NMIMSSOLVED ASSIGNMENTS DECEMBER 2017
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Customer Relationship
Management
Q1.
With Jio now entering even the mobile handset space, Nokia, the latest
re-entrant is a bit worried. It feels that it needs to tighten its laces well
in advance before Jio goes for Intensive sales and marketing. It feels that CRM
is the best way forward and plan to utilize the benefits of the same but don’t
know how to implement the same. Can you please guide them on the same as there
is no scope of error?
Q2.
Samsung Mobiles off late post the Note Series fiasco is facing troubled times.
The sales have dropped and customer complaints are on the rise. They are not
able to handle customer issues and are slowly losing out to competition. Can
you help them find a way out of this problem?
Q3.
Read and Analyze the below given case and answer the questions at the end of it
This is the first time in the history of industry that the spending on customer
relationship management tools is going to outdo enterprise resource planning
tools. Analysts say that the spending on CRM will be $36.5 billion next year,
$1.5 billion more than ERP. One would wonder why the sails of CRM took so long
to capture glory. One would also wonder why corporations have taken so long to
make this happen. In the digital world traditional CRM does not cut it, and
that’s the reason why over the last five years CRM has clearly sailed with
wind. For the first time, corporate houses feel insights can increase their
sales in the long run. This is just a phenomenon in the West. Just when you
thought consumer suffering had ended, Indian consumers will continue to suffer
because corporate and government alike have ignored CRM services. No wonder
Indian services are the worst the world over.
Indian
automobile, telco and banking services are yet to understand the power of the
data that they have mustered over the last decade. These companies are so sales
driven that they almost forget the events after the sale. They think a post
sales call makes the cut in the digital era.
Even
government services do not invest in CRM and therefore they have no way of
telling whether the quality of life for a citizen has gone up. They love
citizen apathy and in this digital age consumers still suffer from the lack of
data when it comes to government services. Our CRM is in the hands of
politicians and companies that worry about the next election or the next sale.
According
to the United Nations, India ranks 118 in the happiness index. Although the
happiness index has other indicators such as social capital and freedom of
life, it also indicates that Indians suffer quietly as all services do not
match up to improve the quality of life of its people
The
opportunity
CRM
is no longer about subjecting people to satisfaction calls and sending home
coupons to be redeemed in the weekend. The customer has truly moved digital in
developed markets and in India the story is no different in at least major
cities. In the consumer world, the narrative with corporate is about
understanding the customer from the moment he browses on product or catalogue.
It is about taking this experience and matching it with the customer behaviour
in the offline world. For example, if a brand wants to know why its product
sold well on “Amazon” or “Flipkart”, then it must also work out the metrics to
understand how people walked in to its offline stores and explored other
products. They can then use this data to match it to work out their supply
chain strategy and by doing so they can even streamline the entire
manufacturing process. These consumer goods companies and retailers also must
take the loyalty and rewards programmes to a whole new experience.
The
business to business companies (like manufacturers) invest in CRM to understand
their dealers, their component manufacturers, and their sales teams. ERP tools
captured processes and schedules. But it never offered components to understand
the entire customer ecosystem. Data were always there, but corporations
focussed on delivery cycles based on sales data rather than understanding the
nuances beyond these sales.
Unfortunately,
CRM is passé in India – barring a few companies like Amazon India and Flipkart
– and it will be sometime before it becomes important. Until then let us suffer
silently like we always have.
a.
What according to you is the reason behind the sorry state of affairs of CRM in
India?
b.
What steps should be taken to improve the same?
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Enterprise Resource
Planning
1.
Jayashri Enterprises is a manufacturing firm involved in production and selling
of PVC cables. It is located at outskirts of Mumbai, India. It has got one
manufacturing plant and is looking for opening a new plant soon. Jayashri
Enterprises has been using Tally as an accounting package and MS-Excel for
recording other information. Introduction of GST has triggered the discussion
regarding ERP implementation in its recently concluded Board meeting. The MD of
the firm has heard about ERP but not sure about ERP functionality. She has also
heard that ERP solutions are too expensive but nowadays open source ERP
software are also available, which can be implemented at much lower cost. She
has invited you to explain what ERP is and how it would be useful for her firm.
What advice would you give her?
2.
You are consultant to Jagat Facility Management Services. This firm has over
100 clients and more than 2000 employees. You have implemented the ERP software
for this company. Explain the methodology that you have adopted for this firm.
Also share the lessons learned.
3.
“It is simply ridiculous! The pricing is too much!” This was the reaction,
which Ms Phatima Bidarkar received when she shared her consulting fees. “Why we
should pay so much for consulting services when the ERP software comes for
free?” A question followed the initial reaction. Ms Phatima Bidarkar started
her career as SAP functional consultant with a large manufacturing enterprise,
which had implemented SAP ERP. While working on fine-tuning the ERP implementation,
she also learnt how it is important to do proper Business Process Reengineering
(BPR) to get maximum advantage of ERP implementation. After working for five
years there, she started her consulting company where she emphasized the need
for BPR before and even after ERP implementation. She got her initial business
from the customers and suppliers of her former employer as her employer served
as a great reference for her work. Since most of these firms were small
businesses, she started offering her services for implementing open source ERP
software called ERPNext. Recently Ms Phatima Bidarkar started to do cold
calling for getting new customers. That is when she started getting resistance
for pricing of her consulting services. Since she used to offer BPR services in
addition to ERP functional consulting services, she couldn’t reduce her prices.
But she was equally worried that she may need to abandon the SME market segment
if she sticks to her pricing.
a.
Should Ms Phatima Bidarkar reduce her consulting fees? If yes then explain how
and if not then explain why not.
b.
Is BPR needed for SMEs before implementing ERP? If yes then explain why and if
not then explain why not.
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Logistics Management
Q.1.
Green manufacturing is a term that was coined to reflect novel manufacturing
concepts that utilize various green strategies based on objectives and
principles. What are the steps you would incorporate in logistic planning to
initiate green manufacturing in your organization?
Q.2.
Briefly discuss the global issues associated with physical distribution and
transportation logistics. Cite some examples of best practices in today’s
industry that is making efficiency improvements in its physical distribution.
Q.3
An automobile manufacturer uses 10,000 headlight assemblies a month in the
production of SUVs. Daily production of the vehicle is reasonably stable
throughout the year. The cost of each headlight assembly is Rs150.00. The
company's incremental order (acquisition) cost is Rs40.00 per order. Its
incremental inventory carrying cost is 33% of the average inventory value per
year.
a.
What should be the ordering lot size to keep the total inventory cost minimum?
b.
What will be the total inventory cost if the manufacturer uses economical
ordering quantity to order each time?
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Operations Management
1.
What is the need of a good facility layout planning? Select any automotive
company of your choice, and do a detailed study of its facility layout.
2.
Discuss the transportation methods for solving physical distribution and
transportation problems. Solve the following Transportation Problem and find
the total transportation Cost.
|
Plants /Warehouses
|
W1
|
W2
|
W3
|
Supply
|
|
P1
|
33
|
26
|
24
|
550
|
|
P2
|
21
|
28
|
31
|
350
|
|
P3
|
25
|
24
|
29
|
600
|
|
Demand
|
400
|
600
|
500
|
|
3.
In October 2005, Walmart announced plans to transform itself into one of the
greenest corporations in the world. Then-CEO Lee Scott called sustainability
“essential to our future success as a retailer.” The company has been
especially vocal about shrinking its environmental footprint in China, its
manufacturing hub.
(Source: Andy Kroll, Are Walmart’s
Chinese Factories as Bad as Apple’s? Mother Jones, March/April2012 issue)
a.
Discuss the major environmental aspects of production and its impact
b.
What is environment protection act and how is it related to sustainability.
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Supply Chain management
1.
UrbanStairs, an online furniture retailer is planning to set up distribution
centres pan India. As an SCM consultant, offer advice on how to design the
distribution network to deliver products to the customers in a timely manner.
2.
While designing a supply chain, various strategic, tactical and operational
level decisions need to be made. Supply chains need to be designed in such a
way that they can respond immediately to any fluctuations that take place.
Supply chain must be designed in such a way that the performance and costs
remain unaffected despite various fluctuations. Elaborate on the strategic
supply chain decisions a Retail Store selling Electronics and Computer
Accessories needs to take.
3.
Netherlands-headquartered furniture retailer IKEA will invest 908 million
ringgit ($212.10 million) to set up one of its largest regional distribution
and supply chain centres in Malaysia, the Southeast Asian country said.
The
supply chain centre will manage an inventory worth 6.6 billion ringgit
annually, catering to IKEA's growth in the ASEAN region, the Malaysian
Investment Development Authority (MIDA) said in a statement on Tuesday.
The
new 100,000 square metre warehouse will supply to 12 existing retail stores in
the region. IKEA plans to grow its number of stores in ASEAN to 20 by 2026.
Malaysia
is a significant market for IKEA, with retail stores in the country being among
IKEA's most visited globally. "The establishment (of the warehouse) also
adds momentum towards making Malaysia a regional distribution hub and preferred
logistics gateway to Asia as outlined in the National Logistics and Trade
Facilitation Masterplan and National E-Commerce Strategic Roadmap,"
Minister of International Trade and Industry Mustapa Mohamed said.
Malaysia
has been encouraging large local conglomerates and multi-national companies to
use the country as a gateway to the region through various initiatives,
including the principal hub scheme that allows companies to centralise their
global activities such as procurement and distribution.
The
web of companies that make up IKEA has recently focused ownership of retail
operations, which also include shopping centres and food retail, on IKEA Group.
Supply chain management and design has transferred to brand owner and
franchisor Inter IKEA.
Source:
http://retail.economictimes.indiatimes.com/news/home-and-decor/furniture-and-decor/ikea-to-invest-212-mln-to-build-regional-supply-centre-in-malaysia-govt/60185153
a.
What are some of the challenges faced by IKEA in managing its global Supply
Chain.
b.
How do you suggest IKEA can use Information Technology to support its Supply
Chain operations in Malaysia?
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Total Quality
Management
1.
Choosing the right supplier involves much more than just the unit price of the
product. The choice will depend on a wide range of other factors. Propose
supplier selection criteria you will adopt if you were the purchase head.
2.
Today achieving profit is most important objective of the organizations and
quality management is the most effective approach to achieve this objective. In
your opinion what approaches should an organization adopt to achieve this.
Explain your answer briefly with examples.
3.
Case Study M/s ABC wants to implement Total Quality Management for a
competitive advantage. Quality gurus, have all stressed the importance of
employee involvement for quality, therefore, the management start with total
quality awareness program across the organization covering all employees.
a.
Explain why you would agree with them.
b.
Explain with examples how industries have implemented total employee
involvement for quality.
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