Enterprise Resource Planning-1st-2016-NMIMS

Enterprise Resource Planning-1st-2016-NMIMS
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Q1) Business Process Re-engineering (BPR) transforms the way organizations carry out their processes and substantially provides them with gains. This can be seen in many cases such as Hallmark Cards, Taco Bell, Capital Holding, and Bell Atlantic to name a few. Hallmark used the theories of BPR to redefine the process of launching new card ideas in the market. Their existing product cycle time was three years, whereas their management wanted to reduce it to one year, keeping the level of market dynamism in mind. Much to their surprise, Hallmark’s management realized that most of the time taken to produce a card was spent on designing it. Idea development consumed the most time, manpower efforts and money, contrary to management’s belief that printing and production rework consumed most time period. To address the issues of wasted time and to spur creativity, the company grouped together people who previously had been separated by disciplines, departments, floors, even buildings. The upshot: Hallmark's integrated teams of artists, writers, marketers, and production people pushed new lines out within a year. Give two examples of Indian companies that have successfully implemented BPR practices within their organization. What are the challenges that these organizations faced during BPR? (10 marks) Q2) Consider you are the owner of a Software company and a Restaurant Chain has approached you to develop an ERP system for their restaurants. List down all the requirements that the restaurant owner would have mentioned to you for the system to be designed. Also as a Software solution provider what all modules and sub modules would you recommend the chain to implement and why? (10 marks)
Q3) You have been appointed as a consultant to help in the implementation of an ERP package in a leading FMCG company with the following characteristics. The company is multi-location, multiproduct with operations in India and abroad. The top management team would like to explore deploying ERP, moving away from legacy and standalone systems to an expertise wide integrated system. The management is aware of the importance of ERP in the current competitive scenario and is keen to implement systems. Marketing department is keen to implement ERP as they believe it will give them competitive advantage. Finance department is facing challenge in terms of controls and compliance due to legacy systems. Manufacturing function is facing issues in terms of effective operations due to legacy and manual systems. Service department is facing challenges in managing customer complaints. Supply chain function is having challenges in managing the supply chain due to non-availability of right information at the right time.
a) As a consultant, elaborate on the steps that you would suggest to take for effective implementation of the ERP package (5 marks)
b) How will you help to address the issues related to change management which may arise due to the transition from legacy to ERP systems? (5 marks)
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