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Examination Paper of Risk Management 
IIBM Institute of Business Management 7 

IIBM Institute of Business Management
Examination Paper MM.100
Risk Management and Financial Institutions
Section A: Objective Type (30 marks)
• This section consists of multiple choice questions & Short Notes type questions.
• Answer all the questions.
• Part one Question carries 1 mark each & Part Two question carry 5 Marks each.

Part One:
Multiple Choices:
1. The options where the strike price is close to the price of underlying asset is-
a. At-the-money options
b. In-the-money options
c. Out-of-the money Options
d. All of these

2. Which of the following are the non-traditional derivatives?
a. Weather derivatives
b. Oil derivatives
c. Natural gas derivatives
d. All of the above

3. An option gives the holder the right to sell the underlying asset by a certain price is termed as-
a. Call option
b. Put option
c. American option
d. European option

4. A product where value at any given time is linearly dependent on the value of an underlying market variable is-
a. Linear product
b. Non-Linear product
c. Both a & b
d. None of these


Examination Paper of Risk Management 
IIBM Institute of Business Management 8 

5. The agreement between two companies to exchange cash flows in the future known as-
a. Future
b. Forward
c. Swap
d. Options

6. The life insurance lasts for a specified period & pays a lump sum either when the policy holder dies or at the end of the period, which ever, is known as-
a. Variable life insurance
b. Group life insurance
c. Whole life insurance
d. Endowment life insurance

7. When an company wishing to issue is not publicly traded, the share issue known as-
a. Equity share
b. Initial public offer(IPO)
c. Debenture
d. None of these

8. VaR stands for--------------------------

9. The volatility of this model is changes with the passage of time
a. EMWA Model
b. GAMMA Model
c. VEGA Model
d. GARCH Model

10. LIBOR is stands for ----------------------------

Part Two:
1. What is difference between open-ended and close-ended mutual fund?
2. Write short note on ‘option contract’?
3. What are the main sources of liquidity for financial institution?
4. Explain the Concept of ‘Exchange-Traded Markets’?

End Of Section A SSectioSECTION A 


Examination Paper of Risk Management 
IIBM Institute of Business Management 9 

Section B: Practical Problems (40 Marks)
• This section consists of Practical Questions.
• Answer all the questions.
• Each Question carries 10 marks.
• Detailed information should from the part of your answer.

1. In the 1980s, Bankers Trust developed index currency option notes (ICONs). These are bonds in which the amount received by the holder at maturity varies with a foreign exchange rate. One example was its trade at maturity varies with a foreign exchange rate. One example was its trade with the Long Term Credit Bank of Japan. The ICON specified that if the yen/US dollar exchange rate, ST , is greater than 169 yen per dollar at maturity (in 1995), the holder of the bond receives $1,000. If it is less than 169 yen per dollar, the amount received by the holder of the bond is

1,000- max[0, 1,000 (169 - 1)
ST
When the exchange rate is below 84.5, nothing is received by the holder at maturity. Show that this ICON is a combination of a regular bond and two options.
2. Suppose that the risk-free zero curves is flat at 7% per annum with continuous compounding and that defaults can occur halfway through each year in a new 5- year credit default swap. Suppose that the recovery rate is 30% and the default probabilities each year conditional on no earlier default are 3%. Estimate the credit default swap spread. Assume payments are made annually.

3. Suppose that 6- month, 12-month, 18-month, 24-month, and 30-month zero rates are 4%, 4.2%, 4.4%, 4.6%, and 4.8% per annum, respectively, with continuous compounding. Estimate the cash price of a bond with a face value of 100 that will mature in 30 months and pays a coupon of 4% per annum semiannually.

4. Suppose that the economic capital estimates for two business units are as follows:

Business Unit
1 2
Market risk 10 50
Credit risk 30 30
Operational risk 50 10 

Examination Paper of Risk Management 
IIBM Institute of Business Management 10 

The correlation between market risk and credit risk in the same business unit is 0.3. the correlation between credit risk in one business unit and credit risk in another is 0.7. the correlation between market risk in one business unit and market risk in the other is 0.2. All other correlations are zero. Calculate the total economic capital. How much should be allocated to each business unit?
End Of Section B SECTION B 

Section C: Applied Theory (30 marks)
• This section consists of Long Questions.
• Answer all the questions.
• Each question carries 15 marks.
• Detailed information should from the part of your answer (Word limit 200 to 250 words).

1. Define “Derivative market”. Explain the types of derivative market?

2. What is “Operational Risk”. Explain the categories of operational risk?

End Of Section C C SECTION C 

S-2-311012 

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Examination Paper of Risk Management 
IIBM Institute of Business Management 1 

IIBM Institute of Business Management
Examination Paper MM. 100
Risk Management
Section A: Objective Type (30 Marks)
• This section consists of Multiple Choice questions & short questions.
• Answer all the questions.
• Part one questions carry 1 mark each & Part Two questions carry 5 marks each.

Part One:
Multiple Choices:
1. Which of the following is the characteristic of forward contract?
a. Is traded over the counter?
b. Is a customized financial product
c. Is a credit derivative
d. Both a & b

2. Coordinating all the operational risk activities of the bank, working towards achievement of the stated goals & objective are the task attributed to-
a. Operational risk management committee
b. Operational risk management department
c. Operational risk management officers
d. Chief risk officer

3. This is the risk of adverse deviations of the mark-to-market value of the trading portfolio, due to market movements; during the period required to liquidate the transactions.
a. Market Risk
b. Liquidation Risk
c. Market liquidity Risk
d. Credit & counterparty Risk

4. A fraud acts by a third party, of a type intended to defraud, misappropriate property or circumvent the law is called-
a. Internal fraud
b. External fraud
c. Damage to physical assets
d. Clients, products & business practices


Examination Paper of Risk Management 
IIBM Institute of Business Management 2 

5. In the standardized approach, bank’s activities are divided into how many business lines?
a. 4
b. 6
c. 8
d. 10
6. Credit risk management committee & credit policy & procedures committee monitors-
a. Market risk
b. Credit risk
c. Operational risk
d. All of the above

7. Which of the following are the duties of risk management committee for credit-
a. Implementation of risk management policy for credit strategy
b. Monitor credit risk
c. Regulatory/ Legal compliances
d. All of the above

8. Duration is defined as__________
a. Time to maturity
b. Average time
c. Weighted average time to maturity
d. Remaining maturity

9. ALCO stands for __________

10. RAROC stands for _____________________.

Part Two:
1. List the principles of risk management.

2. Discuss the sources of risk.
3. What is ‘Asset liability management’? List its objectives in banks.
4. Write a short note on Interest rate risk.

END OF SECTION A 

Section B: Caselets (40 Marks) 

Examination Paper of Risk Management 
IIBM Institute of Business Management 3 

• This section consists of Caselets.
• Answer all the questions.
• Each caselet carries 20 marks.
• Detailed information should form the part of your answer (Word limit 150 to 200 words).

Caselet 1
Everybody Bank was set up with a registered office at Gwalior in 1995-96 by a leading financial organization, when the government liberalized its policies and allowed private sector banks to operate. The branch at Gwalior was established on November 13, 1995. Everybody bank was the first private sector bank to commerce its operations at Gwalior. The bank had the advantage of being the first and got good business. Subsequently, other private sector banks also opened their branches in Gwalior. Dinesh joined the branch as branch head in june-1998. His focus was to retain the leadership of the bank with improved profitability. He adopted a multi-programmed strategy which yielded good results during the three years of working. The bank not only continued to be a leader in private sector banks but also established nationalized banks. In 2001, it stood to the State Bank of India. Profitability also improved during these years.
Dinesh had joined Everybody Bank in 1997, after serving more than 20 years in a leading nationalized bank. After serving for 1.5 years in other branches, he was posted at the Gwalior’s branch as the Branch head in June 1998. The new generation of banks was setup with a clear focus on the corporate sector during its initial phases. The Gwalior branch of everybody bank also had the same focus with 85 percent of total advances in the corporate sector and a residual 15 percent in the retail sector. Gradual opening up of the economy, and increasing competition, forced the corporate sector to improve the quality of services and to reduce the cost. In its search, the interest component gained focus and the corporate started looking for avenues to mobilize low cost funds. RBI also gradually reduced the bank rate resulting in reduction of the margin of profit, in the banks.
The deposits of the Gwalior branch consisted of high cost funds, namely, certificate of deposits at the rate of 13-14 percent. The need of the hour was to collect the resources; therefore, all resources were tapped irrespective of their costs. Considering the reduction in the margin of corporate sector, the bank changed its focus from the corporate to the retail segment. It came up with the portfolio of schemes in the housing loans, car loans, educational loans, loan against demat shares and personal loans. It resulted in the increases of the share of retail segment from 15 percent to 50 percent and corresponding reduction in the corporate segment from 85 percent to 15 percent. The strategy resulted in the improvement of the margin of the bank to a level of 3-4 per cent.
Another strategy adopted by the bank, with a view to reduce the cost of resources, was to concentrate on saving bank account and current account. With a view to tap the low cost funds, the strategy adopted was to setup a network of branches in various cities. In 1998, there was only one branch in the city and by the end of 2001 the number of ATMs across the city. The number of ATMs increased from one to five by 2001. They also came up with services like mobile banking, internet banking etc. 

Examination Paper of Risk Management 
IIBM Institute of Business Management 4 

Another important step taken by Dinesh in this direction was established high service standards. The complaints from the customers were taken up seriously. Also, schemes of performance-linked increment/bonus were adopted. The performance expectations of the management were high. The bank also focused on all the areas of administrative cost very reduction. In this direction the staff requirement was reviewed and the class four positions were reduced. The arrangements with taxi operators: courier service companies were renegotiated for reducing the cost. For example, the courier cost per package was reduced from Rs. 30 to Rs. 15. The executives voluntarily decided to travel in the economy class and do not during the night, so as to avoid overnight stay charges. Although the not, the overtime allowances was permissible, but in order to reduce the cost, the practice of payment of overtime was stopped. These strategies resulted in saving of the bank, from Rs. 4.2 crores in 1998, to cover Rs 20 crores in 2001. total deposits increased during these three years from Rs. 112 crores to 200 crores.
The assets of the bank had increased from 100 crore in 1998 to 267 crore in 2001. in addition to this, 65 crores were sanctioned in a non-fund limit. Dinesh also concentrated on improving the quality of assets. The proactive approach of Dinesh resulted in the leading position of the branch during his tenure of three years as the bank, i.e. , business per employee was the highest amongst all the 65 branches of the bank and on the basis of profit per employee, the branch was ranked third. Achievements of Dinesh were appreciated by the management in the meeting. After returning to his headquarters, sitting in his chamber he has wondering as to what should be his future plan of action for further growth.
Questions:
1. Critically analyze the strategies adopted by Dinesh to retain the leading position.

2. What additional steps Dinesh could have taken to improve the profitability?

Caselet 2
Established in 1950 Ramakrishna Motors Ltd.is one of the India’s pioneers in vehicle Manufacturing with a total investment of Rs.500 crore and currently has a gross capital Employed of Rs 906 crores (Annexure I).Over the years, Ramakrishna Motors Ltd, has Established a reputation as a quality-conscious company with a unique corporate culture. The company had collaboration with Tshi Mishu, Japan Ramakrishna Motors Ltd. Was Recognized internationally for its expertise in design and manufacture of a wide range of Products from general purpose engines to specialty, technology and processes. Ramakrishna Motors had a single product in the car segment named Amanda. Ramakrishna Motors Ltd. Is a part of Ramakrishna group, which besides automobile manufacturing also had an Export company? The company had enjoyed a monopoly in the passenger car segment for 50 years. However it had failed to diversify into other related products or introduce cars; in different segments. It had started its operations throughout the country and had plants located at Rajkot, Nagpur, Bangalore and Agra.
AGRA PLANT
The Agra plant was established in April, 1989 with an investment of Rs 150 crores. The project was an ambitious venture started with the intention of converting Agra into the Detroit of India. The required investment of Rs.150 crores was funded by the promoter as Well as various financial institutions such as International Financial Corporation (IFC), Asian Development Bank, IDBI, IFCI and ICICI. The institutions provided the funds on The basis of the future projections of 

Examination Paper of Risk Management 
IIBM Institute of Business Management 5 

the Agra plant. The plant was able to acquire funds at The rate of 6.25% from foreign financial institution namely, IFCI and Asian Development Back whereas, the loan from the Indian financial institutions namely, IDBI, ICICI and IFCI was obtained at 16%. The plant was set up on 40 acres of land which was leased from the Uttar Pradesh State Government for 99 years at the low rate of 0.05 paisa per square metre. The plant employed a total of 1,000 persons consisting of both skilled and unskilled personnel to man the unit. The Agra plant had two units namely, the gear box unit and engine unit. The machinery installed in the plant was state-of-the-art technology and imported mainly from Japan. The total investment in plant and machinery was Rs. 120 crores which was depreciated under Schedule 14 of the Companies Act, 1956 at the rate of 4.75% for single shift and at the rate of 8.25% for the double shift for the purpose of Income Tax Act. The plant was initially hoping to come out with a car in the small car segment called Libra. The car was expected to capture a large market segment due to its high quality, cost competitiveness and few players in the market. However, the company failed to obtain the license for the manufacture of the vehicle due to the government requirement of foreign currency which resulted in the license going to Maruti Udyog Limited which was a foreign collaboration of Government of Government of India with Suzuki, Japan. It was therefore, decided that the Agra plant would act as a feeder plant for the Bangalore plant, which manufactured the model Amanda. The Agra plant hoped to supply 30,000 units and thereby, achieve 100% installed capacity utilization.
In the early nineties the process of liberalization and globalization was ushered into Indian economy. This process of liberalization saw the end of the license raj and a number of new players in the car manufacturing segment entered the market. Due to this, the company’s product faced stiff competition and there was a steady decline in the sales of Amanda. This resulted in a decline in demand of the parent plant for the products manufactured at Agra. The parent company which had a total workforce of 16,000 began downsizing and retrenched 10,000 of its employees. The Agra plant which had 1,000 employee strength downsized itself to a total of 500 employees. This plant which was set up anticipating 100% capacity utilization saw itself facing a problem of under utilization of production capacity as only 40% of the capacity could be utilized. The Agra plant being a feeder plant found itself in a loss making situation where it became difficult to recover its fixed overheads. At around this time, the Indian economy too was hit by a recessionary phase and there was an overall decline in demand in the passenger car segment. The Agra plant started considering ways to get itself out of the loss making situation.
The plant has been recording a loss and although it has paid back the IFC loan, it has been unable to pay back the Indian financial institutions as a result of which it was unable to get any further funding from them. In 1999, one of its competitors Ford Company Ltd. Approach the plant with a proposal for using the unutilized capacity. The proposal was that the five C’s namely, cylinder block, cylinder head, crank shaft, cam shaft and connecting rod which the plant was making for its parent company, would be modified and homolocated for the Ford company cars. This would involve an expense of approximately Rs. 2 crores in terms of general equipment. However, specific equipment and tools would be invested by the Ford Company. In case the arrangement was discontinued at a later date, the Ford Company would take away its equipment. The arrangement would increase capacity utilization of the Agra plant to the extent 

Examination Paper of Risk Management 
IIBM Institute of Business Management 6 

of 5%. The finance manager was seriously considering this proposal and was analyzing the investment decision on the basis of Accounting Rate of Return.
Questions:
1. Evaluate the company’s investment decision with specific reference to the Agra plant.
2. Had you been the finance manager, would you accept Ford Motors proposal? Why?
3. Do you think the finance manager needs to be concerned about the low depreciation provision? Why?

4. What according to you is the source of finance available to Ramakrishna Motors Ltd in case it is required to finance the Ford proposal for the Agra plant?

END OF SECTION B 

Section C: Applied Theory (30 Marks)
• This section consists of Long Questions.
• Answer all the questions.
• Each question carry 15 marks each.
• Detailed information should from the part of your Answer (Word limit 200 to 250 words)

1. Define “Risk”, Explain types of risk faced by a bank or financial institutions?

2. What is “Credit risk management”? Explain its objectives?

END OF SECTION C 

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Examination Paper of Marketing Management 
IIBM Institute of Business Management 4 

IIBM Institute of Business Management
Examination Paper MM.100
Research Methodology
Section A: Objective Type (30 marks)
• This section consists of Multiple choice questions & Short Answer type questions.
• Answer all the questions.
• Part One questions carry 2 marks each & Part Two questions carry 5 marks each.

Part One:
Multiple Choices:
1. Frame error, chance error and response error are collectively called
a. Total error
b. Non sampling error
c. Sampling error
d. Universal error

2. To determine the size of a class, one can use
a. s = r/(1+3.3 log n)
b. s = r+1/(3.3 log n)
c. s = r+1/3.3 log n
d. There is no specific formula.

3. Holtzman Inkblot test is a modification of
a. Thematic apperception test
b. Rosenzweig test
c. Rorschach test
d. It is not a modification of any other test

4. According to Guttmann, the minimum level of reproducibility required in order to meet the test of unidimentionality.
a. 0.2
b. 0.9
c. 0.7
d. 0.15

5. In before and after with control design, if level of phenomenon before and after treatment in ‘test area’ and ‘control area’ are [a, b] and [c, d] respectively then the ‘Treatment effect’ is given by,
a. (b+a) – (c+d)
b. (b-a) + (c-d)
c. (b-a) - (c-d)
d. (a+c) - (c-d)


Examination Paper of Marketing Management 
IIBM Institute of Business Management 5 

Part Two:
1. What is ‘Sequential sampling’?

2. Explain the ‘Latin Square Design’ used for agricultural research.

3. Write a note on ‘Z – Test’. (One of the parametric test for hypothesis).

4. What are the cautions to be taken on χ2 (chi square) test?

END OF SECTION A
Section B: Caselets (40 marks)
• This section consists of Caselets.
• Answer all the questions.
• Each caselet carries 20 marks.
• Detailed information should form the part of your answer (Word limit 200 to 250 words).

Caselet 1
Swastika Computer System was established in 1981 at Delhi to provide computer training. In 1980s computer education was relatively new in India. Personal computers 286 existed and MS DOS was the operating system. Languages like Basic, Pascal, COBOL, FORTRAN were used in programming. Swastika Computer Systems was established with their support departments namely computer assembly, faculty training and computer servicing department. In the first financial year, it recorded a turnover of Rs 11.5 lakhs. Within a few years of its existence, Swastik Computer System opened its branches in eight major cities of India and had a gross annual turnover of Rs 86 lakhs. The organisation was highly centralized. The head office at Delhi handled all accounts, recruitment, and placement of students and servicing of computers. The Bhopal branch of Swastik Computer Systems was set up in May 1987. The branch was headed by a dynamic branch manager Hemant Gupta. He was a BSc in computers and had previously worked in the data processing department of a manufacturing concern. To establish the Bhopal branch, Hemant Gupta realized the need for making Swastik Computer Systems, Bhopal known to the younger generation. With this in mind he introduced some innovative promotional schemes like offering scholarships to students doing well in the intelligence tests administered by the branch, giving personal computers to students to deposit term fees at their convenience. Hemant Gupta also ensured that teaching standards were high and computers at the branch were well maintained, so a student once enrolled felt that he had made the right decision by joining Swastik Computer Systems. He also made himself available from 8.00 a.m to 7.00 p.m at the branch. Students were free to go to him with their problems, which he took pains to solve. Soon Swastik Computer Systems was one of the leading computer training centres in Bhopal. As the Bhopal branch prospered, the head office at Delhi started taking an active interest in the running of this branch. The Regional Manager who visited Bhopal once a month started making frequent visits. During one of his visits, his attention was drawn to rumors that branch funds were being misappropriated. When the Regional Manager informed the Delhi office about the rumor, a team was sent to the Bhopal Branch to look into the matter. On investigation, the term was convinced that the rumors had some truth in them. It was found that a larger number of students attended the 

Examination Paper of Marketing Management 
IIBM Institute of Business Management 6 

classes than were enrolled. It was felt that this fraud was not possible without the consent of Hemant Gupta, and without any further inquiry a decision was taken to remove him forthwith. Amit Verma who was a senior faculty at Swastik Computer Systems, Delhi was asked to takeover the Bhopal branch as Manager. He was an MCA and had been associated with the organization since its inception. Amit Verma’s appointment at Bhopal was welcomed at the Bhopal branch by both, staff and faculty as he had the reputation of being an easy going person. After he joined the Bhopal, it was observed that Amit Verma, although academically sound, was not an effective administrator. His approach towards staff and faculty was lenient. He was not particular about punctuality and was not available during office hours. This had an adverse effect on faculty in general and classes in particular. Not only did classes suffer but even administrative work was affected. Monthly reports to the head office were not sent on time, as a result requisitions for computer servicing, reading material and funds were unduly delayed. Due to lack of maintenance, computer breakdowns became common, students did not receive their reading material on time and payment of building rent, and telephone bills etc were unnecessarily delayed. The symptoms of deterioration at the Bhopal branch were obvious. The branch which had an annual turnover of Rs 30.7 lakhs fell to Rs. 4 lakhs. As enrollments decreased the head office at Delhi started feeling the pinch. It started delaying transfer of funds to the Bhopal branch. As a result faculty salaries were unduly delayed. The faculty started leaving for greener pastures.
Worried by the number of faculty turnover, the head office started a practice of recruiting only those faculties willing to sign a bond of 3 years. The organization started a practice of taking a deposit of Rupees 5000 from the joining faculty, which would be refunded after 3 years. In case the faculty left before this duration, the deposit stood forfeited. This policy further reduced the quality of faculty joining Swastik Computer Systems, Bhopal.
1. What according to you went wrong at the Bhopal branch?

2. What can be done to revive the Bhopal branch?

Caselet 2
INTRODUCTION
Rohit Jha, a small businessman from Rewa was a man full of ideas, enthusiasm and vision. He started his career with a small stationery business. With zeal to capitalize his business further, and with the desire to echo the voice of the people, he started with newsprint business in 1955. He launched the first six page Hindi newspaper daily, News Update, from Bhopal, capital of Madhya Pradesh. This was the beginning of the success journey. After having a good local response he decided to move further and the next edition was launched at Jabalpur, M.P. in the year 1958. In the expansion process after a decade News Update editions began from Sagar and Faridabad. Surprisingly, Jabalpur was the breadwinner, not Bhopal, though it was the capital city. Till 1983, it was like one of those family businesses. In the same year, Rohit Jha came into the print business as a result of an internal division of the family business, and decided to move on and relaunched the Bhopal edition. All newspapers then were working on sheet-fed machinery; and it became the first paper to get into web offset printing in Bhopal. Soon, the paper became number one in Bhopal, beating Kranti, the then local leader. 

Examination Paper of Marketing Management 
IIBM Institute of Business Management 7 

FIRST MILESTONE
With an objective to grow further a market survey was carried out in the city of Indore, which was developed as a commercial capital and as an educational hub of the Central Indian region. Recognizing it as a strong potential market, the Indore edition was started in 1988, while closing Sagar. At that time in Indore, Lok Satta, a daily Hindi newspaper was enjoying market monopoly. The paper was mainly focusing on national and international news coverage. However, focus on local and regional happenings was ignored. Identifying this as an opportunity. News Update started concentrating on local news and issues of social interest. With continuous market surveys, the paper increased its number of pages and improved upon the quality of printing, designing and contents. By 1995, the paper was Number 2 in Madhya Pradesh. It took three years to break the readership monopoly of Lok Satta and News Update had established a strong foothold in the market by the year 1998. Meanwhile, the Raipur and Bilaspur editions in 1995 and 1997 were launched respectively, but only to register their presence, though there wasn’t enough potential in the Chhatisgarh region. The focus was always Bhopal, Jabalpur and Indore. Between two readership surveys conducted in 1995 and 1998, News Update grew at a rate of 104%, the highest among the top ten newspapers of the country. In Indore, the largest newspaper market of the state, News Update enjoyed a massive 85% share among all Hindi daily readers, of which 56% were sole readers.
GREENER PASTURES
It was in 1999 that the group decided to move beyond the M.P. region. The first option for any Hindi newspaper was Uttar Pradesh (UP), being a Hindi speaking belt. But UP always had No 1 and No 2, and a lot of accompanying clutters. So, the Chairman, Sagar Jha, son of Rohit Jha, visited Rajasthan, which was also a total Hindi state. He found that Awaz was the only Hindi daily having a huge market share in Rajasthan. This was the market where Morris’s Vision had shut down its editions. To take advantage of this opportunity the Sunshine Group made a plan to enter the Udaipur market, which was the first venture outside the state. A market survey on two lakh households was carried, which happened to be the biggest survey conducted by any other newspaper in the country. The survey results found that Vision had closed down because the problem was with the product, but not with the market. It was also identified that 95% of the people in Jaipur were looking for an option and 80% said that their current paper was biased. Among their requirements, they wanted more city news. Keeping the survey results into account they made pre-launch estimates, which was never the norm in the industry. The second round included order booking. They went back to the same households, and briefed them about the summary of the feedback they had collected and the kind of paper, which they decided to come up with. They planned with a target of 75,000 copies for Udaipur edition in December 19, 1999, whereas at that time Awaz was selling around 1,50,000 copies. The key benefit of the survey was it resulted as part of brand-building exercise for the group. The paper was priced competitively at Rs 2.10 if the consumer had an advance booking in that case the paper was given for Rs 1.60 for four months. Awaz was selling at Rs 2.35. once they started procuring the orders, 1,70,000 copies a third machine was bought overnight, for a premium. They finally launched with 1,87,000 copies, all paid, becoming No 1 from day one. Five days later, December 25, 1999, Awaz further reduced the cover price from Rs 2.35 to Rs 1.50. Now, to buy two newspapers, all the customer had to do was to pay only 85 paisa more, and soon the sales touched 2.5 lakh. By the year 2001 they captured Jodhpur, Bikaner, Jaipur and Kota and the fight with Awaz was now on quality parameters.
Meanwhile, after the first victory outside their home-state MP, the management decided to enter northern belt of the country. On May 27, 2001 they moved to Haryana with Panipat and Hisar after carrying out the market survey on 2 lakh households. In the year 2001, three editions – two in Haryana and one in Chandigarh were launched. They planned to cover Himachal with the Chandigarh edition but due to the distance, the distribution was restricted to Simla only. By this 

Examination Paper of Marketing Management 
IIBM Institute of Business Management 8 

time, they started consolidating in terms of quality, systems and resources so that the system could run on its own. However, because of the newsprint price hike, the expansion into Punjab was delayed. News update’s strategy was to build a strong and loyal base of readers. The Rs. 2,000 crore groups had its heart set on Gujarat. Ahmadabad being the commercial capital of Gujarat had a high standard of living and literacy rate. As research had been integral to the total marketing effort, the Ahmadabad launch was carried through an elaborate consumer contact program and in this regard a door-to-door survey was conducted. Ten lac plus households in Ahmadabad and 5 lakh households in the upcountry districts like Mehsana and Anand were called on in the month of October 2004. The key findings of the survey were that 90% of the people wanted an unbiased newspaper. In spite of the strong presence of four major competitors. The Sunshine Group launched News Ahead, a12-page Gujarati daily newspaper, on December 22, 2004 with a confirmed circulation of 542,151 copies. With launch of the same the group was able to overcome the language barrier. It saw a frenzy of activities in otherwise dormant Gujarat Newspaper market. News Ahead was competitively priced at Rs 1.60 compared to Rs 2 cover price of the other competitors prevalent in the market. The paper was accompanied by a feature supplement every day of the week. The group in its expansion mode had set up full-fledge state of the art printing press at Anand. In its promotional programs in Gujarati, the group started printing the coupons on the newspaper and collection of prescribed number made one eligible to prizes. Besides the fixed prizes on deposit of coupons, there was a lottery at the end of month, in which attractive prizes like scooters, television, home appliances etc. were given. In the year 2004, News Ahead was launched in Washington, USA with the objective to cater the needs of Gujarati community residing there and with they entered the global market.
NEW HORIZONS
News Update in Indore had achieved the heights of popularity as the market share increased from 20% in the year 1991 to 80% by the year 2004. They enjoyed the market monopoly as they kept on adding various supplements for different age groups, after carrying sequential market surveys. In this regard they started a career, Bulletin, Career Guide for youth; Bal Dunia, fortnight magazine for children; Guldasta, weekly supplement for women; Colour, Saturday Supplement; Inderdhanush, Sunday supplement, and daily supplement City Update, which focused on issues related specifically to Indore city. They sponsored various events like career fares, deliberations of religious gurus, quiz, game shows, etc. As a part of the corporate social responsibility they started a senior citizen club. Adarsh the centre for cultural activities was also promoted by the group and the fund generated by it was donated from time to time for natural calamities. As proving its mettle amongst Hindi dailies the group realized that they weren’t able to grow in English until and unless they have an editorial and marketing network across the country. Taking it as a challenge, Sunshine Group decided to collaborate with Sanchar Tele network and launched an outdoor campaign of Rs 80 crore in Mumbai. As Mumbai was cosmopolitan and the biggest commercial city of the country, it plastered Mumbai with 300 hoardings and 700 kiosks with advertisements, and mounted a campaign on FM radio stations too. The group used its time-tested strategy of resorting to consumer research on the kind of paper the city wants. The trained team surveyed 15 lakh households and 300,000 traders in Mumbai to understand what they expected of a newspaper. And finally they launched First News in first week of December 2005, where giant English dailies had an established market presence.
THE ROAD AHEAD
The group also harboured long-term ambitions of launching a financial daily magazine in English in order parts of the country depending upon the success of the First News as it had printing press in several towns and cities countrywide, which would only add a little operational cost to the group. Simultaneously, the group diversified in various unrelated categories like textiles, FMCG, oil, pharmaceutical, electronic media and educational institutions. The group had also placed equity 

Examination Paper of Marketing Management 
IIBM Institute of Business Management 9 

privately to rise between Rs 350 crore and Rs. 400 crore. The money was to be used for the diversification into television in Punjab and to launch more editions of the Hindi newspaper countrywide. But the biggest challenge they would face may come not from within their own English language newspaper fraternity but from aggressive Hindi newspaper groups. They had started to factory beyond their traditional Hindi print businesses to new media business. On the other hand, Rs 700 crore Agra-based Chetna Prakashan Group, which publishes Janta, too had started diversifying into several new areas. It had chalked out plans for forays into television. The group had already launched a Hindi news channel and had decided to venture into News Update group’s home turf Madhya Pradesh. According to Nitin Jha, Director Marketing, Sunshine Group, they wanted to be a media group of worldwide recognition in the next five years with systems, writing style, operations which ought to be world class. Circulation was a big parameter to grow worldwide. With a market of Rs. 3,500 crores they had covered eight status and one Union Territory and presently had a customer base of 3 crores the globe, which had fetched them the number two position in the world newsprint market. However, increase in cost of newsprint and the cost factors were holding back the expansion procedure and only the means of revenue generation was through advertisement.
1. Comment on the strategies adopted by News Update for encroaching upon the Indore market.

2. Keeping in account the future competition, suggest strategies to Sunshine Group to overcome the problem of increasing newsprint cost.

END OF SECTION B
Section C: Applied Theory (30 marks)
• This section consists of Long answer type Questions.
• Answer all the questions.
• Each question carries 15 marks.
• Detailed information should form the part of your answer (Word limit 150 to 200 words).

1. “The analysis of time series is done to understand the dynamic conditions for achieving the short-term and long-term goals of business firms.” Discuss.

2. “Scaling describes the procedures by which numbers are assigned to various degrees of opinion, attitude and other concepts.” Discuss. Also point out the bases for scale classification.

END OF SECTION C
S-2-301012 

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Examination Paper: Energy Management
IIBM Institute of Business Management 5
IIBM Institute of Business Management
Examination Paper MM.100
Renewable Energy
Section A: Objective Type (30 Marks)
•This section consists of Multiple Choices/Fill in the blanks and Short notes type Questions.
•Answer all the questions.
•Part One carry 1 mark each and Part Two questions carry 5 marks each.
Part One:
1. Which of the following works as the promotional and financial arm of the Ministry?
a. DNES
b. SSSNIRE
c. IREDA
d. MNES
2. _________________ is a research that focus on producing more energy than consumed by
combining highly efficient design in fuel – cell.
a. Zero Energy Building
b. Hydrogen Technology
c. Nano Technology
d. LED Development
3. MNES has been promoting RD & D to tap the energy namely:
a. Biomass
b. Solar Air Heating
c. SPV Power Plant
d. Hydrogen Energy
4. India is the fifth largest producer of ______________ in the world with power generation
capacity of 126MV:
a. Wind Power Energy
b. Small Hydro Power
c. Ocean Energy
d. Biomass Power
5. WEA stands for _________________________.
6. MNES stands for ________________________________________.
7. It is only possible when biogas from fodder grasses without going through the bullock route:
a. Fodder – Biogas – Engine
b. Fodder – Bullock
c. Wood – Producer Gas – Engine
d. Bullock – Biogas – Fodder
Examination Paper: Energy Management
IIBM Institute of Business Management 6
8. NABARD is providing the facility of automatic refinancing to banks as an:
a. Incentive for Solar Photovoltaic’s
b. Incentive for Biogas
c. Incentive for Solar Thermal
d. Incentive for Small Hydro Power
9. Give any two objectives of Cost Management System?
10. Uncertain technological track record is which of the following barrier in Solar Power
Development:
a. Market Related
b. Institutional
c. Economical & Technological
d. Ecological
Part Two:
1 Write a short note on ‘Wind Turbine System’.
2. Describe some policies of Small Scale Industries.
3. Write a short note on ‘Small Hydro Power? State its investment opportunities.
4. What are the problems in Renewal Energy Sources?
Section B: Caselets (40 Marks)
•This section consists of Caselets.
•Answer all the questions.
•Each Caselet carries 20 marks.
•Detailed information should form the part of your answer (Word limit 150 to 200 Words)
Caselet 1
This a truly a ambitious project and a showpiece of co-operation between the state Government of
Rajasthan, the Government of India, the World Bank and the Government of Germany getting together to
strike a blow to renewable energy.
The project in question is a 140 MW Integrated Solar Combined Cycle (ISCC) power plant with a solar
component of 35 MW and a combined cycle power plant of 105 MW in Jodhpur district in Rajasthan. The
combined cycle plant will use naphtha as the fuel, and a back-up plant of 35 MW will also lend a helping
hand when the sun is not shining.
The total cost of the project works out to eight hundred and seventy-one crores rupees- a hefty capital cost
of six crore thirty lakh rupees per MW while a stand-alone naphtha based plant will cost less than four
crore rupees a MW. The trick here is how the project is being financed to make it viable.
END OF SECTION A
Examination Paper: Energy Management
IIBM Institute of Business Management 7
•The Government of India will provide a grant of fifty crore rupees.
•The Government of Rajasthan will pitch in with an equity contribution of fifty crore rupees and a
loan component of two hundred crore rupees.
•The World Bank through its Global Environment Facility will grant US dollars 49 million or two
hundred and thirty-five crore rupees.
•The Government of Germany will add a “cheap” long-term loan of twenty-five crore Deutsche
Marks or five hundred crore rupees.
Total “aid” in terms of grants and easy loan works out to close to one thousand crore rupees for an eight
hundred and seventy-one crore rupee project!
Most of the time, the “green” and “clean” showcase project will be running on naphtha, a dirty oil based
fuel, which negates all that green activists stand for. That is simply because the sunlight won’t be around
at the convenience of green activists. Of course, economists would be more concerned with the
opportunity cost of using one lakh seventy thousand tones each year of naphtha in this “solar” energy
project!
Question:
1. How to Generate Solar Energy using Naptha? Explain.
Caselet 2
Energy plays a vital role in our day to day life. Energy consumption and production affect the local and
global environment. Energy is mainly produced from fossil fuels and a sustainable development in the
production of energy is a situation in which the future does not get harmed in any way. However, the use
of fossil fuels will not help promote this much – longed – for sustainable development as fossil fuels
when burned release a lot of energy into the atmosphere, which may lead to environmental damage.
The sustainable energy sources must be tapped to change the energy pattern used by the consumers, for
which renewal energy sources like wind, sunlight and water need to be tapped and stored. The use of
renewable energy is cleaner and safer for the environment. Various countries have started taking
initiatives in building sustainable renewal energy resources, thereby, throwing open employment to the
youth.
The adoption of renewable energy resources is difficult in poor countries due to lack of education, or
inaccessibility of technology, or lack of institutional capacity for promoting renewable energy or lastly
due to high financial costs. The environment of the youth can be roped in for the task of developing
renewable resources after necessary coaching. Empowering the youth will help to reach a wider spectrum
of the community in the development process of renewable energy resources.
The environment of the youth in such enterprises will tackle not only the issue of youth unemployment
but will also promote environmentally sustainable renewable energy development. The rural youth need a
conducive environment for the successful and continued implementation of renewable energy projects. In
order to remote off –grid renewable energy, close and continuous engagement with local community
members is essential. Thus, if the stakeholders are the ones who are developing and operating these
enterprises, it will ensure viability, sustainability and effective operation in these enterprises.
Examination Paper: Energy Management
IIBM Institute of Business Management 8
The various renewable energy technologies available are not cost – effective and technically viable.
However, most forms of renewable energy still have a significant way to go. The implementation of
renewable energy projects can deliver clear benefits to developing countries provided they use efficient
technologies. In this case, the technical know – how is invariably transferred from the experienced and
developing countries to most of the less developed or developing countries.
Questions:
1. What is Renewable Energy and state the Sustainable Development to it?
2. How could renewable energy help in providing opportunities to the youth?
3. Write a note on ‘Adoption of Renewable Energy’.
4. What are the issues in harnessing Renewable Energy?
\
Section C: Applied Theory (30 Marks)
•This section consists of Applied Theory Questions.
•Answer all the questions.
•Each question carries 10 marks.
•Detailed information should form the part of your answer (Word limit 200 to 250 Words)
1. Write the key features of Renewable Energy Technologies.
2. Give the Pros & Cons of Solar Power.
3. State the issues involved in mainstreaming of Renewables.
S-2-210311
END OF SECTION B
END OF SECTION C

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IIBM Institute of Business Management
Examination Paper MM.100
Research Methodology
Section A: Objective Type
Multiple Choices:
1. Research is an art of _________ investigation
a. Technological
b. Scientific
c. Political
d. None of the above
2. Exploratory research is flexible and very ________ research
a. Variable
b. Visuals
c. Versatile
d. None of the above
………………….
10. Chi – square is an important ______ test
a. Parametric
b. Probability
c. Non – parametric
d. None the above
Part Two:
1. What is ‘Sequential sampling’?
……………………..
4. What are the cautions to be taken on χ2 (chi square) test?
Section B: Case lets
Case let 1
Swastika Computer System was established in 1981 at Delhi to provide computer training. In 1980s computer education was relatively new in India. Personal computers 286 existed and MS DOS was the operating system. Languages like Basic, Pascal, COBOL, FORTRAN were used in programming.
Swastika Computer Systems was established with their support departments namely computer assembly, faculty training and computer servicing department. In the first financial year, it recorded a turnover of Rs 11.5 lakhs. Within a few years of its existence, Swastik Computer System opened its
………………………….
1. What according to you went wrong at the Bhopal branch?
2. What can be done to revive the Bhopal branch?
Case let 2
Mind tree which was founded in 1999 in India by a group of IT professionals who wanted to chart a somewhat distinctive path. Today, it has a top line of $269 million and is rated as one of the most promising mid-sized IT services companies. Creditable as that is, Mind Tree does not want to be just that. There is an element of serendipity about what it has been doing over the last year. In 2008, it designated one of its founders Subroto Bagchi ‘Gardener’, a gimmicky signal, intended to declare
………………………….
1. What do you analyse as the main reason behind the success of Mind tree?
2. Do you think that redefining the mission statement shows the lacunae on the part of the founder members of an organization? Why?
Section C: Applied Theory
1. What are the various methods of collecting statistical data? Explain in brief their merits and demerits.
2. What do mean by Research design. What are basic types of research design?

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IIBM Institute of Business Management
Examination Paper MM.100
Renewable Energy
Section A: Objective Type (30 Marks)
• This section consists of Multiple Choice Questions and Short Questions
• Answer all the questions
• Part one carry 1 mark each and Part Two questions carry 5 marks each.

Part One:
1. Which of the following is not the non-solar renewable?

a. Tidal energy c. Geothermal energy
b. Bio-energy d. All of these

2. The component of the aerodynamics of wind turbines that is in line with the direction of the air stream known as-.

a. Drag force c. Lift force
b. Harnessing force d. None of these

3. Wind turbines that can harness wind from any direction without the need to reposition the rotor when the wind the wind direction change is called-

a. Horizontal axis wind turbine c. Both a & b
b. Vertical axis wind turbines d. None of these

4. Which of the following is the floating devices-

a. Duck c. Both a & b
b. Clam d. Oscillating water column

5. WECS stands for _________________________

6. OWC stands for ________________________________________

7. Which of the following is the low-temperature solar energy applications-

a. Domestic water heating c. Active solar heating
b. Domestic space heating d. Both a & b

8. OTEC stands for ___________

9. SSH stands for ___________

10. Which of the following provide electricity for remote houses, farms and remote communities, and for charging batteries on boats is known as-


Examination Paper of Energy Management 
IIBM Institute of Business Management 6 

a. Small scale hydroelectricity c. Small-scale systems
b. Small-scale turbines d. Small-scale industries

Part Two:
1. Write a short note on ‘Wind Turbine’?

2. Discuss the varieties of solar heating system.

3. Explain the Physical principles of wave energy?

4. What is the small-scale hydroelectricity?

END OF SECTION A 

Section B: Caselets (40 Marks)
• This section consists of Caselets
• Answer all the questions
• Each Caselet carries 20 marks each.
• Detailed information should form the part of your answer (Word limit 150 to 200 Words)

Caselet 1
This a truly a ambitious project and a showpiece of co-operation between the state Government of Rajasthan, the Government of India, the World Bank and the Government of Germany getting together to strike a blow to renewable energy.
The project in question is a 140 MW Integrated Solar Combined Cycle (ISCC) power plant with a solar component of 35 MW and a combined cycle power plant of 105 MW in Jodhpur district in Rajasthan. The combined cycle plant will use naphtha as the fuel, and a back-up plant of 35 MW will also lend a helping hand when the sun is not shining.
The total cost of the project works out to eight hundred and seventy-one crore rupees- a hefty capital cost of six crore thirty lakh rupees per MW while a stand-alone naphtha based plant will cost less than four crore rupees a MW. The trick here is how the project is being financed to make it viable.
• The Government of India will provide a grant of fifty crore rupees.
• The Government of Rajasthan will pitch in with an equity contribution of fifty crore rupees and a loan component of two hundred crore rupees.
• The World Bank through its Global Environment Facility will grant US dollars 49 million or two hundred and thirty-five crore rupees.
• The Government of Germany will add a “cheap” long-term loan of twenty-five crore Deutsche Marks or five hundred crore rupees.


Examination Paper of Energy Management 
IIBM Institute of Business Management 7 

Total “aid” in terms of grants and easy loan works out to close to one thousand crore rupees for an eight hundred and seventy-one crore rupee project!
Most of the time, the “green” and “clean” showcase project will be running on naphtha, a dirty oil based fuel, which negates all that green activists stand for. That is simply because the sunlight won’t be around at the convenience of green activists. Of course, economists would be more concerned with the opportunity cost of using one lakh seventy thousand tones each year of naphtha in this “solar” energy project!
Required
Q 1. How to Generate Solar Energy using Naptha? Explain?
Caselet 2
Energy plays a vital role in our day to day life. Energy consumption and production affect the local and global environment. Energy is mainly produced from fossil fuels and a sustainable development in the production of energy is a situation in which the future does not get harmed in any way. However, the use of fossil fuels will not help promote this much – longed – for sustainable development as fossil fuels when burned release a lot of energy into the atmosphere, which may lead to environmental damage.
The sustainable energy sources must be tapped to change the energy pattern used by the consumers, for which renewal energy sources like wind, sunlight and water need to be tapped and stored. The use of renewable energy is cleaner and safer for the environment. Various countries have started taking initiatives in building sustainable renewal energy resources, thereby, throwing open employment to the youth.
The adoption of renewable energy resources is difficult in poor countries due to lack of education, or inaccessibility of technology, or lack of institutional capacity for promoting renewable energy or lastly due to high financial costs. The environment of the youth can be roped in for the task of developing renewable resources after necessary coaching. Empowering the youth will help to reach a wider spectrum of the community in the development process of renewable energy resources.
The environment of the youth in such enterprises will tackle not only the issue of youth unemployment but will also promote environmentally sustainable renewable energy development. The rural youth need a conducive environment for the successful and continued implementation of renewable energy projects. In order to remote off –grid renewable energy, close and continuous engagement with local community members is essential. Thus, if the stakeholders are the ones who are developing and operating these enterprises, it will ensure viability, sustainability and effective operation in these enterprises.
The various renewable energy technologies available are not cost – effective and technically viable. However, most forms of renewable energy still have a significant way to go. The implementation of renewable energy projects can deliver clear benefits to developing countries provided they use efficient technologies. In this case, the technical know – how is invariably transferred from the experienced and developing countries to most of the less developed or developing countries.
Questions
Q 1. What is Renewable Energy and state the Sustainable Development to it?
Q2. How could renewable energy help in providing opportunities to the youth? 

Examination Paper of Energy Management 
IIBM Institute of Business Management 8 

Q3. Write a note on ‘Adoption of Renewable Energy’?
Q4. What are the issues in harnessing Renewable Energy?
END OF SECTION B 

\
Section C: Applied Theory (30 Marks)
• This section consists of Long Questions
• Answer all the questions
• Each question carries 15 marks each.
• Detailed information should form the part of your answer (Word limit 200 to 250 Words)

1. Define Photovoltaic’s (PV). Explain its basic principles of silicon PV?

2. What is wave energy? Discuss the environmental impact of wave energy?

END OF SECTION C 

S-2-311012 

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IIBM Institute of Business Management
Examination Paper MM.100
Quality Control
Section A: Objective Type (30 marks)
•This section consists of Multiple choices/Fill in the blanks & Short Answer type questions.
•Answer all the questions.
•Part One questions carries 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple Choices:
1. A curve that shows the amount inspected by both the consumer and the producer for different
percent nonconforming values.
a. ASN curve
b. ATI curve
c. AOQ curve
d. None of the above
2. The producer’s risk is represented by the symbols:
a. Alpha
b. Beta
c. Gamma
d. None of the above
3. The International Committee of Weights and Measures revised the metric system in:
a. 1970
b. 1960
c. 1950
d. 1999
4. ASRS stands for……………………………………………………………………..
5. A recent survey of retail customers by the ……………………………………………..
6. A cause-and-effect diagram was developed by ………………………………………
7. Variables that exhibit gaps are called ………………………………
8. How many techniques used to discard data?
a. One
b. Two
c. Three
d. None of the above
Examination Paper: Quality Management
IIBM Institute of Business Management 8
9. Deviation charts are also called:
a. Difference chart
b. Nominal chart
c. Target chart
d. All of the above
10. Dodge-Romig Tables developed by:
a. H.F. Dodge
b. H.G. Romig
c. H.K. Fleming
d. Both (a) & (b)
Part Two:
1. Write short note on “Group Chart”.
2. What is “Measures of Dispersion”?
3. What is “Collection of Data”?
4. Write short note on “Binomial Probability Distribution”.
END OF SECTION A
Section B: Caselets (40 marks)
•This section consists of Caselets.
•Answer all the questions.
•Each Caselet carries 20 marks.
•Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
It is 7:00 a.m. and the siren sounds high at Kandivli (a suburb of North Mumbai) plant of Mahindra &
Mahindra’s (M&M) Tractor division, signaling the starting time of the morning shift. Hardly any
workers have turned up. Reporting late on duty is a norm for the workers here. Seldom does the
morning shift start before 7:30 a.m. During the day shift, it was an ominous scene to find workers
stretching out under the trees and relaxing during the working hours. The union leaders hung around
the factory without doing any work at all. A few days back, the workers in the night shift had beaten
up a milkman for creating a lot of noise in the week hours of the morning and thus, disturbing their
sleep during their working hours. Things were worse at the other plant of M&M in Nagpur. But this
was all in the 1980s. M&M has come a long way since then – it has won the most coveted Deming
prize for quality, and started a farming equipment assembling plant in the U.S.A. After the huge
success there, the company opened a second assembly plant and a distribution centre in Georgia.
Now, the company is in the process of establishing assembling units in Canada to locally produce and
market a range of low horsepower cab tractors with features such as AC heater (keeping in view the
cold weather conditions for the farmers there), personal stereo, and even a sun roof. It has also
acquired Jiangling Tractors in China, which it would use to develop low cost products suited to
Examination Paper: Quality Management
IIBM Institute of Business Management 9
plough deeper into the US farm equipment market. Now, the fourth largest tractor company in the
world, M&M, has four tractor plants in India (Mumbai, Nagpur, Rudrapur in Uttranchal, and Jaipur).
It has been maintaining its market leadership for the past two decades. During the late 1980s, the
company tried to apply TQM concepts such as quality circles without getting any success. M&M was
the market leader in the tractors segment at that time, but in view of the looming multinational threat
in the near future, its internal situation was very fragile. During 1990-94, the company started the use
of the statistical process control and tried to perform business process reengineering. Its journey
towards the Deeming prize was initiated in 1994, with the appointment of Prof. Yasutoshi Washio, a
Japanese expert, in the implementation of the Deeming guidelines. The same year, the company was
rechristened M&M Farm Equipment Sector (FES).
Initially, Prof. Washio was skeptical about the Indian companies and workers. He felt that the
Indian companies are more like the American companies, which feel that results are important. On the
other hand, for the Japanese, the process is more important. Moreover, he had serious doubts about
the attitude of the Indian workers with respect to teamwork – a Deeming prerequisite – as he felt that
Indian were individualistic. He has proved wrong by the M&M workers. In his own words, ‘The
Indians can be good team workers, much better than the young in Japan today and, in that sense,
perhaps, Deeming is better suited to Indian companies’. In the initial few years of interaction with the
management of FES, Washio found himself isolated due to disagreements on various fronts. Washio
had major difficulties in making most of the Indian companies understand the importance of
implementation over creating a perfect framework. In his own words, ‘Indians are very good with
framework and the big picture, but are poor with implementation. The kaizen is weak.’ Kaizen means
gradual, orderly, and continuous improvement in work processes. It took a while for Washio to make
the FES personnel understand that good kaizen hinges on implementation, so there is no need to
spend too much time creating a perfect framework. Once you start implementing these, the rest will
happen automatically. The FES created a team to implement the team to implementing the Deeming
guidelines. The team identified eleven key areas to be fulfilled:
1. Top management leadership and involvement
2. Creating and maintaining TQM frameworks
3. Quality assurance
4. Management system
5. Human resource development
6. Effective utilization of resources
7. Understanding TQM concepts and value
8. Use of scientific method
9. Organizational power
10. Relationship with stakeholders
11. Enabling the unique TQM activities
In addition, there is another Deming must-do: eliminate dependence on inspection to achieve quality
by building quality into the product in the first place. The system at FES earlier was that at the end of
the assembly process or at the customer’s place, there used to be a final inspection. If a product
showed serious flaws then, it was sent again to the shop floor. This wasted a lot of time and effort,
and it did not add to the improvement in the quality of the manufactured product. In order to change
this system, computers were installed on the shop floor for showing the standard operating procedure
(SOP) of a particular process to make the workers understand the various steps in a process. This
reduces the chances of human error and acts as a natural check. At the end of every complete process,
a check is performed by a trained worker, who also follows an SOP. Employee involvement is the
first step in ensuring the success of any quality initiative. At FES, the workers would dictate terms to
the shift supervisor by saying that they would not do different tasks on many machines. The
management took time to conceive them by giving them examples such as: if your wife can do
Examination Paper: Quality Management
IIBM Institute of Business Management 10
multiple tasks of cleaning the house, feeding the children, and washing the cloths, why can’t you do
the same? The workers were explained the multinational threats looming large. They were told that, if
they did not mend their ways, the company might shut down the factory, or even worse, a
multinational may take it over and would invariably lay off all the problem creating workers.
Examples of companies shut down in Mumbai due to the changed scenario were given. The entire
programme was termed ‘Ashwamedh’ and analogies were drawn from mythology and the current
competitive situation. This brought a complete transformation in the workforce that was now willing
to perform multiple tasks, double their productivity, and maintain shift discipline by reporting on
time. The workers were informed by the management about every difficulty faced by the company in
beating the competition in the market place. Some of the workers were sent with the marketing staff
to meet the farmers using the company’s product and facing problems. This was called ‘Operation
Hamla’. The workers came back chastised and sobered when they realized that a small mistake on the
shop floor could cost a farmer his season’s crop. The company even sent some of the union leaders
for short training courses in the USA and UK.
This sustained effort on part of the company has paid rich dividends. Costs are down by 15% and
the market share has risen by one percent to 27.3% (10% higher than its closest competitor), despite
an overall decline in the tractor demands. The break-even point for a new model of a tractor has
decreased to 30,000 -32,000 from the 54,000 tractors three years ago. The worker productivity levels
have increased by 100%. Tractor exports from the company have increased 100% over the past 10
years, with 70% to the USA alone. The quality of tractors has improved drastically with the number
of complaints per 1000 tractors dropping from 228 to 90. The rejection rate for components bought
from vendors, rejection and rework in machining, and rejection at final testing have all been brought
down to near zero levels. FES has introduced 15 new models in accordance with the requirements in
the international markets. The journey to world-class quality is not over yet. The company now aims
at matching the world benchmarks in productivity and quality to establish a cost leadership in the
Indian industry.
Questions:
1. If you were a part of the top management at M&M FES, how would you have involved the
workers in the Deming programme?
2. Do you think that M&M FES has a strategic quality management system in place?
Caselet 2
In 1965, a Yale University undergraduate student Frederick W. Smith wrote a term paper about the
passenger route systems used by most airfreight shippers, which he viewed as economically
inadequate. Smith wrote of the need for shippers to have a system designed specifically for airfreight
that could accommodate time sensitive shipments such as medicines, computer parts, and electronics.
In August 1971, following a stint in the military, Smith bought controlling interest in Arkansas. While
operating his new firm, Smith identified the tremendous difficulty in getting packages and other
airfreight delivered within 1 – 2 days. This dilemma motivated him to do the necessary research for
resolving the inefficient distribution system. Thus, the idea for Federal Express was born – a company
that revolutionized global business practices and now defines speed and reliability. Federal Express
was so named due to the patriotic meaning associated with the word ‘federal’, which suggested an
interest in nationwide economic activity. At that time, Smith hoped to obtain a contract with the
Federal Reserve Bank and, although the proposal was denied, he believed the name was a particularly
good one for attracting public attention and maintaining name recognition.
Examination Paper: Quality Management
IIBM Institute of Business Management 11
Company Growth
Though the company did not show a profit until July 1975, it soon became the premier carrier of
high-priority goods in the marketplace and the standard setter for the industry it established. In the
mid-1970s, Federal Express took a leading role in lobbying for air cargo deregulation that finally
came in 1977. These changes allowed Federal Express to use larger aircraft (such as Boeing 727s and
McDonnell-Douglas DC-10s) and spurred the company’s rapid growth. Today FedEx express has the
world’s largest all-cargo air fleet, including McDonnell-Douglas MD-11s and Airbus A-300s and A-
310s. The planes have a total daily lift capacity of more than 26.5 million pounds. In a 24-hour
period, the fleet travels nearly 500,000 miles while its couriers log 2.5 million miles a day- the
equivalent of 100 trips around the earth. The company entered its maturing phase in the first half of
the 1980s. Federal Express was well established. Competitors were trying to catch up with a company
whose growth rate was compounding at about 40% annually. In the fiscal year 1983, Federal Express
reported $1 billion in revenues, making American business history as the first company to reach that
financial hallmark inside 10 years of start-up without mergers or acquisitions.
Overseas Expansion
Following the first several international acquisitions, intercontinental operations began in 1984 with
service to Europe and Asia. The following year, FedEx marked its first regularly scheduled flight to
Europe. In 1988, the company initiated direct-scheduled cargo service to Japan. The acquisition of
Tiger International, Inc. occurred in February 1989. With the integration of the Flying Tigers network
on 7 August 1989, the company became the world’s largest full-service, All-cargo Airline, Included
in the acquisition were route to 21 countries, a fleet of Boeing 747 and 727 aircraft, facilities
throughout the world, and Tigers’ expertise in international airfreight. Federal Express obtained
authority to serve China through a 1995 acquisition from evergreen International Airlines. Under this
authority, Federal Express became the sole US-based, All-cargo carrier with aviation rights to the
world’s most populous nation. Since then, the company’s global reach has continued to expand,
resulting in an unsurpassed worldwide network. FedEx Express today delivers to customers in more
than 210 countries.
Evolving Identify
The first evolution of the company’s corporate identify came in 1994 when Federal Express officially
adopted ‘FedEx’ as its primary brand, taking a cue from its customers, who frequently referred to the
company by the shortened name. By that time, customers used the term as a verb, meaning, ‘to send
an overnight shipment’. It did not take long for the meaning to catch on, and today it is common
terminology to ‘FedEx’ a package. The second evolution came in 2000 when the company was
renamed ‘FedEx Express’ to reflect its position in the overall FedEx Corporation portfolio of services.
This also signified the expanding breadth of FedEx Express – specific service offerings as well as a
FedEx that was no longer just overnight delivery.
FedEx Firsts
Throughout its existence, FedEx has amassed an impressive list of ‘firsts’, most notably for leading
the industry in introducing new services for customers. Federal Express originated the Overnight
Letter and was
•the first transportation company dedicated to overnight package delivery,
•the first to offer next-day delivery by 10:30 a.m.,
•the first to offer Saturday delivery,
•the first express company to offer time define service for freight, and
•the first in the industry with money-back guarantees and free proof of performance – services that
now extend to its worldwide network.
Examination Paper: Quality Management
IIBM Institute of Business Management 12
Being a ‘first’ company resulted in many firsts for awards and honors, too. In 1990, Federal Express
became the first company to win the Malcolm Baldrige National Quality Award in the service
Category. It also received ISO 9001 registration for all of its worldwide operations in 1994, making in
the first global express transportation company to receive simultaneous system-wide certification.
Today, FedEx Express is the largest operating company in the FedEx family, handling about 3.2
million packages and documents every business day.
People-Service-Profit
Federal Express’s ‘people-service-profit’ philosophy guides management policies and actions. The
company has a well-developed and thoroughly deployed management evaluation system called SFA
(survey/feedback/action), which involves a survey of employees, analysis of each work group’s
results by the work group’s manager, and a discussion between the manager and the work group to
develop written action plans for the manager to improve and become more effective. Data from the
SFA process are aggregated at all levels of the organization for use in policymaking. Training of
front-line personnel is a responsibility of managers and ‘recurrency training’ is a widely used
instrument for improvement. Teams regularly assess training needs and a worldwide staff of training
professionals devices programs to address those needs. To aid these efforts, Federal Express has
developed an interactive video system for employee instruction.
An internal television network, accessible throughout the company, also serves as an important
avenue for employee education. Consistently included in listings of the best US companies to work
for, Federal Express has a ‘no lay-off’ philosophy, and its ‘guaranteed fair treatment procedure’ for
handling employee grievances is used as a model by firms in many industries. Employees can
participate in a program to qualify front-line workers for management positions. In addition, Federal
Express has a well-developed recognition program for team and individual contributions to company
performance. Over the last five years, at least 91% of the employees responded that they were ‘proud
to work for Federal Express’.
Service Quality Indicators
To spur progress toward its ultimate target of 100% customer satisfaction, Federal Express recently
replaced its old measure of quality performance-percent of on-time deliveries – with a 12 component
index that comprehensively describes how customers view its performance. Each item in the service
quality indicator (SQI) is weighted to reflect how significantly it affects the overall customer
satisfaction. Performance data are gathered with the company’s advanced computer and tracking
systems, including the Super Tracker, a hand-held computer used for scanning a shipment’s bar code
every time a package changes hands between pick-up and delivery. Rapid analysis of data from the
firm’s far-flung operations yields daily SQI reports transmitted to workers at all Federal Express sites.
The management meets daily to discuss the previous day’s performance and tracks weekly, monthly,
and annual trends. Analysis of data contained in the company’s more than 30 major database assist
the quality action teams (QATs) in locating the root causes of problems that surface in SQI reviews.
Extensive customer and internal data are used by cross-functional teams involved in the company’s
new product introduction process. To reach its aggressive quality goals, the company has set up one
cross-functional team for each service component in the SQI. A senior executive heads each team and
assures the involvement of front line employees, support personnel, and managers from all parts of
the corporation when needed. Two of these corporate-wide teams have a network of over 1,000
employees working on improvements. The SQI measurements are directly linked to the corporate
planning process, which begins with the CEO and the COO and an executive planning committee.
Service quality indicators from the basis on which corporative executives are evaluated. Individual
performance objectives are established and monitored. Executives’ bonuses rest upon the
performance of the whole corporation in meeting performance improvement goals. In the annual
employee survey, if employees do not rate management leadership at least as high as they rated them
the year before, no executive receives a year-end bonus. Employees are encouraged to be innovative
Examination Paper: Quality Management
IIBM Institute of Business Management 13
and to make decisions that advance quality goals. Federal Express provides employees with the
information and technology they need to continuously improve their performance. An example is the
digitally assisted dispatch system (DADS), which communicates to some 30,000 couriers through
screens in their vans. The system enables quick response to pick-up and delivery dispatches and
allows couriers to manage their time and routes with high efficiency. Since 1987, overall customer
satisfaction with Federal Express’s domestic service has averaged better than 95%, and its
international service has rated a satisfaction score of about 94%. In an independently conducted
survey of air-express industry customers, 53% gave Federal Express a perfect score, as compared
with 39% for the next-best competitor. The company has received 195 of nearly 600 businesses and
organizations have visited its facilities.
Questions:
1. What lessons can Indian companies take from FedEx?
2. What are the factors that have gone against India and why did FedEx not start its operations here?
END OF SECTION B
Section C: Practical Problems (30 marks)
•This section consists of Practical Problems.
•Answer all the questions.
•Each question carries 15 marks.
1. An electrician testing the incoming the voltage for a residential house obtains 5 readings: 115,
113, 121, 115, and 116. What is the average?
2. A single sampling plan is desired with a consumer’s risk of 0.10 of accepting 3.0%
nonconforming product and a producer’s risk of 0.05 of not accepting 0.7% nonconforming
product. Select the plan with the lowest sample size.
END OF SECTION C
S-2-210311

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IIBM Institute of Business Management
Examination Paper: Project Management
1
IIBM Institute of Business Management
IIBM Institute of Business Management
Examination Paper MM.100
Project Management
Section A: Objective Type (30 marks)
•This section consists of multiple choices questions and short answer type questions.
•Answer all the questions.
•Part One questions carry 1 mark each and Part Two questions carry 5 marks each.
Part One:
Multiple choices:
1. During _________formal tools and techniques were developed to help and manage large
complex projects.
a. 1950s
b. 1980s
c. 1920s
d. 1990s
2. PERT stands for:
a. Program Evaluation and Reverse Technique
b. Progress Evaluation and Review Technique
c. Program Evaluation and Review Technique
d. None of the above
3. The most basic model of any Operating System is:
a. Project Model
b. Input-output model
c. Output-input model
d. None of the above
4. Overall complexity =
a. Organizational complexity*resource complexity*technical complexity
b. Organizational complexity+technical complexity-resource complexity
c. Technical complexity+resource complexity/organizational complexity
d. Organizational complexity*resource complexity/technical complexity
5. Relevant areas of the APM body of knowledge are:
a. Quality Management
b. Budgeting and cost Management
c. Project Cost Management
d. Both ‘a’ and ‘b’
Examination Paper: Project Management
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IIBM Institute of Business Management
6. Costs associated with the planning process include:
a. Planer’s tools
b. Opportunity cost
c. Planned labour and associated expenses
d. All of the above
7. CPA stands for:
a. Critical Path Analysis
b. Common Path Analysis
c. Critical Path Algorithm
d. Common Problem Analysis
8. The project duration with the normal activity time is ____days.
a. 11
b. 16
c. 17
d. 21
9. The nature of the work organization is important as it:
a. Defines responsibility and authority
b. Outlines reporting arrangements
c. Determines the management overhead
d. All of the above
10. Matrix Management was invented by
a. Mullins
b. Belbin
c. Drucker
d. Frederick Taylor
Part Two:
1. Define ‘Cost Estimating Techniques’.
2. Write a note on ‘Critical Path Analysis’.
3. Differentiate between General Management and Project Management.
4. What is ‘Team Life Cycle’?
END OF SECTION A
Examination Paper: Project Management
3
IIBM Institute of Business Management
Section B: Caselets (40 marks)
•This section consists of Caselets.
•Answer all the questions.
•Each Caselet carries 20 marks.
•Detailed information should form the part of your answer (Word limit 150 to 200 words).
Caselet 1
It’s a Risky Business
Four friends wanted to start a business. After much discussion, they had hit upon the idea of launch a
mail-order toys and games business. They were in the development stage of their business plan and
wanted to be sure that they had been through with their planning. To reinforce this, they had just received
a letter from a group of venture capitalists, agreeing to fund the start up. It concluded its review of their
plan by stating:
The business plan presents a credible opportunity for all involved and we are prepared to approve the
funding request, subject to a risk analysis being carried out on the project to start the business.
The group was stunned-the funding that they had been hoping for was suddenly a reality. Just one thing
stood in their way- that damned risk analysis process.
They started with identifying the key risk elements that could face the business during in start up phase.
They considered the process between the time that they received the funding and day one of trading. What
could possibly go wrong? Lots of things. They brainstormed the possibilities and recorded them. They
then considered the effect that these would have on the project as a whole. The list they generated
prothings going wrong and not enough making sure that the positive steps towards the business opening
were happening. They needed to priorities’ the events. As importantly, what would happen, when they
eventually occurred? Who would be responsible for each of them? On what basis could they rank each
risk, in order to identify the most important risks for which they would develop mitigation and
ownership?
They decided to use a table to show the risk event, the likelihood, the severity and by multiplying the two
providing a risk priority number (RPN). This would the allow ranking of the risk elements. For the three
highest ranked elements, the group then generates a mitigation process with someone in the group taking
ownership of that process.
As can be seen, the top three risks were identified and mitigation tasks put in place to either prevent the
risk event happening or to reduce its effect. The initials of the ‘owners’ of that risk in the last column
show who has agreed to monitor that set of events and ensure that the mitigation is put into place before
the project suffers from that event occurring.
Questions:
1. What further methods could have been used to generate ideas for the identification part of the risk
process?
2. What should happen as the project progresses to manage risk?
Examination Paper: Project Management
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IIBM Institute of Business Management
Caselet 2
Fast-track Product Redevelopment at Instron
Background
Instron designs and manufactures machines for testing the properties of all types of material. One
particular plastic testing instrument has been selling around 250 units per year worldwide. In 1992 at the
height of the recession, with margins being squeezed and sales volume dropping, Instron decided to
redesign the instrument to reduce its cost and make it easier to manufacture.
The Project
Instron began to undertake change in the late 1980s, which included a programme to institute concurrent
new product development. This was accompanied by pressure for cost reduction, the introduction of
manufacturing changes, and the breaking of the firm into business teams.
The team was highly transient and changing environment, there were few restrictions on the way the
redesign project had to be handled. It was one of the first projects in Instron to be run from the beginning
as a concurrent engineering project. A small multi-functional team was formed, consisting of a
manufacturing engineer, a design engineer, a marketing engineer and a draughtsman. The design rief was
to improve the ease of manufacture of the product such tat a cost reduction of 20 percent could be
achieved.
The team was co-located in an area adjacent to the manufacturing facility. Although there was some
initial resistance, the comment was made that ‘they don’t know how they ever worked without it’. The
ease of communication and sharing of ideas became a more natural part of working life.
Adverse Effects
The principles of concurrency were, in general, favorably accepted by departments downstream of the
design process and with some notable exceptions, unfavorably viewed by the design department.
Individuals had concurrency imposed on them in the initial projects selected; be tried out. Senior
management staff was selected as champions of the cause, with the objective of overcoming the resistance
to change that existed. This came in a number of forms:
1. Passive resistance- summarized as ‘don’t show reluctance to apply the new ideas, attend all the
group meetings, nod in agreement, then carry on as before.
2. Active resistance- ‘do what you like, but don’t ask me to do it’
3. Undermining the initiative- through overstating the apparent problems.
They began by carrying out brainstorming sessions with manufacturing engineers, buyers, members of the
shop floor, suppliers and additional design engineers, to find new and innovative ways to improve the
product. The outcome of these investigations was to draw up a list of areas where improvements were
thought possible.
The Benefits Achieved
The results of this team’s action were:
•Cost reduced by 49 percent
•Product range rationalized from 12 to 2 versions
•Unique part count reduced from 141 to 98 and total number of parts reduced from 300 to 189
•Assembly/machining time reduced by 55 percent
•Project completed on time, with last version being released in April 1994.
Once operational, few problems were encountered and those that did occur were minor in nature. The
success was attributed by the firm to two decisions:
•The selection of the right project- one that made it easy to demonstrate concurrency
•The selection of the right people- those who were prepared to be open-minded and have some
enthusiasm for the changes.
The company now views this as a simple project that restored the profitability of an established product
through the use of innovation, ingenuity and new design techniques by the whole concurrent team. What
Examination Paper: Project Management
5
IIBM Institute of Business Management
is also clear is that the product was subject to technical change in only one area- the materials used. The
other benefits have all been due to the approach tat the firm’s management has taken to its new product
development (NPD) Process. The firm felt that the project has been a success and that this method of
working would become an institutionalized methodology.
Questions:
1. Identify the steps the firm took in this project. How did this contribute to the success?
2. How might the main adverse effects be identified?
END OF SECTION B
Section C: Applied Theory (30 marks)
•This section consists of Applied Theory Questions.
•Answer all the questions.
•Each question carries 15 marks.
•Detailed information should form the part of your answer (Word limit 200 to 250 words).
1. What is the role of strategy in Project Management?
2. Identify the different roles that cost, price and profit can play in determining project costs.
END OF SECTION C

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Examination Paper of Semester IV
IIBM Institute of Business Management 1
IIBM Institute of Business Management
Semester-IV Examination Paper MM.100
Production Planning & Control
Section A: Objective Type (30 marks)
This section consists of Multiple Choice questions & Short Answer type questions.
Answer all the questions.
Part one questions carry 1 mark each & Part Two questions carry 5 marks each.
Part One:
Multiple Choices:
1. Buffer inventory is also called
a. Inventory stock
b. Safety stock
c. Transit stock
d. Buffer stock
2. Qualitative forecasting is
a. Intrinsic forecast
b. Forecasts that are generated from information that does not have a well defined analytic
structure
c. Based on random pattern
d. None of the above
3. Approach of Cycle counting in Inventory management in which the inventory item likely to be
low when new items are received
a. Zone system
b. Transaction system
c. Receiver system
d. Negative system
4. Total needed quality on week by basis is
a. Net requirements
b. Gross requirement
c. Master Schedule
d. None of the above
5. Transit inventory is
a. Inventory that is purposely placed between operations to allow them to operate independently
of one another
b. Safety stock
c. Inventory in motion from one activity to another
d. None of the above
Examination Paper of Semester IV
IIBM Institute of Business Management 2
6. Controlling of the actual activity of making a product or delivering a service is
a. Scheduling
b. Production Activity Control
c. The Pull System
d. None of the above
7. Drum-buffer-rope is
a. Shipping time buffer
b. Constraint time buffer
c. Assembly time buffer
d. Scheduling system developed for the theory of constrains and is closely related to a pull
system inherent with lean production
8. A simple visual aid which schedule work according to the priority, but also access the states of all
jobs in order is
a. Total slack
b. Critical ratio
c. Slack per operation
d. Gantt chart
9. Location of each item has its own distinctive location in stockrooms and ware-house
a. Random
b. Zoned random
c. Home base
d. None of the above
10. Economic models for causal forecasting involves
a. Examining of flow of goods and services throughout the entire economy
b. A statistical analysis of various sectors of the economy
c. Gathering of data for individual products
d. None of the above
Part Two:
1. Write a short note on Anticipation inventory?
2. Define “Master production schedule”?
3. Write a short note on Allocation?
4. What do you understand by capacity planning?
END OF SECTION A
Examination Paper of Semester IV
IIBM Institute of Business Management 3
Section B: Caselets (40 marks)
This section consists of Caselets.
Answer all the questions.
Each caselet carries 20 marks.
Detailed information should form the part of your answer (Word limit 200 to 250 words).
Caselet 1
A company has a central warehouse in Chicago that supplies the demand of three branch warehouse:
one in Baltimore, one in New Orleans, and one in Cleveland. The following tables provide the
relevant data:
Warehouse Safety Stock Lead Time Order Quantity On-hand
Baltimore 50 2 periods 350 250
New Orleans 100 1 period 200 150
Cleveland 80 2 periods 500 200
Chicago 200 2 periods 1500 750
Gross requirements on the branch warehouses:
Period 1 2 3 4 5 6 7 8 9
Baltimore 100 80 150 90 100 85 110 120 100
New Orleans 70 65 75 50 90 80 75 80 55
Cleveland 110 90 65 135 85 70 140 100 60
1. Determine DRP records for all four warehouses?
2. What will be the DRP structure for the above four warehouses?
Caselet 2
The Ajay Company has several items they store in inventory. The table below shows the annual
demand and the item cost.
Item Item Cost Annual Usage (# units)
C34 $12 4,000
B99 $23 8,000
V94 $19 5,500
H64 $41 1,200
P77 $72 400
Y12 $62 1,100
R74 $33 1,440
Examination Paper of Semester IV
IIBM Institute of Business Management 4
One additional item, the M22, has a very low usage (300 per year) and a low item cost ($3 per unit),
but has a very long lead time and is often difficult to obtain.
1. How should M22 item be handled and why?
2. Being an inventory manager, what recommendation do you suggest for inventory store of Ajay
Company?
END OF SECTION B
Section C: Applied Theory (30 marks)
This section consists of Long Questions.
Answer all the questions.
Each question carries 15 marks.
Detailed information should form the part of your answer (Word limit 150 to 200 words).
1. Discuss about inventory management? Explain in detail about Economic order Quantity?
2. Provide brief about Capacity Requirement Planning?
END OF SECTION C
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