Smu mba sem 3 om fall 2014 assignments

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OM0010 OPERATIONS MANAGEMENT
1. Define operations strategy. What are the differences between manufacturing and service
organisationsintermsofoperationsstrategy?
[Definition of operations
List and explain differences between manufacturing and service organisations in terms of
operations strategy]
2. Explainthecharacteristicsofservices.
[Explanation of characteristics of services]
3. What isinventorycontrol?Explainthefactorsconsideredininventorycontrol.
[Definition of inventory control
Explanation of factorsconsidered in inventory control]
4. Explaintheapplicationsofqueuingmodels
[Give the different applications of the queuing models]
5. Write shortnotes onMarkovanalysis.
[Definition of Markov analysis.
Characteristics of Markov analysis.
Assumptions of Markov analysis.
Applications of Markov analysis.]
6. Describethevarioustypesofdecisionmakingmodels.
[List the models
Describe the 3 decision making models]
OM0011- ENTERPRISES RESOURCE PLANNING
1 a. Explainthe differenttypesofbusinessprocesses.
b. What arethe differentcomponentsofan informationsystem
a. Explaining three types of business processes
b. Explaining at least four key components of information system
2 Write shortnoteson
a. Customerrelationshipmanagement
b. Data warehousing

c. DataMining
d. OLAP
3 Elaboratethedifferentmodulesundermanufacturingandproductionplanning
Explaining ten modules
4 DiscussthevariousterminologiesofERPpurchasesystem
Explaining at least 5 terminologies of ERP purchase system
5 CRM is a powerful tool used by an organization to acquire new customers and retain the
existingones.ExplainvarioustypesofCRM.
Listing the types of CRM
Explaining the four types of CRM
6 a. ExplainmainapplicationsuiteprovidedbyJD EdwardsWorldSolutionsCompany.
b. ExplainthedifferentmodulesunderMFG/PROapplication
a. Explaining 3 main application suites 6 10
b. Explaining 4 modules 4
OM0012- SUPPLY CHAIN MANAGEMENT
1 What are the differentfactorsaffectingtransportationdecisions?(unit2)
A Description/outline of different followingfactors and its sub factorsin students own words
o Vehicle related cost
o Fixed operating cost
o Trip related cost
o Quantity related cost
o Overhead cost
o Transportation cost
o Inventory cost
o Facility cost
o Processing cost
o Service level and fast delivery
2 Write shortnoteson riskpooling(unit4)
ng and summarization(along with suitable examples for each) of fourtypes of risk pooling
3 Readthe followingcasestudyandanswerthe questionsgiventheend ofthe case study
Best Supplier Relationship Management: Jaguar Land Rover and Gobel & Partner Jaguar
Land Roverproductionline
8 October2013| CIPS SupplyManagementAwards2013
“Jaguar Land Rover (JLR) transformed its position in customer satisfaction surveys and
enhancedthe qualityofits productsthroughaninnovativepartnership withakey supplier.
By re-evaluating the way it deals with quality control and suppliers, Jaguar took top spot in
the 2012 JD Power Survey for customer satisfaction and Land Rover raced up the chart. In
2008, the survey put Jaguar at nine and Land Rover at 34 for quality, described by JLR as

“clearly an unsatisfactory situation” for a premium brand and stated that “something had to
change”.
Component quality was identified as the key issue – for some suppliers the proportion of
rejected parts was as high as 65 per cent – and some finished vehicles were being put into
‘containment’ due to faulty components. This had knock-on effects including delayed
customer shipments, production line stoppages that cost £2,000 per minute and the risk that
faulty parts could make their way into completed vehicles. At the time, JLR was working with
16 different suppliers across three factories to undertake parts rework and containment,
resulting in differing quality regimes and an inability to share data across the company. As a
result, there was no single view of any given supplier’s quality history, which made
preventative action impossible. A new director of quality was appointed who launched a
review of quality across the supply chain that identified potential improvements that could
be made to the inspection of incoming components from suppliers. The Inbound Materials
Project was established and the 16 suppliers dealing with quality control were reduced to
one – Gobel & Partner (G&P) – who saw it as an opportunity to introduce innovations and
boost investment in its Qtrak quality management system, which totals £2 million to date.
This evolved into a partnership between JLR and G&P. Both realised that prevention was
better than cure, and through Qtrak they could identify the component suppliers causing the
most problems. Those with a recurrent history of reject parts were subject to a more
rigorous inspection regime. G&P’s aim is to ensure no faulty part ever arrives at JLR
production facilities and they now work on the premises of high-risk suppliers to review
quality processes. The firm is also working at JLR’s new plant in China to ensure the right
qualityapproachisinplacefrom the beginning.
Over six years, the relationship between the firms has evolved from a traditional adversarial
situation, where G&P were treated as one of a numberof commodity suppliers, to one where
the two are working to the same goal of “bringing premium quality to premium
brands”.Wolfram Leidtke, JLR board quality director, said: “JLR is a premium brand and
accordingly needs to have premium quality vehicles. Procurement has aligned with this
objective. G&P has been able to transfer their global knowledge and work with JLR to
develop a new approach to incoming material quality and the results are starting to speak
forthemselves.’ ”
Source: http://www.supplymanagement.com/analysis/features/2013/best-supplier-
relationshipmanagement-jaguar-land-rover-and-gobel-partner/
Question:
Illustratethe rolequalityplayedascriteriain JLR choosingits supplierGobel &Partner.
ExplaintheimportanceofGobel &Partner in the supplychain(unit6)
A Students should illustrate based on:
e to workingwith 16 suppliers
quality Importance of the supplier
4 “MTR Foods, the Bangalore-based food processing company, is planning to utilise the
services of a third party manufacturer for the first time. The contracted plant in Mathura for
producing vermicelli is expected to give it a push in the northern and eastern markets where
it is trying to expand its presence. The company is also planning a capacity expansion in
spices.

MTR has nine plants in Bommasandra Industrial Area in Bangalore which caters to its
product categories like spices and masala, beverages, vermicelli and frozen food. The
companyhasso farproduceditsbrandsinhouse.
‘The plant in Mathura would help us supply to the north and eastern parts of the country. It
would help us source wheat faster and also trim freight costs by 6-7 per cent,’ said Sanjay
Sharma,chief executiveofficer,MTRFoods.”
Source: http://www.business-standard.com/article/companies/mtr-foods-to-
outsourcemanufacturing-110041200084_1.html
Which according to you may then be distribution strategy used by MTR? Justify your answer
(unit 8)
the strategy
5 Explainanyfourdirectbenefitsofoutsourcingwithexamples.(unit10)
A any four of the following benefits(reason why this is a benefit , description of the benefit and
example)
manufacturing and logistics services
employees and management
services
g access to global networks and better technology
Reducing capital investment and increasing cash flow
6 Describethesupplierintegrationapproach.(unit12)
Explanation of the stages of supplier integration withsuitable examples
OM 0013 – ADVANCED PRODUCTION AND OPERATIONS MANAGEMENT
1 Explainthemethodsthat areused byan organisationto improveitsproductivity.
[Describe the 2 methods commonly used by an organisation to improve its productivity
Job analysis
Workstudy]
2 Write shortnoteson Lineof Balance(LOB)technique.
[Where is LOB used
Definition of LOB
Steps in LOBtechnique]
3 a. Discussthe roleofthe governmentindecidingandselectingaplant location.
b. Describetheprocessofaggregateplanning

[a.Discuss the role of the government in deciding and selecting a plant location in the backward
regions of India
Discuss the role of the government in balancing the regional development – with reference to
organisation locating their bases in developed areas
b. explain the aggregate planning process with the help of an example]
4 What are the factors an organization considers while selecting material handling
equipment?
[Explanation of the various factorsan organization considers while selecting material handling]
5 Explainthesteps inISO 9000registrationandlist any4 advantagesofISO 9000series.
[Explanation of steps
Advantages]
6 Write a shortnote onValueStreamMapping(VSM)
[Explanation of VSM
Advantages of VSM
Steps the organization performs to create VSM]
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Smu mba sem 3 om fall 2014 assignments

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Smu mba sem 3 om fall 2014 assignments