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AMITY SCHOOL OF DISTANCE LEARNING

Post Box No. 503, Sector-44


Noida – 201303
Enterprise Resource Planning
Assignment A
Marks 10
Answer all questions.

1. What is ERP? Explain the general Implementation methodology of ERP.

Implementation methodology

ERP implementation methodology involves the various processes and procedures,


which constitute the condition or means for formulating the actual implementation of
ERP projects. There are several ways for handling the project.

The ERP implementation methodology includes extensive services from the vendor.
It is important for the companies to analyze each ERP implementation method, since
the risk of failure in ERP implementation is existent and can be a highly expensive
ordeal.

Different approaches to ERP implementation

Of the different ERP implementation methodology the major one, the most potent
one's is the so-called joint ventures with respective companies of the same industry.
This method allows the company to begin ERP implementation process on its own or
share all the responsibility with the partners. This implies that it would be a shared
platform where the files are shared with the joint venture company, as they will be a
part of ERP implementation.

This method of ERP implementation has grown widely popular. However, the method
suffers a significant set back – unwillingness among companies to share information,
for they have to share the company secrets to practically their own competitors.
Despite of such anomalies joint ventures are still considered as the one of the best
ERP implementation methodology.

There exists another viable approach for ERP implementation methodology, which
concentrates on the technical dimensions of the ERP project instead of the actual
business. This does not imply that company will never achieve commercial viability.
The merit of this method is that it avoids immediate restructuring of the company.
The approach is completely hands off to the business structure, after considering all
options regarding the technique.

A common method for ERP implementation is by concentrating on business structure.


It essentially involves restructuring of the foundation of a business. It transforms the
overall structure of the business through deliberate and strategic maneuvering. The
modification in structure, the operation of trade and the factors that specify the calls
for change and adaptability is received by the body again.

Apart from the above methodologies, ERP implementation is also accomplished by


basing all the implementation on the present needs and resources of the company.
The company can first go for a total ERP system and then have the ERP
implementation on the organization. This would help in connecting the whole process
with the people concerned.

However, the underlying fact is that irrespective of the ERP implementation


methodology, it is important to choose appropriate software for generative ERP
system implementation. The company must be able to utilize the software to its full
potential, to have a successful ERP project.
2. Describe various evaluation criteria at the time of selection of ERP packages.
Discuss the role of vendors, consultants and users for selection of ERP.
3. Briefly enumerate some of the key ERP modules keeping in view the
Manufacturing perspective.
4. What is Knowledge Management? What pitfalls should be avoided while aligning
Knowledge Management with the Business Strategy?
5. Enumerate various Knowledge Management tools and techniques.
Enterprise Resource Planning
Assignment B
Marks 10
Answer all questions.

1. What is Supply Chain Management? What are its’ key drivers?


2. What is Customer Relationship Management? What are the various types of CRM
software/CRM tools available in the market?
3. What is Enterprise Application Integration? What is the purpose of implementing
EAI? What are the EAI Implementation pitfalls?

Case Study

A typical U.S. Wal-Mart has 142,000 items, so multiplying those savings


makes sense that Wal-Mart’s efforts on enforcing new SCM technology on their
suppliers makes a big impact on the bottom line. Wal-Mart has definitely started
a ripple effect within its’ own supply chain.
Ever since 2002, when Radio Frequency Identification (RFID) technology
proponents began insisting that it would dramatically change the way companies
track goods in the supply chain, it has remained a niche technology because of
the cost of RFID tags. The most generic RFID tags cost around 10 cents a piece,
whereas latest generations of chips are getting better with standardization and
improved functionality. Consumer goods companies always talk about 5 cent tags
as a price that would open RFID up to broader uses remove the difficulties
pioneers like Wal-Mart have had pulling in a critical mass of partners.
Just 600, or about 3 percent, of its’ suppliers have started using RFID since
the retailer announced its’ famous supply-chain “mandate” to use RFIDs in 2003.
Wal-Mart distribution centers that stock goods from suppliers that place RFID
tags help them to reduce out-of-stock situations and, more recently, to drive
promotions.
On the store front, Wal-Mart has expanded its’ RFID use from 100 to 1000
stores. Readers (that read and locate RFID chips) are typically located at loading
dock entrances, at entrances leading from back rooms to sales floors, and at
trash compactors where boxes are destroyed. Data is collected when product
moves, including at the cash register, allowing Wal-Mart to generate print-outs
for employees to prioritize restocking duties. Suppliers can link into Wal-Mart’s e-
SCM system over the Web to check exactly where their products are. In addition,
Wal-Mart is also starting to give employees hand-held RFID readers that beep
based on proximity to specified products, making them easier to find.
One Wal-Mart supplier, consumer goods company Kimberly-Clark, is focusing
on sales promotion through a pilot program that uses RFID to monitor
promotions of its’ Paper Towels. Using software from OATS Systems, Kimberly-
Clark could see on a colour-coded dashboard how many stores received the
product in the stock-room and how many put it on the store floor.

Questions:
1. What is the main aim of Supply Chain Management? What are the key issues
faced in SCM?
2. In what ways, the introduction of RFID tags benefited Wal-Mart in its’ Supply
Chain Management?

Enterprise Resource Planning


Assignment C
Marks 10
Answer all questions.
Tick Marks (√) the most appropriate answer

1. Planning of ERP Implementation Process should be done:


a. Cautiously
b. Naively
c. Should be done after the start of ERP Implementation
d. None of the above.

2. How can management of the enterprise makes a decision about the necessity
of implementing an enterprise resource planning system:
a. By outsourcing this analysis to experts in ERP.
b. By conducting a comparative study of ERP Implementations in
enterprises that fall in the same domain.
c. By determining a set of evaluation measurements.
d. All of the above.

3. Enterprise-wide resource planning systems (ERP systems) attempt to:


a. Integrate all corporate information in one central database
b. They do not allow information to be retrieved from many different
organizational positions
c. They allow any organizational object to be made invisible.
d. They allow information to be stored in multiple databases.

4. In Manufacturing organizations, ERP implementation necessarily automates


the following functions:
a. Inventory Control
b. Material Requirement Planning
c. Both a and b
d. None of the above
5. For the success of an ERP Implementation, factor(s) important is/are:
a. Strategic support from the top management.
b. Readiness of employees to embrace the change.
c. Adherence to time schedules.
d. All of the above.

6. Customization of an ERP package is enhanced if the ERP Package is:


a. Modular
b. Inflexible
c. Both a and b
d. Either a or b

7. The project driven enterprise deals with the design and manufacturing of
unique products and services(projects)for:
a. Multiple clients
b. Multiple clients of same vertical
c. Individual clients
d. Depends upon client to client.

8. Key success factor that decide about product competitiveness:


a. Efficient knowledge
b. Business experience management
c. Knowledge of Best Practices in the domain
d. All of the above.

9. Inventory of a company refers to:


a. Raw materials
b. Work In Process
c. Finished Goods
d. All of the above

10. SCM Drivers are:


a. Facilities and Inventory
b. Transportation and Information
c. Both a and b
d. None of these.

11. Which of the following statements is false:


a. Forecasts are never right.
b. The longer the forecast horizon, the better is the forecast.
c. The longer the forecast horizon, the worse is the forecast.
d. Aggregate forecasts are more accurate.

12. One of the benefits of Supply Chain Management is:


a. Improved forecasting precision.
b. Increased Inventory throughout the chain.
c. Increased Bull-whip effect.
d. Unreliable financial information.

13. Factor(s) that contribute(s) to Bull Whip Effect:


a. Demand forecasting practices.
b. Longer lead times.
c. Batch Ordering
d. All of the above.

14. Which of the following statements is true about ERP Implementation:


a. “As-Is” stage follows “To-Be” stage.
b. “To-Be” stage follows “As-Is” stage.
c. “Go-Live” stage and “As-Is” stage can proceed simultaneously.
d. None of the above.

15. Which of the following factor does not contribute to the success of ERP?
a. Focus on business processes and requirements first.
b. Focus on achieving a healthy ERP ROI (Return on Investment),
including post-implementation performance measurement.
c. Strong project management and resource commitment.
d. Lack of budget.

16. Who plays and important role in the selection of ERP Package?
a. Consultants
b. Vendors
c. Users
d. All of the above.

17. Knowledge Management cannot be exercised through:


a. Data Entry Operation
b. Expression Management
c. Database Management
d. Hypertext Management

18. Which of the following is not part of Customer Relationship Management?


a. Sales Force Automation
b. Contact Management
c. Lead Management
d. None of these

19. Which of the following statement(s) is(are) true with respect to Enterprise
Application Integration (EAI)?
a. EAI is an integration framework composed of a collection of
technologies and services.
b. EAI is the process of linking applications within a single organization
together in order to simplify and automate business processes.
c. EAI system could front-end a cluster of applications, providing a single
consistent access interface to these applications and shielding users
from having to learn to interact with different software packages.
d. All of the above.

20. Which of the following ways is not appropriate to bring in stabilization and
acceptance in the “Go-Live” stage?
a. Training of end-users
b. Training of only process owners
c. Data fixes to resolve data migration issues
d. Help desk for troubleshooting.

21. ERP Vendor should be evaluated on:


a. Business functions or modules supported by their software.
b. Features and integration capabilities of the software.
c. Both a and b
d. Neither a nor b.

22. Before trying to implement a major ERP system, organizations can assess
their ability to be successful through:
a. Capability Maturity Model, CMM
b. People’s Capability Maturity Model, PCMM
c. ISO Certification
d. Any one of these.

23. Which one of the following is key ERP Vendor(s):


a. SAP
b. Oracle
c. Microsoft Dynamics
d. All of the above.
24. Which one of the following is the key SCM Vendor(s):
a. Manugistics
b. Seibel
c. Only a
d. Both a and b

25. Which one of the following is the key CRM Vendor(s):


a. Clarify
b. Seibel
c. Only a
d. Both a and b

26. Which of the following statement is false:


a. ERP systems are set to proliferate locally.
b. ERP systems implementation is a complex organizational activity.
c. ERP systems implementation requires strong project management
oversight.
d. ERP systems provide improved and added functionality for an
organization.

27. Which of the following is/are limitation(s) of system integration:


a. Leveling the Competitive Environment.
b. High initial set-up costs.
c. Power and interdepartmental conflicts.
d. Both b and c.

28. Which of the following stage is not part of Business Process Reengineering:
a. “As-Is” analysis
b. “To-Be” mapping
c. Post-Implementation support
d. Measuring new processes based on meeting goals and vision.

29. Which of the following is not a core SCM process:


a. Procurement
b. Sales Force Automation
c. Order fulfillment
d. Forecasting

30. Collaborative Design and Product Development is part of:


a. SCM
b. ERP
c. CRM
d. None of these.

31. Which of the following statement is false about EAI:


a. EAI facilitates the flow of information.
b. Straps together transactions among disparate and complex
applications and business processes.
c. Helps in communication among applications only within an
organization and not among organizations.
d. EAI facilitates the move towards market globalization.
32. Which one of the following is not a benefit of EAI:
a. Increased efficiency.
b. Higher Costs.
c. Improved Customer service.
d. Enhanced access.

33. Which of the following statement is false about SCM:


a. SCM plays a major role only in the success of e-business and not e-
commerce.
b. A good SCM is designed in collaboration with the organizations’
partners.
c. ERP vendors have started including SCM as a component or module of
the software.
d. SCM provides a link for services, materials, and information across the
value chain of the organization.

34. Which one of the following is not a component of CRM system:


a. Market Research tools
b. Advanced Planning and Optimization (APO) software
c. Sales Force Automation software
d. Customer service and support tools

35. Which of the following statement is true about CRM Implementation:


a. CRM Implementation must never focus on a technology solution.
b. CRM solutions must be part of corporate strategy from the beginning.
c. CRMs can be an afterthought as they are not critical in an
organization.
d. Both a and b.

36. Which one of the following processes does not fall in the purview of
CRM:
a. CRM delivery process
b. CRM support process
c. CRM analytical process
d. CRM recruitment process

37. Which of the following architecture(s) is/are found in ERP implementations:


a. N-tier architecture
b. Web-based architecture
c. Service Oriented Architecture
d. All of these

38. Assessing readiness in an ERP implementation is critical to the overall


implementation process. Which one of the following ways does not contribute
towards ensuring ERP readiness:
a. Project management’s focus on the issues, tasks, and activities to
being ready.
b. Knowledge Transfer Process in place.
c. Discontinue training and complete focus on issues.
d. Support functions are in place for post-production support for
operationalizing the ERP.
39. Which one of the following roles does not fall in the purview of the owners,
ie, senior management of the company, with respect to ERP Implementation:
a. Maintain financial integrity of the project.
b. Provide strategic policy and procedure direction.
c. Establish project planning guidelines and methodology.
d. Publicly demonstrate support and commitment to the project.

40. Which of the following statement(s) is/are false with respect to ERP
Implementation methodologies:
a. The emphasis on the ERP software life cycle is whether to customize
the software or to change the organization’s processes to match those
embedded in the software.
b. The implementation strategy can be a comprehensive one, vanilla, or
middle-of-the road strategy.
c. ERP life cycle must incorporate traditional SDLC stages.
d. Rapid Implementation methodologies have been developed by ERP
consulting firms.