Enterprise Resource Planning June 2018 Assignment

31 Mar

Enterprise Resource Planning

1. Explain business model of Tata Consultancy Services (TCS) using Four Box Business Model. If you were CEO of TCS, which element of this business model you would like to change for increasing revenue of TCS?

2. Acme Mart is a five-year old retail chain company having 20+ retail stores across Mumbai and Pune. It is expected to grow its store network to more than 100 stores in next five years. Would you recommend data warehousing to this company? Justify your recommendation.

3. “What brought us here will not take us there!” Mr. Kale started the annual review meeting with this statement. Being a Founding Director of Indictrans Pvt. Ltd., Mr. Kale was well aware of efforts put over years by all managers participating in this meeting. With these efforts, Indictrans Pvt. Ltd. has become one of the largest service providers for open source ERP software called ERPNext. Mr. Kale now wants its company to grow further at faster rate by entering new markets and channels.

a. What action items would you recommend to Mr. Kale for aggressive growth of Indictrans Pvt. Ltd.?

b. Which ERP trends will you recommend to Indictrans Pvt. Ltd. to focus on for its future growth?

Is BPR needed for SMEs before implementing ERP

14 Sep

Enterprise Resource Planning

1. Jayashri Enterprises is a manufacturing firm involved in production and selling of PVC cables. It is located at outskirts of Mumbai, India. It has got one manufacturing plant and is looking for opening a new plant soon. Jayashri Enterprises has been using Tally as an accounting package and MS-Excel for recording other information. Introduction of GST has triggered the discussion regarding ERP implementation in its recently concluded Board meeting. The MD of the firm has heard about ERP but not sure about ERP functionality. She has also heard that ERP solutions are too expensive but nowadays open source ERP software are also available, which can be implemented at much lower cost. She has invited you to explain what ERP is and how it would be useful for her firm. What advice would you give her?
2. You are consultant to Jagat Facility Management Services. This firm has over 100 clients and more than 2000 employees. You have implemented the ERP software for this company. Explain the methodology that you have adopted for this firm. Also share the lessons learned.
3. “It is simply ridiculous! The pricing is too much!” This was the reaction, which Ms Phatima Bidarkar received when she shared her consulting fees. “Why we should pay so much for consulting services when the ERP software comes for free?” A question followed the initial reaction. Ms Phatima Bidarkar started her career as SAP functional consultant with a large manufacturing enterprise, which had implemented SAP ERP. While working on fine-tuning the ERP implementation, she also learnt how it is important to do proper Business Process Reengineering (BPR) to get maximum advantage of ERP implementation. After working for five years there, she started her consulting company where she emphasized the need for BPR before and even after ERP implementation. She got her initial business from the customers and suppliers of her former employer as her employer served as a great reference for her work. Since most of these firms were small businesses, she started offering her services for implementing open source ERP software called ERPNext. Recently Ms Phatima Bidarkar started to do cold calling for getting new customers. That is when she started getting resistance for pricing of her consulting services. Since she used to offer BPR services in addition to ERP functional consulting services, she couldn’t reduce her prices. But she was equally worried that she may need to abandon the SME market segment if she sticks to her pricing.
a. Should Ms Phatima Bidarkar reduce her consulting fees? If yes then explain how and if not then explain why not.
b. Is BPR needed for SMEs before implementing ERP? If yes then explain why and if not then explain why not.

Should Ms Phatima Bidarkar reduce her consulting fees

14 Sep

Enterprise Resource Planning

1. Jayashri Enterprises is a manufacturing firm involved in production and selling of PVC cables. It is located at outskirts of Mumbai, India. It has got one manufacturing plant and is looking for opening a new plant soon. Jayashri Enterprises has been using Tally as an accounting package and MS-Excel for recording other information. Introduction of GST has triggered the discussion regarding ERP implementation in its recently concluded Board meeting. The MD of the firm has heard about ERP but not sure about ERP functionality. She has also heard that ERP solutions are too expensive but nowadays open source ERP software are also available, which can be implemented at much lower cost. She has invited you to explain what ERP is and how it would be useful for her firm. What advice would you give her?
2. You are consultant to Jagat Facility Management Services. This firm has over 100 clients and more than 2000 employees. You have implemented the ERP software for this company. Explain the methodology that you have adopted for this firm. Also share the lessons learned.
3. “It is simply ridiculous! The pricing is too much!” This was the reaction, which Ms Phatima Bidarkar received when she shared her consulting fees. “Why we should pay so much for consulting services when the ERP software comes for free?” A question followed the initial reaction. Ms Phatima Bidarkar started her career as SAP functional consultant with a large manufacturing enterprise, which had implemented SAP ERP. While working on fine-tuning the ERP implementation, she also learnt how it is important to do proper Business Process Reengineering (BPR) to get maximum advantage of ERP implementation. After working for five years there, she started her consulting company where she emphasized the need for BPR before and even after ERP implementation. She got her initial business from the customers and suppliers of her former employer as her employer served as a great reference for her work. Since most of these firms were small businesses, she started offering her services for implementing open source ERP software called ERPNext. Recently Ms Phatima Bidarkar started to do cold calling for getting new customers. That is when she started getting resistance for pricing of her consulting services. Since she used to offer BPR services in addition to ERP functional consulting services, she couldn’t reduce her prices. But she was equally worried that she may need to abandon the SME market segment if she sticks to her pricing.
a. Should Ms Phatima Bidarkar reduce her consulting fees? If yes then explain how and if not then explain why not.
b. Is BPR needed for SMEs before implementing ERP? If yes then explain why and if not then explain why not.

“It is simply ridiculous! The pricing is too much!”

14 Sep

Enterprise Resource Planning

1. Jayashri Enterprises is a manufacturing firm involved in production and selling of PVC cables. It is located at outskirts of Mumbai, India. It has got one manufacturing plant and is looking for opening a new plant soon. Jayashri Enterprises has been using Tally as an accounting package and MS-Excel for recording other information. Introduction of GST has triggered the discussion regarding ERP implementation in its recently concluded Board meeting. The MD of the firm has heard about ERP but not sure about ERP functionality. She has also heard that ERP solutions are too expensive but nowadays open source ERP software are also available, which can be implemented at much lower cost. She has invited you to explain what ERP is and how it would be useful for her firm. What advice would you give her?
2. You are consultant to Jagat Facility Management Services. This firm has over 100 clients and more than 2000 employees. You have implemented the ERP software for this company. Explain the methodology that you have adopted for this firm. Also share the lessons learned.
3. “It is simply ridiculous! The pricing is too much!” This was the reaction, which Ms Phatima Bidarkar received when she shared her consulting fees. “Why we should pay so much for consulting services when the ERP software comes for free?” A question followed the initial reaction. Ms Phatima Bidarkar started her career as SAP functional consultant with a large manufacturing enterprise, which had implemented SAP ERP. While working on fine-tuning the ERP implementation, she also learnt how it is important to do proper Business Process Reengineering (BPR) to get maximum advantage of ERP implementation. After working for five years there, she started her consulting company where she emphasized the need for BPR before and even after ERP implementation. She got her initial business from the customers and suppliers of her former employer as her employer served as a great reference for her work. Since most of these firms were small businesses, she started offering her services for implementing open source ERP software called ERPNext. Recently Ms Phatima Bidarkar started to do cold calling for getting new customers. That is when she started getting resistance for pricing of her consulting services. Since she used to offer BPR services in addition to ERP functional consulting services, she couldn’t reduce her prices. But she was equally worried that she may need to abandon the SME market segment if she sticks to her pricing.
a. Should Ms Phatima Bidarkar reduce her consulting fees? If yes then explain how and if not then explain why not.
b. Is BPR needed for SMEs before implementing ERP? If yes then explain why and if not then explain why not.

You are consultant to Jagat Facility Management Services

14 Sep

Enterprise Resource Planning

1. Jayashri Enterprises is a manufacturing firm involved in production and selling of PVC cables. It is located at outskirts of Mumbai, India. It has got one manufacturing plant and is looking for opening a new plant soon. Jayashri Enterprises has been using Tally as an accounting package and MS-Excel for recording other information. Introduction of GST has triggered the discussion regarding ERP implementation in its recently concluded Board meeting. The MD of the firm has heard about ERP but not sure about ERP functionality. She has also heard that ERP solutions are too expensive but nowadays open source ERP software are also available, which can be implemented at much lower cost. She has invited you to explain what ERP is and how it would be useful for her firm. What advice would you give her?
2. You are consultant to Jagat Facility Management Services. This firm has over 100 clients and more than 2000 employees. You have implemented the ERP software for this company. Explain the methodology that you have adopted for this firm. Also share the lessons learned.
3. “It is simply ridiculous! The pricing is too much!” This was the reaction, which Ms Phatima Bidarkar received when she shared her consulting fees. “Why we should pay so much for consulting services when the ERP software comes for free?” A question followed the initial reaction. Ms Phatima Bidarkar started her career as SAP functional consultant with a large manufacturing enterprise, which had implemented SAP ERP. While working on fine-tuning the ERP implementation, she also learnt how it is important to do proper Business Process Reengineering (BPR) to get maximum advantage of ERP implementation. After working for five years there, she started her consulting company where she emphasized the need for BPR before and even after ERP implementation. She got her initial business from the customers and suppliers of her former employer as her employer served as a great reference for her work. Since most of these firms were small businesses, she started offering her services for implementing open source ERP software called ERPNext. Recently Ms Phatima Bidarkar started to do cold calling for getting new customers. That is when she started getting resistance for pricing of her consulting services. Since she used to offer BPR services in addition to ERP functional consulting services, she couldn’t reduce her prices. But she was equally worried that she may need to abandon the SME market segment if she sticks to her pricing.
a. Should Ms Phatima Bidarkar reduce her consulting fees? If yes then explain how and if not then explain why not.
b. Is BPR needed for SMEs before implementing ERP? If yes then explain why and if not then explain why not.

Jayashri Enterprises is a manufacturing firm involved in production and selling of PVC cables

14 Sep

Enterprise Resource Planning

1. Jayashri Enterprises is a manufacturing firm involved in production and selling of PVC cables. It is located at outskirts of Mumbai, India. It has got one manufacturing plant and is looking for opening a new plant soon. Jayashri Enterprises has been using Tally as an accounting package and MS-Excel for recording other information. Introduction of GST has triggered the discussion regarding ERP implementation in its recently concluded Board meeting. The MD of the firm has heard about ERP but not sure about ERP functionality. She has also heard that ERP solutions are too expensive but nowadays open source ERP software are also available, which can be implemented at much lower cost. She has invited you to explain what ERP is and how it would be useful for her firm. What advice would you give her?

2. You are consultant to Jagat Facility Management Services. This firm has over 100 clients and more than 2000 employees. You have implemented the ERP software for this company. Explain the methodology that you have adopted for this firm. Also share the lessons learned.

3. “It is simply ridiculous! The pricing is too much!” This was the reaction, which Ms Phatima Bidarkar received when she shared her consulting fees. “Why we should pay so much for consulting services when the ERP software comes for free?” A question followed the initial reaction. Ms Phatima Bidarkar started her career as SAP functional consultant with a large manufacturing enterprise, which had implemented SAP ERP. While working on fine-tuning the ERP implementation, she also learnt how it is important to do proper Business Process Reengineering (BPR) to get maximum advantage of ERP implementation. After working for five years there, she started her consulting company where she emphasized the need for BPR before and even after ERP implementation. She got her initial business from the customers and suppliers of her former employer as her employer served as a great reference for her work. Since most of these firms were small businesses, she started offering her services for implementing open source ERP software called ERPNext. Recently Ms Phatima Bidarkar started to do cold calling for getting new customers. That is when she started getting resistance for pricing of her consulting services. Since she used to offer BPR services in addition to ERP functional consulting services, she couldn’t reduce her prices. But she was equally worried that she may need to abandon the SME market segment if she sticks to her pricing.

a. Should Ms Phatima Bidarkar reduce her consulting fees? If yes then explain how and if not then explain why not.

b. Is BPR needed for SMEs before implementing ERP? If yes then explain why and if not then explain why not.

Enterprise Resource Planning

14 Sep

Enterprise Resource Planning

1. Jayashri Enterprises is a manufacturing firm involved in production and selling of PVC cables. It is located at outskirts of Mumbai, India. It has got one manufacturing plant and is looking for opening a new plant soon. Jayashri Enterprises has been using Tally as an accounting package and MS-Excel for recording other information. Introduction of GST has triggered the discussion regarding ERP implementation in its recently concluded Board meeting. The MD of the firm has heard about ERP but not sure about ERP functionality. She has also heard that ERP solutions are too expensive but nowadays open source ERP software are also available, which can be implemented at much lower cost. She has invited you to explain what ERP is and how it would be useful for her firm. What advice would you give her?
2. You are consultant to Jagat Facility Management Services. This firm has over 100 clients and more than 2000 employees. You have implemented the ERP software for this company. Explain the methodology that you have adopted for this firm. Also share the lessons learned.
3. “It is simply ridiculous! The pricing is too much!” This was the reaction, which Ms Phatima Bidarkar received when she shared her consulting fees. “Why we should pay so much for consulting services when the ERP software comes for free?” A question followed the initial reaction. Ms Phatima Bidarkar started her career as SAP functional consultant with a large manufacturing enterprise, which had implemented SAP ERP. While working on fine-tuning the ERP implementation, she also learnt how it is important to do proper Business Process Reengineering (BPR) to get maximum advantage of ERP implementation. After working for five years there, she started her consulting company where she emphasized the need for BPR before and even after ERP implementation. She got her initial business from the customers and suppliers of her former employer as her employer served as a great reference for her work. Since most of these firms were small businesses, she started offering her services for implementing open source ERP software called ERPNext. Recently Ms Phatima Bidarkar started to do cold calling for getting new customers. That is when she started getting resistance for pricing of her consulting services. Since she used to offer BPR services in addition to ERP functional consulting services, she couldn’t reduce her prices. But she was equally worried that she may need to abandon the SME market segment if she sticks to her pricing.
a. Should Ms Phatima Bidarkar reduce her consulting fees? If yes then explain how and if not then explain why not.
b. Is BPR needed for SMEs before implementing ERP? If yes then explain why and if not then explain why not.