a bit bigger! McDonald’s
buys and serves the same wholesome foods our guests use at home, supplied
by brand name companies Canadians know and trust such as Cargill, Coca-
Cola, Danone, McCain, Minute Maid, Mother Parkers, Nestle, Quaker, Saputo.
https://www.mcdonalds.com/ca/en-ca/about-our-food/quality-matters/meet-
our-suppliers.html
https://www.mcdonalds.com/gb/en-gb/help/faq/18725-who-are-mcdonalds-
suppliers.html
https://yourquestions.mcdonalds.ca/answer/who-are-all-your-suppliers-and-
do-they-have-any-sub-divisions-that-you-
use/?fbclid=IwAR2McBivy16jQQLFFrBHu89tKmHNYgQc2l4J3HfGbJB34YL6s
jdHyfVcbFk
https://yourquestions.mcdonalds.ca/answer/where-do-you-order-your-food-
supply-like-fries-meat-buns-etc/

 develop appropriate and accurate purchase specifications.

Product: Frozen Fries.
Variety: made from only the best quality potatoes such as Russet Burbank and
Shepody potatoes grown by Canadian farmers. These varieties are selected
because of their unique shape and size, which leads to our characteristically
long fries.
Weight for a bag: about 2280g
Texture: crispy crust with a uniform inside of cooked potatoes.
Odour: a pleasant odour, typical for deep-fried potatoes.
Taste: product specific
Colour frozen: light-yellow, 00-0 (USDA colour card)
Colour fried: golden-yellow, max. 2-3 (USDA colour card)

https://yourquestions.mcdonalds.ca/answer/what-is-the-diffrent-between-your-
potato-and-the-other-potato-cuz-mcdonald-french-fries-is-delicious/
https://www.mcdonalds.com/gb/en-gb/good-to-know/about-our-
food/potato.html

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  assess suppliers against specifications considering all relevant factors.

McCain is the main suppliers of World Famous Fries for McDonald’s Canada for
over 30 years, which harvest and process over 143 million pounds of potatoes every
year.
Here is the contract of purchasing Frozen Fries between McDonald’s and McCain.

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 assess terms of purchase and negotiate with suppliers to achieve
optimum supply arrangements.
Negotiations are generally perceived to be confrontational, because each party
is trying to get the best deal they can at the expense of the other person. As a
purchaser, we also negotiate to obtain favourable trading terms, prices and
delivery time.
However, negotiations can take on a more positive light. You are not battling
with the person across the table. You are building a relationship with them, and
possibly the start of a great partnership. It helps to approach the process with
a win-win goal in mind.
One method of non-adversarial bargaining is principled negotiation. Here are
the four steps involved:
 Separate the people from the problem — Make the discussion about
what is being negotiated, not who is doing the negotiating.
 Focus on interests, not positions — Both sides want something. Focus
on the goals rather than on how you want to accomplish those goals.
 Invent options for mutual gain — Do not approach the negotiations with
the goal of getting what you want. Make the goal something that benefits
both sides.
 Use objective criteria — Base the negotiations on market values or
traditional practices rather than on what you think things are worth.
If we press too hard on prices the supplier may give the poor-quality goods to
match the cheap prices
https://canadabusiness.ca/managing-your-business/marketing-and-
sales/sales-and-customer-relationship-management/negotiations/

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 adjust sources of supply and make accurate records of agreements.
Although McCain is the major Frozen Fries supplier for McDonald’s Canada for
more than 30 years, but maybe some terms and conditions of contract that
couldn’t be met anymore in the future. In that case, we need to source another
alternative supplier outside Canada.
Some Frozen Fries suppliers, who also have long-term relationship with
McDonald’s Corporation that we could consider:

Topic 3 - Develop and implement stock control systems

In this section of the case study you must discuss how team leaders in the
restaurant:
 develop stock control systems and communicate to all relevant staff.
Stock inventory for different products takes place either on a daily, weekly or
monthly basis at the end of the business day. There are a few systems we use
in order to get stock efficiently to restaurants. We use forecasting tools to
ensure the delivery of products from suppliers to restaurants. Along with this,
each restaurant uses a bespoke ordering system to review previous orders and
select the products they'll need in their next delivery.
We also use a warehouse management system to manage stock and a voice
activated system to tell the picker which items to pick and where to get them
from.

Using stock
At McDonald's, all raw materials, work-in-progress and finished products are
handled on a First In, First Out (FIFO) basis. This means raw materials are used
in the order they are received. Therefore, stock is always fresh because
products are sold in the order they are made. If the process First In, Last Out
(FILO) was used, then the finished product would be dry and unappealing
because the first one prepared is the last one sold.

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Beside that, we also use stock sheet to check stock manually against the
system:

In addition, we use quantitative methods to calculate the moving average over

two-month period by this formula:

Moving Average = Total value of purchases over the period

Total number of periods

Here are some methods we use to communicate with all staff about stock
control systems:
 Opening meeting – We open meeting to give information about stock control
system for all staff. This is the method that we used most because this is
still one of the best approaches to communicate effectively in workplace.

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 Sending emails – Besides talking directly, we also used emails to
communicate with staff.
 Using staff notice-board – Writing and attaching the information on notice
board as well as the effective way, staff could walk by and see it.

 Using intranet – Staff can get information and can communicate with other
staffs in a quick and fast way.

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 Making phone call: Calling individuals on the phone or having conference
calls for larger groups of people are additional ways to communicate. Like
open meeting, it gives everyone the opportunity to ask questions and get
answers during the call. Another advantage is that people do not all have to
be in the same building or location.
https://www.mcdonalds.com/gb/en-gb/help/faq/18726-how-do-you-manage-to-
your-inventory-with-the-use-of-technology.html
http://businesscasestudies.co.uk/mcdonalds-restaurants/managing-stock-to-
meet-customer-needs/stock-management.html

 develop special control systems for stock with high wastage or loss.
Some ways we use to prevent wastage and loss:
 Control ordering quantity and quality by using stocktake sheet.
 Maintain correct environmental conditions for the storage of perishable
food stuffs; including control temperature, light, humidity, …
 Receiving procedures and controls from suppliers.
 Keep personal properties such as bags and purse at staff room before
the shift.
 Only provide keys to authorised people such as supervisor or team
leaders, if we lose the key, we have to report it straight away to take
appropriate actions.
 Ensure that every staff knows the system well and working procedures
by training and induction.
 Develop a stock control and transferring system as I mentioned in Topic
2.
 monitor workplace systems and make adjustments according to feedback
and operational experience.
To minimize stock wastage or loss, all supervisor needs to monitor systems and
make adjustments immediately by:
 Use warehouse management system as mentioned above.
 Check storerooms and storage areas daily at the end of business day.
 Use CCTV cameras in storage areas and check weekly.
 Check stocktake to assess the value of stock and identify stock control
problems.
 Keep track of stock losses from damage and out of date stock by noting
down the name of products and reasons.
 Regularly organize talk sessions to staff to get their feedback about stock
control system. In addition, we also could consider about customer’s
feedback at (https://survey.medallia.ca/?feedless-McD-GSS-
FeedlessSurvey-9943c31cd819b4767e52d3e879f6e2a8), some of
these may be useful for the business
 Watch and control the food cost of products.
 initiate training of staff to minimise stock wastage

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At McDonald’s we offer the opportunity to “learn while you earn”. Learning and
development are an important part of your McDonald's work experience and
starts as soon as you join the team.
Crew trainers, managers and other employees will work with you to show you
the ropes, and training continues as you advance through the McDonald's
system. We work hard to promote a positive coaching environment to help you
develop to your full potential.

In addition to gaining skills and knowledge in the foodservice and hospitality

industry, your job at McDonald's will help you learn teamwork; leadership,
communication and guest service skills; responsibility and time management;
skill and knowledge to contribute to the stock control system.
We believe opportunity starts with education. That’s why we invest in Archways
to Opportunity, a comprehensive global education program, together with our
Franchisees, we are thrilled to partner with select colleges and universities in
Canada to offer educational opportunities to employees of both Company-
owned and participating Franchisee restaurants who are interested in pursuing
post-secondary education in business programs. Each participating college or
university offers course credit into business diploma or business degree
programs for individuals who have completed the required McDonald’s
management training courses, saving them valuable time and money. This
program establishes a new path for restaurant management to earn academic
credit through paid work experience and to broaden their career options.
https://www.mcdonalds.com/ca/en-ca/careers/training-and-benefits.html
https://corporate.mcdonalds.com/corpmcd/scale-for-good/investment-in-
people.html

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Submission Requirements
 Complete the Cover Sheet [Figure 1] and use this as the front page.
 Submit the report in hard copy. Email submission is not accepted.
 Ensure your name, your student ID number, the unit code and the page
number is on every page.
 Use the following font: 12pt Arial.

Assessment
Assessment is based on the criteria shown in Figure 2 – Assessment criteria
and report form.

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Figure 1 – Cover sheet

Student name TRAN CHI THIEN

Qualification SIT60316 Advanced Diploma of Hospitality

Management (Restaurant Management)

Unit or cluster SITXINV005

Establish stock purchasing and control systems

Assessment WRITTEN REPORT

Candidate email Tranchithien1234@gmail.com

Candidate telephone 0901641909

Authenticity statement

I state that this written report is my own work that no one has written it for me, that I
have not copied the work of another person and that all sources that I have used
have been properly and clearly documented.

If I have used the ideas, words, or passages of an outside source, I have quoted
those words or paraphrased them and have provided clear and appropriate
documentation of the source of that material, both what I have quoted and what I
have paraphrased.

I have read the definition of plagiarising as printed below, and I understand that
definition and its consequences.
To plagiarize:
1. To steal and use (the ideas or writings of another) as one's own.
2. To appropriate passages or ideas from [another] and use them as one's own.
3. To take and use as one's own the writings or ideas of another.

I understand that the plagiarism of any part or section of a paper suggests to the
reader that other parts of the paper may not be the writer's own work.

I understand that plagiarism is a serious offense and that the penalty for plagiarism --
in any part or section of my report -- may result in a failing grade for the assessment.

Signature: …………………………………………….

Date: ………………………………………………….

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Figure 1 - Written report assessment checklist

Candidate name TRAN CHI THIEN

Trade RESTAURANT MANAGEMENT

Qualification SIT60316 Advanced Diploma of Hospitality Management (Restaurant

Management)
Unit SITXINV005
Establish stock purchasing and control systems
Assessor name

Did the candidate complete the three sections of the

YES NO
case study [circle the correct answer]?
The written report provided evidence that the candidate Allocated If yes, tick Actual
considered how to: Marks the box Mark
 use business data, forecasting methods and 
standard measures to calculate required stock 10
levels.
 determine stock requirements for standard 
business periods, peak seasons and special 5
events.
 establish cost-effective purchase quantities based 5

on business information and supplier advice
 evaluate quality of supply, based on feedback from 
10
colleagues and customers.
 source and review potential suppliers. 5 
 develop appropriate and accurate purchase 
10
specifications
 assess suppliers against specifications considering 
10
all relevant factors.
 assess terms of purchase and negotiate with 
5
suppliers to achieve optimum supply arrangements
 adjust sources of supply and make accurate 
5
records of agreements.
 develop stock control systems and communicate to 5

all relevant staff.
 develop special control systems for stock with high 10

wastage or loss.
 monitor workplace systems and make adjustments 
10
according to feedback and operational experience.
 initiate training of staff to minimise stock wastage 10 
TOTAL 100 /70

SITXINV005 Establish stock purchasing and control systems

Version: 30 October 2016 Page 19
 Comments

Authenticity statement
Candidate indicated that the report is his or her own work [tick the relevant box]: ☐Yes ☐ No
Grade
Overall the candidate’s performance on this assessment activity was [tick the relevant box]:
(80% - 100%) (70% – 79%) (60% – 69%) (50% – 59%) (0% – 49%)
□ High Distinction □ Distinction □ Credit □ Pass □ Fail
Assessor Signature: Candidate Signature:

Date: Date:

SITXINV005 Establish stock purchasing and control systems

Version: 30 October 2016 Page 20