SMU MBA ASSIGNMENTS

Sikkim manipal Solved MBA Assignments, SMU MBA, Solved assignments, 1st sem, 2nd sem, 3rd sem, 4th sem, SMU MBA PROJECTS

Email Us

SEM 3 – OM

(August 2012)

Master of Business Administration – MBA Semester 3

“Operations Management” Specialization

OM 0010 – Operations Management (4 credits)

(Book ID:B1232 )

ASSIGNMENT- Set 1

Marks 60

Note: Each Question carries 10 marks. Answer all the questions.

Q1. “From the perspective of Operations Management, the separation is between manufacturing and services are artificial”. Comment on this statement.

Answer :

Dear Students,

Get your assignments from Our ESTEEMED ORGANIZATION smumbaassignment.com 

Just email to kvsude@gmail.com  or  S M S  to +91 9995105420.

message Format – SMU MBA <Name> <E-MAIL ID> <SEM ? >  To +91 9995105420 , we will reach back you with in 24H

Or Directly call our Middle East Office +974 55702886 .

More Info, Kindly visit  smumbaassignment.com

Best Regards, Admin

smumbaassignment.com

 

 

 

Q2. Explain the product process matrix method of viewing operations management.

 

Q3. Describe the link of Operations Strategy with other strategies of the company

 

Q4. Briefly explain the important techniques based on which planning and execution of operational process is conducted.

 

Q6. The table on the below presents the data regarding actual demand and forecasts for two products, X and Y, in the six months from January 2012 to June 2012. Using moving average (6 months), make demand estimates for products X and Y for the months July 2012, August 2012 and September 2012.

 

 Month Jan-12 Feb-12 Mar-12 Apr-12 May-12 Jun-12
 

Actual Demand

Product X Demand 2680 2600 2350 2630 2400 2620
Product Y Demand 1280 1290 1200 1290 1220 1280

                    

 

 

(August 2012)

Master of Business Administration – MBA Semester 3

“Operations Management” Specialization

OM 0010 – Operations Management (4 credits)

(Book ID:B1232 )

Marks 60

Note: Each Question carries 10 marks

Q1. What do you understand by Ergonomics? How does it help the production manager?

Answer : The word ergonomic is the study of the interaction between individuals, machines or appliances in their environment that can affect their performance and productivity.

 

The purpose of Ergonomic is to assess the interaction, or relationship between each component for determining optimum improvement in performance. Ergonomic therefore examines the relationship between three elements: the individual, the equipment, the environment and how they can be improved.

General objectives of ergonomics

 

 

The following points are among the general objectives of ergonomics and help employers and organizations and industries in:

 

  1. Reduction of occupational injuries and illnesses.
  2. Decreasing the disability costs for workers.
  3. Increasing productivity.
  4. Improving the quality of work.
  5. Lowering absenteeism.
  6. Applying existing rules.
  7. Decreasing the loss of raw material.

The methods by which we obtain general objectives of ergonomics are:

 

  1. Analysis and appreciation of risks in the workplace.
  2. Identification and quantification of risk conditions in the workplace.
  3. Recommendation of engineering and administrative controls to reduce risk conditions that are identified.
  4. Through providing education to supervisors and workers about the hazardous conditions at workplace and providing workplace safety.

So what does this mean you may ask?

 

Ergonomic is usually the focus of work as in employment performance, largely in relation to the operation of machines /equipment in the employment environment. However, in view of the current economic climate, where there is a growing shift in the employment environment toward self-employment performance activities. These activities are largely situated within the home environment, where there is less regulation over manual handling and movement education.

 

This new area of home-office performance needs closer monitoring through ergonomic awareness and education, because many self-employed individuals do not see the dangers inherent in the repetitive operation of most home office equipment and systems.

 

The most significant equipment to consider is the office chair. A combination of poor postural balance through improper pelvic control usually caused by lack of physical exercise; creates a cyclical pattern of chronic musculoskeletal injuries.

 

The environmental can be improved through helping the individual operating equipment, such as in computer word processing:

1. Assessing the environmental safety of the individual for the tasks required to be completed. This will include evaluating the seating and posture of the individual, if prolonged sitting is going to be encountered during completion of the tasks.

2.            Evaluating the overall user-interface of the environment for making the relationship between the individual and the task more compatible.

3.            Modifying individual tasks for creating more efficient methods that suit the user’s characteristics.

4.            Changing the way work is organized for accommodating individual’s physical, psychological and social needs in the environment.

 

Each individual can then be assisted to increase performance by evaluating comfort levels of the operating station for reducing fatigue, preventing repetitive injuries and creating a harmonious working environment.

 

The human part of any environmental system should be integrated into the design stage for effective operating of the whole system. If this is considered at a later stage, then the performance flow may be restrained through lack of ergonomic evaluation of the whole system in place.

 

What Can an Ergonomic Evaluation provide for your business?

1.            Highlight areas of risk in the human environmental system, along with recommendations for improvement in productivity.

2.            Assessment in comfort levels of key operators for developing a more energy efficient flow to the operating system.

3.            An evaluation of the input and output information flow by the individual’s for more energy efficient strategies.

 

How can an Ergonomic Evaluation improve your business?

1.            It can increase the comfort level of key operators by improving performance and reduce absenteeism from repetitive strain injuries that impair productivity.

2.            Improvement in workstation layout can reduce job demands, risk factors, repetition and awkward static postures, as they relate to musculoskeletal injuries.

3.            Changes in the geographical positions of individuals and equipment may lead to improved harmony, plus energy efficiency to the working environment.

 

Dear Students,

Get your assignments from Our ESTEEMED ORGANIZATION smumbaassignment.com 

Just email to kvsude@gmail.com  or  S M S  to +91 9995105420.

message Format – SMU MBA <Name> <E-MAIL ID> <SEM ? >  To +91 9995105420 , we will reach back you with in 24H

Or Directly call our Middle East Office +974 55702886 .

More Info, Kindly visit  smumbaassignment.com

Best Regards, Admin

smumbaassignment.com

 

 

 

Q2. Describe the various algorithms for balancing material flow.

 

 

Q3.a. Differentiate between EDI, EPOS and Bar Coding

Q4. Discuss the various approaches used to determine the quality of the product/services

 

 

b. Mention the four ways to improve the operations reliability

5. Explain two different Independent demand item techniques

6.

a. How do we calculate mean of given quantities?

b. Mention the four ways to improve the operations reliabi

Dear Students,

Get your assignments from Our ESTEEMED ORGANIZATION smumbaassignment.com 

Just email to kvsude@gmail.com  or  S M S  to +91 9995105420.

message Format – SMU MBA <Name> <E-MAIL ID> <SEM ? >  To +91 9995105420 , we will reach back you with in 24H

Or Directly call our Middle East Office +974 55702886 .

More Info, Kindly visit  smumbaassignment.com

Best Regards, Admin

smumbaassignment.com

 

lity

(May 2012)

Master of Business Administration – MBA Semester 3

“Operations Management” Specialization

OM 0011 — Enterprise Resource Planning (4 credits)

(Book ID: B1233 )

ASSIGNMENT- Set 1

Marks 60

Note: Each Question carries 10 marks. Answer all the questions.

Q1. Summarise the advantages of ERP systems

Answer :  Enterprise Resource Planning (ERP) systems have become a de facto standard for integrating business functions. But an obvious question arises: if every business is using the same so-called “Vanilla” software (e.g. an SAP ERP system) what happens to the competitive advantage from implementing IT systems? If we discard our custom-built legacy systems in favour of enterprise systems do we also jettison our valued competitive advantage from IT? While for some organisations ERPs have become just a necessity for conducting business, others want to exploit them to outperform their competitors. In the last few years, researchers   have begun to study the link between ERP systems and competitive advantage. This link will be the focus of this paper. We outline a framework summarizing prior research and suggest two researchable questions. In conclusion, we present some initial findings from two empirical case studies derived from part of the European food industry

 

Introduction

An Enterprise Resource Planning (ERP) system is a multi-module transaction-based application software that helps organisations to manage the vital parts of the business. Whaler systems are often the preferred solution (Holland et al., 1999), many of the legacy systems they replaced offered a great deal of value from their unique, bespoke features. For example, when Dow Corning implemented SAP, they found that their staff headcount rose: features of their legacy systems offered more functionality than the ERP that replaced them(Ross, 1999). While there has been extensive research on the issues concerning implementing these systems and achieving the promised benefits, less research has been done on ERPsystems in relation to competitive advantage (Killing, 2003).Different frameworks have been developed in this field of study defining competitive advantage (Mata et al., 1995; Porter, 1980; Porter, 1985). The latest contributions to the debate focus on the unique collection and dynamic management of an organisation’s resources and its evolving capabilities (Beard and Sumner, 2004; Longneck-Hall et al., 2004).

Many organisations invest vast amounts of resources in ERP solutions without analysing the linkage to competitive advantage. The fit between the ERP system and the organisation’s strategy is often ignored. We have investigated how and to what extent a company could achieve a competitive advantage by using ERP. Is an ERP just another tool that is necessary to stay in the market, “the cost of doing business” (Kumar and van Hillergesberg, 2000)? Is, as Carr (2003) claims, IT a commodity and therefore irrelevant, or can IT give a substantial advantage when used effectively? How do some organisations outperform their competitors that use similar ERP systems? In this paper after summarizing prior research we outline framework and we suggest two researchable questions. We begin to explore these by presenting some initial findings from two empirical case studies derived from part of the European food industry.

 

Dear Students,

Get your assignments from Our ESTEEMED ORGANIZATION smumbaassignment.com 

Just email to kvsude@gmail.com  or  S M S  to +91 9995105420.

message Format – SMU MBA <Name> <E-MAIL ID> <SEM ? >  To +91 9995105420 , we will reach back you with in 24H

Or Directly call our Middle East Office +974 55702886 .

More Info, Kindly visit  smumbaassignment.com

Best Regards, Admin

smumbaassignment.com

 

 

Competitive Advantage

Beard and Sumner (2004) suggest that ERP systems may eliminate the competitive advantages that organisations possessed before the implementation of the ERP system. They labelled this the “Common System Paradox”. This paradox has also been identified by other researchers (Longneck-Hall et al., 2004; Markus and Tanis, 2000 and Newman and Westrup,2006). Features that made the organisations unique and hard to imitate may be destroyed because of using a “vanilla” system.

The so-called five forces model (Porter, 1980) displays the competitive environment the organisations compete in. Porter also claimed that there are only two generic strategies to obtain competitive advantage: 1) differentiation and 2) cost-leadership. A limitation of this framework is Porter’s focus on industry and the neglect of the firm’s internal strengths and weaknesses including its IT systems (Kalling, 1999). In 1985, Porter published a new framework, the value chain, which focused on competitive advantage from an internal perspective of the organisation (Porter, 1985).Porter argues that effective control and structuring of these activities can enable organisations to deploy one of the two generic strategies described above. However, it does not take into account the specific and unique nature of the firm (Kalling, 1999). Processes that build up the structures, abilities and resources that allowed the organisation to perform one of the two generic strategies are not considered.

A new approach to competitive advantage has emerged in the last ten years called the resource-based view and this focuses on the resources behind the generic strategies. In this view, resources that enable an organisation to perform specific strategies are emphasised(Killing, 1999). Wernerfelt’s paper “A Resource-based View of the Firm” (1984) won theorize for the most influential papers published in Strategic Management Journal prior to 1990,and it suggested that firms should switch to resources rather than products (Werner felt, 1984,1995).

In this paper we use the resource-based view to define competitive advantage, building onto basic assumptions: the resources and the capabilities possessed by competing firms may differ (resource heterogeneity) and these differences may be long-lasting (resource immobility) (Mata et al., 1995).

 

 

Mata and his colleague’s framework (figure 1) has been used to define competitive advantage of IT in general (Mata et al., 1995; Powell and Dent-Micallef, 1997). It is built up of three basic criteria (or questions) that highlight the importance of the resource.

 

Figure 1: Resource-Based Model of Competitive Advantage (after Mata et al., 1995)

The first criterion in the framework is: Does a particular resource add value to the firm? This question is related to the possibility to reduce costs or increase revenue by product differentiation when exploiting the resource. The second criterion in the framework is: Is particular resource or capability heterogeneously distributed across competing firms? If all firms have access to the same resources, the resources will not give a competitive advantage. It will most likely result in competitive parity. The third criterion in the framework is: Is are source or capability imperfectly mobile? If firms without valuable resources have no problem in acquiring, developing, and using it compared with firms that already possess this resource, then it will only be a source of temporary competitive advantage for the firms that originally controlled it. If a resource is hard to imitate, the firms that control this resource are in a position to achieve a sustainable competitive advantage through this resource. Earlier research showed that the immobility criterion is often based on three conditions. These conditions make it hard, if not impossible, for competitors to imitate the resources (Barney,1991). The three conditions are presented below:

 

 The role of history.

A firm may be in the right place at the right time for acquiring and developing an important resource. Some resources can also only be developed over longer periods of time. Ebay.com, for example, was the first major mover in the development of internet-based auction software and has become highly successful in this domain. Amazon.com developed auction software later and has struggled to compete with EBay in this regard.

 

 Causal ambiguity.

The resources can be taken for granted but are not codified. They are invisible assets and are therefore a tacit capability of the organisation. The resource can be made up of many small decisions and actions that are hard to monitor. Competitors will not know what to imitate.

 Social complexity.

A resource may be so intertwined in social networks, cultures, relationships and so on, that it will be very hard for a competitor to deconstruct the social structures. Extensions to this framework have been made in later years (Kalling, 1999; Kalling, 2003; Beard and Sumner, 2004; Lengnick-Hall et al., 2004). The extensions are aimed at organisational and business resources that can lead to a competitive advantage based on ERP systems. The framework has been widely used in earlier research and has proved its value in the field of ERP and IT in general (Kalling, 1999). Kalling (2003) extended the framework with the question: Is the firm organised to exploit the full competitive advantage of the resource (e.g. an ERP)? This extension focuses on the organisational fit and management issues that are needed to derive the benefits from the resource (an ERP system). This extra criterion has also found favour with other researchers (Beard and Sumner, 2004; Ciborra and Jelassi, 1994). While we acknowledge the weaknesses of the resource-based view, we argue (above) that the framework is relevant for our paper and we will use it to define the term competitive advantage.

 

 

 

 

 

Q2. Evaluate the importance of integrated information systems in an organisation’s success

 

 

 

3.a. List the technologies that increase the power and effectiveness of an ERP system.

 

b. Differentiate between commercial and open source ERP

Q4. Describe the main functions of material management module.

Q5. Discuss the three types of information essential for a successful ERP system

 

Dear Students,

Get your assignments from Our ESTEEMED ORGANIZATION smumbaassignment.com 

Just email to kvsude@gmail.com  or  S M S  to +91 9995105420.

message Format – SMU MBA <Name> <E-MAIL ID> <SEM ? >  To +91 9995105420 , we will reach back you with in 24H

Or Directly call our Middle East Office +974 55702886 .

More Info, Kindly visit  smumbaassignment.com

Best Regards, Admin

smumbaassignment.com

 

 

Q6. Briefly describe the functioning of a ERP System

 

 

Master of Business Administration – MBA Semester 3

(May 2012)

“Operations Management” Specialization

OM 0011 — Enterprise Resource Planning (4 credits)

(Book ID:B1233 )

ASSIGNMENT- Set 2

Marks 60

Note: Each Question carries 10 marks

Q1. Describe the ERP inventory module.

Answer :  ERP Inventory Module

 

ERP Inventory module facilitates processes of maintaining the appropriate level of stock in a warehouse. The activities of inventory control involves in identifying inventory requirements, setting targets, providing replenishment techniques and options, monitoring item usages, reconciling the inventory balances, and reporting inventory status. Integration of inventory control module with sales, purchase, finance modules allows ERP systems to generate vigilant executive level reports.

 

Features of Inventory Module:

Online status of item quantity in terms of on-hand, on-hand, available, reserved, ordered, to order, rejected, defective and rework able quantities.

  • Complete excise functionality and generation of excise registers

 

  • Multiple levels of classification of items

 

  • Quality Control based on QC parameters

 

  • Handling Material Rejections

 

  • Rejected Material dispatch to subcontractors

 

  • Linking of GRN to PO and Invoice

 

  • Gate pass — returnable/non returnable

 

  • Cenvat claim for capital goods

 

  • Analysis which help in maintaining optimum stock levels

 

  • Physical verification of stock

 

  • Reallocation of rework able stock

 

  • Multiple warehouses/branches/regional offices

 

  • Stock transfer — receipts from other warehouse

 

  • Excisable items — Definition and Chapter allocation

 

  • Multiple units of measurement

 

  • Alternate items for Production Planning

 

  • Handling of non-stock low value items like stationery

 

  • Lot wise tracking of inventory at shop floor and main stores

 

  • Stock Valuation — LIFO/FIFO/weighted average

 

  • Material Requisition from different requirement areas

 

  • Purchasing and subcontracting

 

  • Receiving material against sales order processing, material requirement, subcontracting, gate pass and production requisition

 

  • Landed Rate of Items

 

  • Consolidation of all warehouses

 

  • Consolidation at any level of company hierarchy

 

ERP inventory module covers all stock related functions of an organization. Stock management and valuation activities, which form the backbone of any organization generally, take a lot of time and resources. M- wan Inventory handles all the store activities of issues, dispatches, receipts and quality control. The lot wise stock of each item is maintained and various MIS are provided for tracking stock movement.

 

 

 

Q2.a. List the applications of analytical CRM

 

b. Summarise the various features of ERP financial module

 

Q3. a. Evaluate the importance of end user training for the success of ERP implementation

 

b. State the benefits of a ERP system

 

Q4. Who are the major ERP players in the India market? Explain in brief

 

Q6.a. Evaluate the role of consultants in the success of ERP projects

 

Dear Students,

Get your assignments from Our ESTEEMED ORGANIZATION smumbaassignment.com 

Just email to kvsude@gmail.com  or  S M S  to +91 9995105420.

message Format – SMU MBA <Name> <E-MAIL ID> <SEM ? >  To +91 9995105420 , we will reach back you with in 24H

Or Directly call our Middle East Office +974 55702886 .

More Info, Kindly visit  smumbaassignment.com

Best Regards, Admin

smumbaassignment.com

 

 

(May 2012)

Master of Business Administration – MBA Semester 3

“Operations Management” Specialization

OM 0012 — Supply Chain Management (4 credits)

(Book ID:B1234)

ASSIGNMENT- Set 1

Marks 60

Note: Each Question carries 10 marks. Answer all the questions.

 

Q1. Define Supply Chain. Discuss the various supply chain elements.

Answer :  Supply Chain Management

What is Supply Chain Management?

 

Supply Chain Management is the long term plan management of activities that involves acquisition and conversion of finished material products and delivered to customers. It is the system that makes and delivers the products based on market demand.

 

The supply chain includes information flows, material flows, and financial flows.

 

Facilitation of Supply Chain Management:

 

Supply Chain Management is facilitated by:

 

  • Structure,
  • Process, and
  • Technology.

Functions of Supply Chain Management:

 

 

 

Supply Chain Management serves two important functions such as:

 

  • Market Mediation, and
  • Physical.

The objective of supply chain system differs from situation to situation. The cost efficiency plays the critical factor for functional products. The important factor for innovative products is responsiveness. The combination of Leanness and Agility develops Legality.

 

Elements of Supply Chain Management:

 

Supply chain management is often a tactical pursuit, managing challenges and opportunities on a transactional basis, rather than holistically and strategically. This less than strategic approach is driven by both internal and external influences that divert attention from a holistic perspective, in turn directing focus on distinct or unique issues, challenges, and concerns. Falling into this tactical melee not only increases complexity, but also reduces the value opportunity that can be derived from strategic management of the supply chain.

Supply chain management must be perceived as a critical component of business strategy; delivering improved profitability through increased efficiencies and vendor management strategy requires the dedicated efforts of a talented team. An even greater challenge lies with those who manage within the supply chain, in having the ability to maintain focus on strategy despite the barrage of transactional issues they are immersed in.

There are six elements of supply chain strategy, which, if employed collectively and managed closely, will deliver significant value across the organization.

1. Leverage:

Despite the size and revenue of an organization, reduction and management of spending while continuously improving upon service levels is a significant benefit of managing leverage. Leverage has typically been applied based on historical usage trends and market expectations. However, the more powerful means to initiate leverage is through solid and supported predictions of future growth potential. Several of our best clients are high-growth companies who have grown both organically, as well as through acquisition. Unfortunately, in many instances, their focus has remained solely on growth, and not on leveraging the potential spending power of the organization to further improve profitability.

2. Communication:

A significant component of any business is the support provided by external resources, be they service providers or product and component suppliers. Obtaining value from these external resources to meet evolving company objectives requires a communication strategy. One such example is the development and implementation of a “supplier feedback” model to effectively ensure external parties supporting organizational operations and growth are aware of challenges, opportunities, and threats to business viability. Developing these models is an important component of managing information in a form that supports organizational strategy.

3. Efficiency:

Process and operating efficiency is a fundamental component of any high performing company, and the supply chain often impacts this efficiency either directly or indirectly. For example, improvements in production efficiency require increased volumes of supply of both components and maintenance equipment; improvements in process efficiency require increases in volume and timeliness of support from external suppliers and contractors; increased speed to market requires the support of accurate and timely freight management.  Here again, building the right strategy to support organizational efficiency is key to meeting objectives and improving efficiencies.

4. Innovation:

Managing daily operations while initiating innovation are not mutually exclusive events. Building innovation in any organization requires significant input and support from external suppliers and service partners, both of whom must be willing to provide insight and support and take potential risks in pursing innovative solutions. Organizations such as Apple would not have reached their pinnacle levels of success if it were not for the engagement and support of their suppliers such as Samsung (interestingly also one of their largest competitors at the time of this writing, an obviously unplanned result of their supply chain strategy).

5. Risk Management:

Those organizations that represent and support company operations externally (i.e. suppliers) present the greatest, most unmanageable degrees of risk to an organization. External risk is often also the most disregarded risk as it is not as prevalent or visible as other internal risk factors. Supply chain management is the function most in-tune with external support groups, and is able to identify potential risks as well as mitigating solutions to protect the organization’s interest. Developing an effective and all encompassing risk management strategy requires the support and input from key Supply Chain professionals.

6. Continuous Improvement:

The greatest performing organizations engage continuously in improving their performance. Considering that most improvements have an impact on external support groups (either directly or indirectly), supply chain management is the tool to identify and manage improvement opportunities. Continued updates to Apple software for iPhones, iTunes, and other products are the direct result of supplier involvement in continuous improvement that results in the rapid resolution of immediate for foreseen challenges, in turn creating enhanced customer satisfaction and brand loyalty. Continuous improvement also provides significant opportunities to reduce cost, and supply chain management is often the most adept and knowledgeable party relative to reducing cost through internal and external efficiency.

Viewing supply chain management as a strategic tool through the application and management of these six elements can deliver significant reductions in working capital and organizational risk, and change perspective relative to the value inherent in the role. Anything less would be tactical by nature and result in less than satisfactory results.

 

Steps involved in Supply Chain Management:

 

 

 

There are several steps involved in Supply Chain Management such as:

 

Step: 1 — Design of supply chain.

 

Step: 2 — Optimization of supply chain.

 

Step: 3 — Planning of material flow.

 

Step: 4 — Short Term Scheduling and transaction process.

 

Goal of Supply Chain Management:

 

Dear Students,

Get your assignments from Our ESTEEMED ORGANIZATION smumbaassignment.com 

Just email to kvsude@gmail.com  or  S M S  to +91 9995105420.

message Format – SMU MBA <Name> <E-MAIL ID> <SEM ? >  To +91 9995105420 , we will reach back you with in 24H

Or Directly call our Middle East Office +974 55702886 .

More Info, Kindly visit  smumbaassignment.com

Best Regards, Admin

smumbaassignment.com

 

 

 

 

The most effective supply chain management will definitely result in business improvement. Therefore supply chain management is focused on several activities like:

 

  • Effective growth in income,
  • Reduction of cost, and
  • Best Asset Utilization.

There are several important points to be noted in supply chain management. Some of them are: The customers should be segmented, according to their service needs. Make some partial changes in the supply chain to meet high profits. Modify the logistic network.

 

The product differentiation must be delayed until the last moment. Always have a good relationship with the suppliers. The efficient supply chain system should be done by technology strategy. Overall Supply Chain Management is the best one if it is handled in the right way.

 

 

Q2. Discuss the elements of Logistics

Q3.a. Explain the six—step approach of effective forecasting.

 

b. Describe dynamic replenishment

Q4. Evaluate the supply chain strategies for purchasing items

 

Q5. How can differential advantage be achieved through Supply Chain Management?

Q6. Describe the steps in procurement process

 (May 2012)

Master of Business Administration – MBA Semester 3

“Operations Management” Specialization

OM 0012 — Supply Chain Management (4 credits)

(Book ID:B1234)

ASSIGNMENT- Set 2

Marks 60

Note: Each Question carries 10 marks

Q1.a. List the ten steps of assessment of supply chain management

Answer : Supply chain management systems vary in size, scope, and methodology from one business to another–but generally the purpose is the same:  to move product from one supply chain participant to the next in the most efficient and cost-effective means possible.

 

Your business supply chain strategy can focus on one particular area such as perfect order fulfilment ratio, logistics, return rate, pricing or order quality.  In any case, every supply chain strategy has behind it systems and processes that should be visited from time to time and determine if there are improvement opportunities available.

 

For supply chain management systems, the results of a focused assessment can bring real savings to a business along with substantial productivity improvements.

 

Supply Chain Management Assessments

 

Oxford Consulting Group can assist you in building a sound supply chain strategy by conducting a supply chain management assessment for your business.  This can include:

 

  • Documenting your existing processes with detailed process flow maps, system-to-system communications and supply chain participant interfaces

 

  • Evaluating existing processes against industry best practices to determine if there are any opportunities available that can improve the processes

 

 

  • Observing system performance and existing reporting or key performance indicators
  • Reviewing options regarding the various available supply chain solutions, including “low hanging fruit” changes as well as larger, more strategic options

 

  • Analyzing implementation and upgrade processes including testing, training, documentation and customization steps

 

 

  • Identifying key areas of improvement and recommending solutions and implementation steps

 

  • Performing a gap analysis of existing systems versus recommended solutions

 

 

  • Prioritizing efforts based on several factors including ease of implementation, return on investment, and resource availability

 

  • Assisting with RFP development and providing an objective review of proposals, proof of concepts, and other evaluations

 

 

Oxford Consulting Group has extensive supply chain and industry experience.  We’ll leverage this to review your supply chain at a very high level as well as at the micro level to find improvement opportunities.  You will realize significant value in the assessment and gain a very sound supply chain strategy that can sustain your business for the long term.

 

 

 

Dear Students,

Get your assignments from Our ESTEEMED ORGANIZATION smumbaassignment.com 

Just email to kvsude@gmail.com  or  S M S  to +91 9995105420.

message Format – SMU MBA <Name> <E-MAIL ID> <SEM ? >  To +91 9995105420 , we will reach back you with in 24H

Or Directly call our Middle East Office +974 55702886 .

More Info, Kindly visit  smumbaassignment.com

Best Regards, Admin

smumbaassignment.com

 

 

 

b. List out the benefits of mapping the supply chain process.

 

 

 

Q2. Summarise the important components of Supply Chain

Q3. Evaluate the E-business impact on Supply Chain

 

 

Q2. E-BUSINESS AND ITS IMPACT ON SUPPLY CHAIN MANAGEMENT

 

 

 

 

Q4. Summarise the role of marketing in Supply Chain Management.

 

 

Q5. Explain the need and importance of Reverse Supply Chain Management

Q6.a. List the advant

Dear Students,

Get your assignments from Our ESTEEMED ORGANIZATION smumbaassignment.com 

Just email to kvsude@gmail.com  or  S M S  to +91 9995105420.

message Format – SMU MBA <Name> <E-MAIL ID> <SEM ? >  To +91 9995105420 , we will reach back you with in 24H

Or Directly call our Middle East Office +974 55702886 .

More Info, Kindly visit  smumbaassignment.com

Best Regards, Admin

smumbaassignment.com

 

ages of SCOR

(May 2012)

Master of Business Administration – MBA Semester 3

“Operations Management” Specialization

OM 0013 — Advanced Production (4 credits)

(Book ID: B1235)

ASSIGNMENT- Set 1

Marks 60

Note: Each Question carries 10 marks. Answer all the questions.

Q1. Explain the impact of product or service life cycle on operation strategy

Answer :  Product Lifecycle Management

Successful product innovation is a key driver of revenue growth, competitive margins and, in some cases, even business survival.  The ability to bring innovative products and services to market quickly, efficiently and ahead of the competition is the primary source of long-term competitive advantage.  In addition, as enterprises increasingly leverage core capabilities of partners and vendors, products are increasingly delivered with external partners, requiring companies to both integrate internally and with external partners, suppliers and customers, creating end-to-end supply chain processes and capabilities.

 

A successful product/service portfolio involves careful planning and management throughout the development and support throughout each entire lifecycle from ideation, concept development and testing, marketing strategy, business analyses, product development to post-sale service and managing the customer experience.  This includes the integration of traditional new product introduction responsibilities such as product innovation, design and collaboration, with sourcing and procurement, supply chain planning and execution and service.  This is the glue that binds your processes and operations to control and maximize product profitability.

 

A commercially focused product development discipline will be both market and customer-centric; proactively leading, managing and optimizing product performance from creation, through launch and through all phases of the product lifecycle. As you evaluate your product lifecycle systems and processes, the following key questions should be addressed:

  • How can I reduce time to market cycles for new products and product enhancements?
  • How do I transform my legacy systems and processes to profitably launch new converged services based upon VoIP and IMS?
  • How do I effectively manage disparate product data stored in multiple product catalogues?
  • How do I manage cross-functional, geographically dispersed product teams productively and efficiently?
  • How do I effectively leverage and manage all partners in my supply chain?
  • How can I react with more agility in the event of rapidly changing technologies, market or customer requirements?
  • What are the correct metrics to determine the success of a new product?
  • How do I assess my product portfolio to identify products for retirement?
  • Do my product managers have the right skills and data to develop and plan new complex content products and bundles?
  • Are my product managers focusing on top line metrics or on full product profitability over the entire lifecycle?
  • How do I plan and measure against a product performance at different stages of the product’s lifecycle?

TMNG Global can help you find the answers.

 

Product Lifecycle Management — Specific Services

From launching new Mobile Virtual Network Operators to VoIP services for business and consumers to process re-engineering, TMNG Global and our strategy division, CSMG, have two decades of successful experience in supporting, designing and optimizing the product lifecycle management process for our clients in all sectors.  Our services include:

  • Product planning and strategy
  • Opportunity assessment
  • Market sizing
  • Marketing and pricing strategies
  • Marketing plans
  • Competitive positioning
  • Product development/launch support
  • Business requirements and use cases
  • Testing
  • Customer experience
  • Marketing plans
  • Launch planning and support
  • Product profitability and rationalization
  • PLM process improvement and redesign

We have experience across the product strategy and development cycle, ranging from high-level opportunity sizing to realization and go-to-market support, including product testing.  We have developed approaches to integrate product profitability into PLM using detailed, bottom-up cost analysis supplemented with top-down allocations of other costs across customers and lines.

 

Optimizing the OSS/BSS architecture and processes to allow for new services to market in weeks or even days requires a thorough understanding of customer care, operations, IT, network, market, product, and industry implications. TMNG Global’s extensive experience with communications and network infrastructure, support systems and processes, devices, and services enables us to provide our global customer base with the expertise they need to build innovative products and enter new markets.

 

 

 

Product Life Cycle

 

 

  • Product Plans’ Alternatives
  • Enter Early and Exit Late (From Introduction to Decline )
  • Enter Early and Exit Early (From Introduction to Maturity)
  • Enter Late and Exit Late (From Maturity to Decline)

 

  • Product Plans’ Alternatives
  • Enter Early and Exit Late (From Introduction to Decline )
  • Enter Early and Exit Early (From Introduction to Maturity)
  • Enter Late and Exit Late (From Maturity to Decline)

 

Production Optimization Strategy

 

Dear Students,

Get your assignments from Our ESTEEMED ORGANIZATION smumbaassignment.com 

Just email to kvsude@gmail.com  or  S M S  to +91 9995105420.

message Format – SMU MBA <Name> <E-MAIL ID> <SEM ? >  To +91 9995105420 , we will reach back you with in 24H

Or Directly call our Middle East Office +974 55702886 .

More Info, Kindly visit  smumbaassignment.com

Best Regards, Admin

smumbaassignment.com

 

 

a. Structure (Design & Creation of the Transformation System)

 

a.1 Positioning Strategy (Flexibility)

a.2 Technology & Vertical Integration

a.3 Scale of Process/Capacity

a.4 Location/Layout

 

b. Infra-Structure (The use of the Transformation System)

 

b.1 Lead Time Strategy (Speed)

b.2  Quality Strategy

b.3 Productivity, Cost and Innovation Strategies

b.4 Aggregate Planning Strategy (Work force & Capacity Options)

 

 

 

 

 

Q2.a. Explain the major competitive dimensions of operations strategy.

b. List the different types of benchmarking that could contribute to performance improvement

 

Q3. Explain the various automated systems for transfer of materials in the production plant?

 

 

Dear Students,

Get your assignments from Our ESTEEMED ORGANIZATION smumbaassignment.com 

Just email to kvsude@gmail.com  or  S M S  to +91 9995105420.

message Format – SMU MBA <Name> <E-MAIL ID> <SEM ? >  To +91 9995105420 , we will reach back you with in 24H

Or Directly call our Middle East Office +974 55702886 .

More Info, Kindly visit  smumbaassignment.com

Best Regards, Admin

smumbaassignment.com

 

 

Q4.a. Compare Logical and Physical Modelling

 

Q5. Explain the impact of internet on new product development.

 

Q6. What are the systems views that must be considered while planning a project?

 

 

(May 2012)

Master of Business Administration – MBA Semester 3

“Operations Management” Specialization

OM 0013 — Advanced Production (4 credits)

(Book ID: B1235)

ASSIGNMENT- Set 2

Marks 60

Note: Each Question carries 10 marks

Q1. List out the inventory decision rules for MRP

Answer : Material Requirements Planning (MRP)

A computerized system for managing dependent-demand inventory, scheduling replenishment orders, and meeting demand for end items as given in the Master Production Schedule.

Two basic characteristics of MRP:

  1. MRP derives demand for components, subassemblies, materials, etc., from demand for and production schedules of parent items.
  2. MRP offsets replenishment orders (purchase orders or production schedules) relative to the date when replenishment is needed.
Information Needed for MRP Information Obtained from MRP
  • Demand for all products.
  • Lead times for all finished goods, components, parts and raw materials
  • Lot sizing policies for all parts
  • Opening inventory levels
  • Safety stock requirements
  • Any orders previously placed but which haven’t arrived yet
  • Planned orders: replenishment orders to be released at a future time
  • Order release notice: notices to release planned orders
  • Action notices: notices to expedite, de-expedite, or cancel orders, or to change order quantities or due dates
  • Priority reports: information regarding which orders should be given priority
  • Inventory status information
  • Performance reports such as inactive items, actual lead times, late orders, etc.

 MRP Inputs

1.      Master Production Schedule

  1. Product Structure
  2. Inventory Levels

MRP Matrix  download a sample MRP Matrix here and print two up to take to class.

Lot Sizing Choices in MRP

Lot sizing:

Determining the lot size (order quantity or production quantity) of an item

Static lot sizing rule:

  • A decision rule that orders the same quantity each time an order is placed.
  • Tend to generate higher average on-hand inventory because they create inventory remnants.
  • Can provide extra safety stock.

Dynamic lot sizing rule:

  • A decision rule that changes the order quantity with each order, typically so that each order is just large enough to prevent shortages over a specified time period.
  • Tend to cause instability by tying lot-size to gross requirements.
  • Lower-level components may not be able to respond sufficiently fast to changes in requirements.

Static Lot-sizing Rules

1. Fixed order quantity (FOQ)

  • Order (or produce) a fixed quantity, or a multiple of that fixed quantity.

2. Economic Order Quantity (EOQ)

Dear Students,

Get your assignments from Our ESTEEMED ORGANIZATION smumbaassignment.com 

Just email to kvsude@gmail.com  or  S M S  to +91 9995105420.

message Format – SMU MBA <Name> <E-MAIL ID> <SEM ? >  To +91 9995105420 , we will reach back you with in 24H

Or Directly call our Middle East Office +974 55702886 .

More Info, Kindly visit  smumbaassignment.com

Best Regards, Admin

smumbaassignment.com

 

 

  • Order (or produce) the economic order quantity, plus any additional items needed to replenish safety stock if it has fallen below its desired level.
  • Yields minimum total setup/ordering plus holding costs.
  • Assumes relatively constant demand.

Dynamic Lot-sizing Rules

1. Lot-for-Lot (L4L)

  • Order (or produce) exactly the quantity required in each period to satisfy gross requirements and to maintain safety stock at its required level.
  • Simple to use, and agrees with Just-In-Time philosophy of ordering/producing only when required.
  • Lot size can be modified easily for purchase discounts or restrictions, scrap allowances, process constraints, etc.
  • Minimizes on-hand inventory, but maximizes number of orders placed (so can be expensive if setup/ordering costs are significant).

2. Periodic Order Quantity (POQ)

  • Order/produce a quantity equal to the gross requirements for P periods minus any items in on-hand inventory plus any additional items needed to replenish safety stock if it has fallen below its desired level.
  • Restores safety stock and covers exactly P periods of gross requirements.
  • Reduces on-hand inventory by attempting to match the quantity ordered to the quantity required.

Example 1:

Completing MRP Tables

Objective:

The purpose of MRP is to schedule orders for end items and the components of those end items. We wish to determine when to release orders and how much to order.

Step 1

Begin with the end items. Complete one table at a time.

  • Schedule the gross requirements, GR.
  • Enter records for any scheduled receipts, SR.
  • Consider GR, SR and inventory, I, to determine timing and size of orders we will plan to receive, PR. These are orders which we must receive to meet demand.

Part = It-1 + Sort – Girt – It

  • Use the lead time to schedule the planned order releases, POR, so that the orders are received when they are needed.

Time of POR = Time of PR – L

  • A POR for an end item in week t becomes a GR in week t for every component part of the end item.

Step 2

Schedule the components. If a component occurs at more than one level it is scheduled at the deepest level so that you will know all demand for parents of the component before you try to schedule the component.

Level 1 components:

The POR’s for end items are scheduled as GR’s for level 1 components. Any spare parts orders are scheduled as GR’s also.

  • Complete the table as discussed in step 1.

Repeat the process for all components.

For each component the gross requirements come from planned order releases for all direct parents of the component and from any orders for spare parts.

The final result will be planned orders (quantity and timing) for end products and all of their component which must be made in order to meet demand.

Example 2

Dear Students,

Get your assignments from Our ESTEEMED ORGANIZATION smumbaassignment.com 

Just email to kvsude@gmail.com  or  S M S  to +91 9995105420.

message Format – SMU MBA <Name> <E-MAIL ID> <SEM ? >  To +91 9995105420 , we will reach back you with in 24H

Or Directly call our Middle East Office +974 55702886 .

More Info, Kindly visit  smumbaassignment.com

Best Regards, Admin

smumbaassignment.com

 

 

 


Implementation of Materials Requirements Planning Systems

Favourable environments for MRP:

  • batch manufacturing environment
  • stable demand
  • limited number of products
  • large number of bill-of-materials levels
  • large lot sizes

Some conditions which are less favourable for MRP

Process-focused environments:

  • many customized products
  • small production volumes
  • small number of bill-of-materials levels

Just-In-Time environments:

  • small batch sizes
  • demand pulls parts and components through the system

Other Types of MRP Systems

Closed-loop MRP:

MRP system that provides feedback to other stages of the production plan, such as the aggregate production plan, capacity plan, and Master Production Schedule.

Manufacturing Resource Planning (MRP II):

A planning system that uses all outputs of a MRP system to integrate production, marketing, and financial plans.

Distribution Resource Planning (DRP):

A time-phased stock replenishment technique for distribution networks based on MRP procedures and logic.

 

 

Q2. Describe the different types of waiting line models

 

3. List the pre-requisites of Just in Time implementation.

 

Q4. Explain the aggregate planning process.

 

 

Q5. Explain V4L Principles

 

Dear Students,

Get your assignments from Our ESTEEMED ORGANIZATION smumbaassignment.com 

Just email to kvsude@gmail.com  or  S M S  to +91 9995105420.

message Format – SMU MBA <Name> <E-MAIL ID> <SEM ? >  To +91 9995105420 , we will reach back you with in 24H

Or Directly call our Middle East Office +974 55702886 .

More Info, Kindly visit  smumbaassignment.com

Best Regards, Admin

smumbaassignment.com

 

 

Q6. What are special features of the software used for operations management?

 

Leave a Reply

You must be logged in to post a comment.