Read the scenario below and answer the questions that follow:

Founder of Masodi Organics on how she started a successful local beauty brand

We have enjoyed incredible growth since the launch of Masodi Organics. What started off as a one-woman show has now evolved into a team of seven full-time employees, and we are in the process of recruiting more! conceptualised with the aim of putting black women at the forefront of the beauty landscape, Masodi Organics was launched in 2018. Liz Letsoalo aimed to provide effective beauty solutions, such as body scrubs, body moisturisers, hairline serum and so much more, that break walls across different groups or segments of people, and how they all experience the process of nurturing their bodies.

What sets Masodi apart from the other beauty brands? - My idea for this business came from personal experiences and pain points that Ive had within the beauty space. We wanted to produce thoughtfully made products by leveraging the power of natural ingredients. At Masodi, we are tapping into the power of key ingredients from nature with scientifically backed formulations.

You mention the importance of transparency within your brand what do you mean by that? What I wanted to do was to create a brand that communicates the value of its products in a more thoughtful and realistic way, while also communicating more empowering beauty standards. When someone looks at the Masodi Organics Instagram account, we dont want them to leave the page feeling as though theyre ugly or lesser than; we want them to be inspired to nurture themselves and to embrace their natural beauty.

What were some of the challenges in the beginning? - Getting funding was hugely difficult in the beginning. Its a challenge, especially when you are called into a room to pitch your business to investors and as soon as they hear beauty products you are met with an eye roll. Ive also had some personal challenges. Ive since come to realise that entrepreneurship is more of a personal journey than a business one. You are accepted in some spaces and rejected in others, and you get to see the best and the worst of yourself. It made me realise how important it is to have a strong support system.

Which milestones on this journey stand out to you? - One of my goals was to one day walk into a retail store and see good representation across the aisles: to see high-quality locally made products that consumers can feel proud to call their own. This year, weve launched across multiple retail stores, such as Clicks and Pick n Pay, in South Africa, Botswana and Namibia. I am so proud of this achievement.

Where do you see Masodi Organics in five years? - I want us to be at the forefront of brilliantly innovative products. I also want us to become a global brand that is brave in taking our space. I want us to be more than just a money-making organisation, but also a part of society that is actively participating in sociopolitical issues that concern South Africa and the rest of our continent.

Inventory control is one of the central activities of procurement and supply management. It is extremely important for the success of an organisation due to the large capital investment required.

The aforementioned philosophy around inventory is the key driver to why organisations like Masodi Organics, which are upcoming and growing rapidly, should place an emphasis on inventory control throughout their operations. Embedding inventory control processes and systems into their daily operations, especially while the organisation is still smaller, will benefit them in the long run.

Your discussion should use practical examples relevant to the business of Masodi Organics, and should address the following:

Q.1. Analyse below relevance of the three (3) inventory costs to the operation of Masodi Organics.

1. Caring costs (Holding costs)

2. Ordering costs

3. Shortage costs (Stockout costs)

Q.2 Evaluate below three (3) inventory measures that Masodi Organics can implement and

defend the application of such measures.

1. Average Inventory

2. Availability

3.inventory turnover