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DSCM01
LOGISTICS & SUPPLY CHAIN MANAGEMENT
Assignment – I

Assignment Code: 2017DSM01B1                                               Last Date of Submission: 15th November 2017
                                                    Maximum Marks: 100
Section-A
Each question carries 25 Marks.
1.     Define Logistic & Supply Chain Management in detail and strategic activities also of Logistic & Supply Chain Management.

2.     Explain the role of logistics in customer service strategy.

Section-B (50 Marks)
Case Study

Madhura Cosmetics Ltd. A leading manufacturer of Face Creams, Fairness Creams, Shampoos, Toilet Soaps, etc., located at Mumbai has an annual turnover of Rs. 5 Crores. Presently the company is concentrating its marketing activities in the state of Maharashtra. The company has recently added extra manufacturing capacity and it proposes to triple its production. In order to meet enhanced sales to a tune of 15 Crores, the Company proposes to have a wider market network. In order to penetrate into new markets the chief executive of the company Dr. Rai asked his Distribution Manager, Marketing Manager, Sales Manager and Product Manager, each one of them to give a write up how they propose to enter into the new markets by selecting appropriate distribution channels. The four managers after detailed study have suggested four different channels of distribution as detailed below.
These are:
 (a)     Exclusive distribution suggested by Marketing Manager
 (b)     General distribution suggested by Distribution Manager
 (c)     Bulk Indenter e.g. canteen, stores, factories, supermarkets, clubs etc., by Product Manager.
(d)     Appointment of carrying and forwarding agent suggested by sales manager. Dr. Rai, the Chief Executive, is in a dilemma to choose the best alternative among the above suggested channels of distribution.
Case Question:

Discuss the pros and cons of each suggestion and recommend a channel or combination of channels you feel is most appropriate and justify your choice.

DSCM01
LOGISTICS & SUPPLY CHAIN MANAGEMENT
Assignment – II

Assignment Code: 2017DSM01B2                                               Last Date of Submission: 15th November 2017
                                                    Maximum Marks: 100
Section-A
Each question carries 25 Marks.
1.     What is the mission of Logistics?  With help of relevant examples explain integrated logistics.
2.     Define SCM integration and discuss the four stages of Steven's model of supply chain integration. Also, describe the strategies involved in SCM integration.

Section-B (50 Marks)
Case Study

Case Questions:

Why the technology based strategies used in supply chain management? Describe why the high-tech industry has been the leader in adopting supply chain IT systems. Take a hypothetical organization how it is gain an advantage with the help of IT.

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DOM03
PROJECT MANAGEMENT
Assignment – I

Assignment Code: 2017DOM03B1                                 Last Date of Submission: 15th November 2017
                                                    Maximum Marks: 100
Section-A
Each question carries 25 Marks.
1.       a.      What   are some of  the key environmental forces that have changed the way projects?
are managed? What are the effects of these forces on the management of projects?

b.    What do you understand by the term Demand Forecasting? Enumerate various methods
of demand forecasting. How are you going to cope up with the uncertainties in demand forecasting?

2.    a.    Why it is important to assess the culture of an organization before deciding what project
management structure should be used to complete a project ‐ Discuss.
b.    What considerations go in for a project to be taken as a part of The Functional Organization, The Pure Project Organization and The Matrix Organization? Explain their advantages & disadvantages.

Section-B (50 Marks)
Case Study

Apache Metals is an original equipment manufacturer of metal working equipment. The majority of Apache's business is as a supplier to the automotive, appliance, and building products industries. Each production line is custom designed according to application, industry, and customer requirements.

Project managers are assigned to each purchase order only after the sales department has a signed contract. The project managers can come from anywhere within the company. Basically, anyone can be assigned as a project leader. The assigned project leaders can be responsible for as many as ten purchase orders at one time.

 In the past, there has not been enough emphasis on project management. At one time, Apache even assigned trainees to perform project coordination. All failed miserably. At one point, sales dropped to an all-time low, and cost overruns averaged 20--25 percent per production line.

 In January 1997, the Board of Directors appointed a new senior management team that would drive the organization to excellence in project management. Project managers were added through recruitment efforts and a close examination of existing personnel. Emphasis was on individuals with good people and communication skills.





The following steps were implemented to improve the quality and effectiveness of the project management system:

•     Outside formal training for project managers.
•     Development of an apprenticeship program for future project manager.
•    Modification of the current methodology to put the project manager at the focal point
•    involvement of project managers to a greater extent with the customer


Case Questions:

1.    What problems can you see in the way project managers were assigned in the past?
2.    Will the new approach taken in 1997 put the company on a path to excellence in project management?
3.    What skill set would be ideal for the future project managers at Apache Metals?
4.    What overall cultural issues must be considered in striving for excellence in project management?
5.    What time frame would be appropriate to achieve excellence in project management? What assumptions must be made?

DOM03
PROJECT MANAGEMENT
Assignment – II

Assignment Code: 2017DOM03B2                                 Last Date of Submission: 15th November 2017
                                                    Maximum Marks: 100
Section-A
Each question carries 25 Marks.
1.    a.     “Cost   of   a   project  represents the total of all items of outlay associated with a project
which are supported by long-term funds”? List and briefly describe these items.  

b.    Discuss   the   application of capital asset pricing model (CAPM) to the calculation of cost
of equity? Discuss the factors affecting the weighted average cost of capital (WACC).   

2.    a.    Describe various components which make up working capital requirement.
b.    Discuss broad sources of finance available for project financing.   

Section-B (50 Marks)
Case Study

Rocket Aerial Target System (RATS)

An introduction to the RATS project is found at the beginning of Chapter 10.

Bill Williams immediately called a staff meeting of his key people to get their ideas on proceeding with the project. It was generally agreed that this was a piece of business the operation should pursue. The question was: How could the operation go after this new business and still successfully produce and deliver its other products? It was conceded that the new business was so important that if the key personnel were satisfied with what they heard from marketing tomorrow, an all out effort should be expended to win the contract.

The meeting the next morning resolved most of the operation's questions. Ivor Kaney informed Williams that Corporate was so impressed with the prospects of RATS that the operation had Corporate's approval to spend up to a half million dollars in securing the contract, a very high trust, and high priority allotment. All the department heads agreed that some sacrifice would have to be made by them to succeed in this new effort. Each of them would be asked to give up one or two key employees to serve on the project team. Williams decided to commit the operation to an all out effort on the project.

The next day the project team was announced:

Project manager—Cris Jacobs, a young recent MBA with an undergraduate degree in management. She was selected because she was perhaps the best administrator in the operation and she had great rapport with the other units of the company.

Flight engineer—Jim Sherry, head of quality assurance/propulsion.

System design specialist—Roberto Mendez, expert design engineer, brilliant development specialist.

Production engineer—Jim Dawson, production manager of the propulsion generator department.

Safety and security officer—Inez Thompson, director of loss prevention.

Cost engineer—Wallace Potter, industrial engineer.

These individuals would be assigned to the project full time for its duration. If the contract were won, all of them would carry their knowledge about RATS back to their home departments, thus aiding in the conversion from development to production.

Rocket Aerial Target System (RATS)  Continued

The team developed the following list of project activities, time estimates, and precedence relationships as part of the project plan:
                                                       Estimated
                                                        Time To
                                           Immediate    Complete
                                           Predecessor  Activity
Activity                                   Activities)   (Weeks)
─────────────────────────────────────────────────────────────────
Product Development
a. Preliminary propulsion design                --         4
b. Preliminary flight system design             --         5
c. Static tests A                                a         2
d. Propulsion design modifications               c         2
e. Static tests B                                d         2
f. Flight tests A                                b         3
g. Flight system design modifications           e,f        3
h. Flight tests B                                g         3
i. Demonstration to customer                     h         2

Bid Package
j. Material and component costs                 e,f        6
k. Labor and overhead costs                     e,f        6
l. Processing of bid package through company    j,k        2
m. Delivery of bid package to customer           l         1
════════════════════════════════════════════════════════════
Case Questions:

1.    Draw a CPM network for the project.

2.    Use the CPM computer program in the POM Software Library, to develop a CPM analysis of the project. What is the estimated duration of the project? What activities are on the critical path?


3.    How long would the project take to complete if Activity b were delayed 2 weeks? How long would the project take to complete if Activity f were delayed 2 weeks? How long would the project take to complete if both Activities b and f were delayed 2 weeks? Discuss the care that must be taken in interpreting the meaning of the activity slack values.

4.    Explain how the project would be affected if some resources could be shifted to Activity j and that activity's duration was reduced by 1 week.

5.    Discuss how the assumptions and criticisms of CPM should cause us to modify our interpretation of our analysis of the RATS project.

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DHR 11
WAGES AND SALARY ADMINISTRATION
Assignment-I

Assignment Code: 2017DHR11B1                                               Last Date of Submission: 15th November 2017
                                                    Maximum Marks: 100

Attempt all the questions.
SECTION – A (25 marks for each question)
1.    Explain the concept of fringe benefit. What are the special features of fringe benefit and service programmes?

2.    Do you think that non-financial motivators can work more effectively when integrated with financial rewards in a total reward process? Give reasons to support your example with suitable example.

Section-B (50 Marks)
Case Study
Tata Consultancy Services Ltd. (TCS), one of the leading Indian IT companies. TCS’ compensation management system was based on the EVA model. With the implementation of Economic Value Added (EVA)-based compensation, the salary of employees comprised of two parts – fixed and variable. The variable part of the salary was arrived after considering business unit EVA, corporate EVA, and also individual performance EVA. During the fourth quarter of the financial year (FY) 2007-2008, TCS announced its plans to slash 1.5 percent of the variable component of employee salaries since its EVA targets for the third quarter of FY 2007-2008 were not met. The announcement came as a jolt not only to TCS employees but also to the entire Indian IT industry. The company came in for severe criticism and it was accused of not being transparent with respect to EVA calculation. However, some analysts felt that the pay cuts were a result of the macroeconomic challenges that the Indian IT companies were facing — rapid appreciation of the rupee against the US dollar and the recession in the US economy (USA was the largest market for the Indian IT companies)

Case Questions:
1.    Analyze TCS’ HR practices with respect to its policy related to compensation of its        employees.

2.     Discuss various concepts related to compensation management.

3.     Discuss the importance of variable compensation in light of its ability to motivate employees and enhance organizational productivity.

4.     Discuss the pros and cons of the EVA-based compensation management system and also analyze EVA as a performance measurement tool.

5.     Understand the rationale behind the cut in the compensation of the employees at TCS.

DHR 11
WAGES AND SALARY ADMINISTRATION
Assignment II

Assignment Code: 2017DHR11B2                                 Last Date of Submission: 15th November 2017
                                                    Maximum Marks: 100

Attempt all the questions.
SECTION – A (25 marks for each question)

1.    What is the role of compensation and rewards in modern organizations? What are the advantages of fair compensation systems?

2.    How does an organization align compensation strategy with its HR strategy and Business strategy?


Section-B (50 Marks)
Case Study

In 2007, the Indian subsidiary of a multinational refinery became a Government of India company. The government company had announced an ambitious expansion programme which meant doubling the work force in less than four years. In 2007 at the time of wage revision, the union and management agreed to a two-tier pay structure. Those already employed will be eligible for a higher grade and those who are (to be) recruited afresh will get a lower grade though jobs are similar in skill, responsibility and effort. Both the union and the management justified that this is an innovative practice widely followed in deregulated companies abroad, particularly the airlines in North America.

Case Questions

a)     Is it fair agreement?

b)     Would it contravene with the concept of equal pay for equal work?

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Spring 2012
Master of Business Administration - MBA Semester 3 OM0010 – Operations Management (4 credits) (Book ID: B1232) Assignment - Set 1 Marks 60 Note: Each Question carries 10 marks. Answer all the questions. Q1. What is meant by Operations management? What are the challenges in operations management? Q2. What is meant by productivity? Explain Q3. Explain economies of scale and economies of scope. Q4. What are the factors affecting location decisions? Q5. What is forecasting? Explain its importance. Q6. Write short notes on workforce management.