Organisations that run large, continuous industrial operations live or die by how well they move materials through their supply chain not just having stock, but having the right stock, priced sensibly, and on hand exactly when operations need it. NLC India Limited, a coal and lignite mining and power generation enterprise, is a useful case in point precisely because the scale of its operations leaves little room for improvisation when materials fall short or pile up. This paper examines how material and inventory functions are actually carried out at NLC procurement, stock control, storage, handling, supplier evaluation, and the degree to which digital systems support day-to-day decisions. The research followed a descriptive design, drawing primary data from a structured questionnaire completed by 50 employees across material management, procurement, stores, and inventory functions, and secondary data from company records, purchase documentation, and annual reports.

The picture that emerges is broadly reassuring, with two clear exceptions. Record-keeping is trusted (80% rated it accurate), stock-level discipline is reasonably strong (74% for min-max maintenance, 72% for safety stock adequacy), classification tools are in active use (70% for ABC analysis), and digital infrastructure is well embedded (84% confirmed ERP/SAP or equivalent systems are in place). Receiving, storage, and handling all drew favourable ratings as well. Yet 24% of respondents reported frequent or very frequent stock-outs, and half described excess inventory as an ongoing problem the two findings sitting side by side rather than trading off against one another. That combination is the central puzzle this paper works through, and it points toward a planning and forecasting gap rather than a failure of operational execution. The paper closes with a set of practical measures: sharper demand forecasting, more consistent classification discipline, closer supplier monitoring, regular verification, deliberate safety-stock calibration, tighter cross-department coordination, and fuller use of the real-time monitoring capability the organisation already owns.

Keywords: Material Management; Inventory Management; Inventory Control; Procurement; Stock Management; Supply Chain Management; Operational Efficiency.