1. What is ERP? Explain the general Implementation methodology of ERP. How can ERP improve a company’s business performance?
2. Describe various evaluation criteria at the time of selection of ERP packages. Discuss the role of vendors, consultants and users for selection of ERP.
3. Briefly enumerate some of the key ERP modules keeping in view the Manufacturing perspective.
4. What is Knowledge Management? What pitfalls should be avoided while aligning Knowledge Management with the Business Strategy?What does KM really consist of? What operationally constitutes KM?
5. Enumerate various Knowledge Management tools and techniques
6. What is Supply Chain Management? What are its’ key drivers?
7. What is Customer Relationship Management? What are the various types of CRM Software/CRM tools available in the market?
8. What is Enterprise Application Integration? What is the purpose of implementing EAI? What are the EAI Implementation pitfalls?
Case Study
A typical U.S. Wal-Mart has 142,000 items, so multiplying those savings makes sense that Wal-Mart’s efforts on enforcing new SCM technology on their suppliers makes a big impact on the bottom line. Wal-Mart has definitely started a ripple effect within its’ own supply chain.
Ever since 2002, when Radio Frequency Identification (RFID) technology proponents began insisting that it would dramatically change the way companies track goods in the supply chain, it has remained a niche technology because of the cost of RFID tags. The most generic RFID tags cost around 10 cents apiece, whereas latest generations of chips are getting better with standardization and improved functionality. Consumer goods companies always talk about 5 cent tags as a price that would open RFID up to broader uses remove the difficulties pioneers like Wal-Mart have had pulling in a critical mass of partners.
Just 600, or about 3 percent, of its’ suppliers have started using RFID since the retailer announced its’ famous supply-chain “mandate” to use RFIDs in 2003. Wal-Mart distribution centers that stock goods from suppliers that place RFID tags help them to reduce out-of-stock situations and, more recently, to drive promotions.
On the store front, Wal-Mart has expanded its’ RFID use from 100 to 1000 stores. Readers (that read and locate RFID chips) are typically located at loading dock entrances, at entrances leading from back rooms to sales floors, and at trash compactors where boxes are destroyed. Data is collected when product moves, including at the cash register, allowing Wal-Mart to generate print-outs for employees to prioritize restocking duties. Suppliers can link into Wal-Mart’s e-SCM system over the Web to check exactly where their products are. In addition, Wal-Mart is also starting to give employees hand-held RFID readers that beep based on proximity to specified products, making them easier to find.
One Wal-Mart supplier, consumer goods company Kimberly-Clark, is focusing on sales promotion through a pilot program that uses RFID to monitor promotions of its’ Paper Towels. Using software from OATS Systems, Kimberly-Clark could see on a colour-coded dashboard how many stores received the product in the stock-room and how many put it on the store floor.
1. What is the main aim of Supply Chain Management? What are the key issues faced in SCM?
2. In what ways, the introduction of RFID tags benefited Wal-Mart in its’ Supply Chain Management?
1. Planning of ERP Implementation Process should be done:
A. Cautiously
B. Naively
C. Should be done after the start of ERP Implementation
D. None of the above.
2. How can management of the enterprise makes a decision about the necessity of implementing an enterprise resource planning system:
A. By outsourcing this analysis to experts in ERP
B. By conducting a comparative study of ERP Implementations in enterprises that fall in the same domain.
C. By determining a set of evaluation measurements.
D. All of the above
3. Enterprise¬-wide resource planning systems (ERP systems) attempt to:
A. Integrate all corporate information in one central database
B. They do not allow information to be retrieved from many different organizational positions
C. They allow any organizational object to be made invisible
D. They allow information to be stored in multiple databases.
4. In Manufacturing organizations, ERP implementation necessarily automates the following functions
A. Inventory control
B. Material requirement planning
C. Both A and B
D. None of the above
5. For the success of an ERP Implementation, factor(s) important is/are:
A. Strategic support from the top management.
B. Readiness of employees to embrace the change
C. Adherence to time schedules.
D. All of the above
6. Customization of an ERP package is enhanced if the ERP Package is
A. Modular
B. Inflexible
C. Both a and b
D. Either a or b
7. The project driven enterprise deals with the design and manufacturing of unique products and ser¬vices(projects
A. Multiple clients
B. Multiple clients of same vertical
C. Individual clients
D. Depends upon client to client.
8. Key success fac¬tor that decide about product competitiveness:
A. Efficient knowledge
B. Business experience management
C. Knowledge of Best Practices in the domain
D. All of the above
9. Inventory of a company refers to:
A. Raw materials
B. Work in progress
C. Finished goods
D. All of the above
10. SCM Drivers are:
A. Facilities and Inventory
B. Transportation and Information
C. Both a and b
D. None of these
11. Which of the following statements is false:
A. Forecasts are never right.
B. The longer the forecast horizon, the better is the forecast.
C. The longer the forecast horizon, the worse is the forecast.
D. Aggregate forecasts are more accurate.
12. One of the benefits of Supply Chain Management is:
A. Improved forecasting precision.
B. Increased Inventory throughout the chain
C. Increased Bull-whip effect.
D. Unreliable financial information.
13. Factor(s) that contribute(s) to Bull Whip Effect:
A. Demand forecasting practices.
B. Longer lead time
C. Batch Ordering
D. All of the above
14. Which of the following statements is true about ERP Implementation:
A. As-Is” stage follows “To-Be” stage
B. To-Be” stage follows “As-Is” stage.
C. Go-Live” stage and “As-Is” stage can proceed simultaneously.
D. None of above
15. Which of the following factor does not contribute to the success of ERP?
A. Focus on business processes and requirements first
B. Focus on achieving a healthy ERP ROI (Return on Investment), including post-implementation performance mea
C. Strong project management and resource commitment
D. Lack of budget.
16. Who plays and important role in the selection of ERP Package
A. Consultants
B. Vendors
C. Users
D. All of the above
17. Knowledge Management cannot be exercised through:
A. Data Entry Operation
B. Expression Management
C. Database management
D. Hypertext management
18. Which of the following is not part of Customer Relationship Management?
A. Sales Force Automation
B. Contact management
C. Lead management
D. None of these
19. Which of the following statement(s) is(are) true with respect to Enterprise Application Integration (EAI)
A. EAI is an integration framework composed of a collection of technologies and services.
B. EAI is the process of linking applications within a single organization together in order to simplify and automate bu
C. EAI system could front-end a cluster of applications, providing a single consistent access interface to these applications and shielding users from having to learn to interact with different software packages
D. All of the above
20. Which of the following ways is not appropriate to bring in stabilization and acceptance in the “Go-Live” stage?
A. Training of end-users
B. Training of only process owners
C. Data fixes to resolve data migration issues
D. Help desk for troubleshooting.
21. ERP Vendor should be evaluated on:
A. Business functions or modules supported by their software.
B. Features and integration capabilities of the software.
C. Both a and b
D. Neither a nor b
22. Before trying to implement a major ERP system, organizations can assess their ability to be successful through:
A. Capability Maturity Model, CMM
B. People’s Capability Maturity Model, PCMM
C. ISO Certification
D. Any one of these.
23. Which one of the following is key ERP Vendor(s):
A. SAP
B. Oracle
C. Microsoft Dynamics
D. All of the above
24. Which one of the following is the key SCM Vendor(s):
A. Manugistics
B. Seibel
C. Only a
D. Both a and b
25. Which one of the following is the key CRM Vendor(s):
A. Clarify
B. Seibal
C. Only a
D. Both a and b
26. Which of the following statement is false
A. ERP systems are set to proliferate locally.
B. ERP systems implementation is a complex organizational activity.
C. ERP systems implementation requires strong project management oversight.
D. ERP systems provide improved and added functionality for an organization.
27. Which of the following is/are limitation(s) of system integration:
A. Leveling the Competitive Environment.
B. High initial set-up costs.
C. Power and interdepartmental conflicts.
D. BOTH B AND C
28. Which of the following stage is not part of Business Process Reengineering:
A. As-Is” analysis
B. To-Be” mapping
C. Post-Implementation support
D. Measuring new processes based on meeting goals and vision.
29. Which of the following is not a core SCM process:
A. Procurement
B. Sales Force Automation
C. Order fulfillment
D. Forecasting
30. Collaborative Design and Product Development is part of:
A. SCM
B. ERP
C. CRM
D. NONE OF THESE
31. Which of the following statement is false about EAI:
A. EAI facilitates the flow of information.
B. Straps together transactions among disparate and complex applications and business processes.
C. Helps in communication among applications only within an organization and not among organizations.
D. EAI facilitates the move towards market globalization.
32. Which one of the following is not a benefit of EAI:
A. Increased efficiency.
B. Higher Costs.
C. Improved Customer service.
D. Enhanced access
33. Which of the following statement is false about SCM:
A. SCM plays a major role only in the success of e-business and not e-commerce.
B. A good SCM is designed in collaboration with the organizations’ partners.
C. ERP vendors have started including SCM as a component or module of the software.
D. SCM provides a link for services, materials, and information across the value chain of the organization
34. Which one of the following is not a component of CRM system:
A. Market Research tools
B. Advanced Planning and Optimization (APO) software
C. Sales Force Automation software
D. Customer service and support tools
35. Which of the following statement is true about CRM Implementation:
A. CRM Implementation must never focus on a technology solution
B. CRM solutions must be part of corporate strategy from the beginning.
C. CRMs can be an afterthought as they are not critical in an organization.
D. Bothe a and b
36. Which one of the following processes does not fall in the purview of CRM:
A. CRM delivery process
B. CRM support process
C. CRM analytical process
D. CRM recruitment process
37. Which of the following architecture(s) is/are found in ERP implementations
A. N-tier architecture
B. Web-based architecture
C. Service Oriented Architecture
D. All of these
38. Assessing readiness in an ERP implementation is critical to the overall implementation process. Which one of the following ways does not contribute towards ensuring ERP readiness:
A. Project management’s focus on the issues, tasks, and activities to being ready.
B. Knowledge Transfer Process in place.
C. Discontinue training and complete focus on issues.
D. Support functions are in place for post-production support for operationalizing the ERP.
39. Which one of the following roles does not fall in the purview of the owners, ie, senior management of the company, with respect to ERP Implementation:
A. Maintain financial integrity of the project.
B. Provide strategic policy and procedure direction.
C. Establish project planning guidelines and methodology.
D. Publicly demonstrate support and commitment to the project.
40. Which of the following statement(s) is/are false with respect to ERP Implementation methodologies:
A. The emphasis on the ERP software life cycle is whether to customize the software or to change the organization’s processes to match those embedded in the software.
B. The implementation strategy can be a comprehensive one, vanilla, or middle-of-the road strategy
C. ERP life cycle must incorporate traditional SDLC stages.
D. Rapid Implementation methodologies have been developed by ERP consulting firms.
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University: AMITY Year: 2015