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Organisation
Culture
Dec
2025 Examination
Q1. Kaboom
Technologies is expanding globally. The parent company encourages
strategic innovation and clear communication but the subsidiary units are creating subcultures focusing on rigid
hierarchy and avoidance to risk. This situation has created misunderstandings
and break down of healthy communication between headquarters and subsidiaries.
The Global HR Head needs to enhance organizational effectiveness by eliminating
these cultural differences. In this context, analyze the ways in which the
Global HR Head should use the cultural
model created by Edgar Schein to to handle differences arising because of
dominant culture and company's subcultures for an MNC (10 Marks)
Q2. Finfox Capital has rapidly grown from 30 to 500 employees
within three years. At the beginning,
the co-founders encouraged the existence of an informal company culture where
flexibility and openness in
communication was prioritized. When the company started expanding, HR
had to create formal policies, well-defined employee roles, and process based
structured to create consistency. However, with this changing scenario some
employees felt they could no longer be
creative, while employees felt it is required for
proper growth. Critically
analyze the use
of formal and informal components
of organization culture for driving
employee engagement and improving employee performance for a fast
expanding strat-up. Evaluate the anticipated risks and give justification of
the approach to choose when a company is scaling up. (10 Marks)
Q3(A). Terra Tech
Solutions has been
rapidly recruiting candidates
from various backgrounds.
The company has popularized its work
culture which encourges flexibility and innovation. It also has sub-cultures in different departments like
sales, engineering, and customer service. The HR Manager noticed that new
employees have a tough time trying to adapt to the new culture. This is causing high attrition and low performance
in different departments. Create a
strategic socialization and onboarding
process that can help new recruits align better with the dominant and sub- cultures in the company. Evaluate the
way in which you would measure the
program effectiveness for improving the employee engagement and cultural fit? (5
Marks)
Q3(B).OptiFlex
Finances does an annual cultural audit to assess the alignment between its
employee behaviours and the company's
values. This audit shows that certain departments have
strong subcultures do not align with the dominant culture. The Global HR Head
has decided to build measurable indicators for tracking this cultural alignment
and create future cultural interventions. Develop the key performance
indicators (KPIs) that will help in assessing the strength of the dominant
culture as well as align with the
subcultures in this firm. Discuss the ways in which these KPIs would influence
the company decisions. (5 Marks)
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Organizational
Behavior
Dec
2025 Examination
Q1. A
multinational IT company recently underwent significant downsizing due to
economic pressures, resulting in remaining employees taking on additional
responsibilities and longer working hours. Several employees, including team
leads, have reported increased stress, declining morale, and symptoms of
burnout. The HR manager is tasked with developing a strategy to address these
issues and restore a healthy work environment. The company has limited resources
but is committed to employee well-being and productivity. Based on the
scenario, how should the HR manager apply the Job Demands-Resources (JDR) model
to redesign roles and resources in order to prevent employee burnout and
improve engagement in the aftermath of a major downsizing event? (10 Marks)
Q2. A large
retail organization is undergoing a digital transformation, requiring
significant changes in processes and employee roles. The CEO has adopted a
situational leadership approach, providing directive leadership to less
experienced teams and delegating to more mature teams. Despite these efforts,
resistance to change persists in some departments, and performance outcomes are
mixed. The board is seeking an evaluation of the leadership approach and
recommendations for improvement based on contingency and situational leadership
theories. Critique the application of contingency and situational leadership
theories in managing organizational change during a major digital
transformation initiative. Evaluate the leader’s effectiveness in adapting
their style to team readiness and contextual demands, and justify alternative
approaches where necessary. (10 Marks)
Q3(A). A
mid-sized enterprise is facing issues with job performance and employee
satisfaction. Some employees feel their abilities exceed their current roles,
leading to frustration, while others struggle to meet job demands due to skill
gaps. The organization wants to ensure a high ability-job fit, maximize
productivity, and create opportunities for continuous learning and growth, all
while maintaining team harmony and motivation. Design a talent management
strategy that optimally matches
employees’ intellectual and physical abilities to job roles. (5 Marks)
Q3(B).A
technology company experiencing rapid expansion is facing challenges in
maintaining high employee motivation and aligning individual achievements with
organizational objectives. The current reward system is outdated, leading to
decreased engagement and innovation. Leadership wants to implement a new reward
system that leverages reinforcement strategies and incorporates insights from
classical, operant, cognitive, and social learning theories to drive both
personal and organizational growth. Design a comprehensive organizational reward
system for a rapidly growing technology firm. (5 Marks)
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Organizational Behavior
Dec 2025 Examination
Q1. A finance
department manager at Technova observes that Team A, composed of young,
outgoing professionals, excels in creativity and collaboration but struggles
with consistency and deadlines. Team B, made up of experienced staff, is highly
structured and task-focused but faces frequent interpersonal conflicts and
lacks innovation. The manager wants to merge both teams for a critical project
but is concerned about balancing their contrasting personalities and work
styles. The HR manager is tasked with designing a team-building intervention
that leverages the strengths of both teams while minimizing their weaknesses.
Based on the scenario, how should the HR manager apply the Big Five personality
traits model to design a team-building intervention that addresses both the
creativity of Team A and the structure of Team B, ensuring improved
productivity and reduced conflict? (10 Marks)
Q2 (A) Google is
renowned for its innovative and motivating work environment, offering employees
autonomy (20% time for personal projects), transparency, recognition programs,
and wellness benefits. The company encourages risk-taking and creativity, and
invests heavily in employee well-being. However, as Google grows, some
employees express concerns about maintaining the same level of motivation and
engagement. Evaluate the motivational strategies used by Google, as described
in the caselet, through the lens of Herzberg’s two-factor theory. (5 Marks)
Q2(B) Emma, a results-driven
team leader, hides her frustration from her team during stressful periods,
leading to confusion and reduced support from her members. In contrast, Joseph,
another team leader, openly shares his stress and vulnerabilities, fostering
understanding and support from his team. Both leaders operate in a fast- paced
organization where deadlines are critical, and team morale directly impacts
productivity. Critically evaluate the approaches taken by Emma and Joseph in
managing their emotional transparency with their teams, using the Johari Window
framework. (5 Marks)
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Performance
Management System
Dec
2025 Examination
Q1. A mid-sized
technology firm is undergoing rapid expansion and has recently redefined its
strategic objectives to focus on innovation and customer-centricity. The HR
manager is tasked with revising the performance management system to ensure
that every employee’s goals and responsibilities are clearly aligned with these
new organizational priorities. However, employees are unclear about how their
daily tasks contribute to the broader strategy, and managers are struggling to
communicate expectations effectively. The HR manager must develop a performance
planning process that bridges this gap and fosters a sense of ownership among
employees. Based on the scenario, how should the HR manager apply the
principles of performance planning to ensure that individual employee goals are
effectively aligned with the organization’s strategic objectives, and what
steps should be taken to facilitate this alignment in practice? (10 Marks)
Q2. A technology
firm prides itself on its high-performance culture and uses a PMS to drive
results. However, some employees have raised concerns about lack of
transparency in performance ratings, perceived favoritism, and limited
opportunities for feedback. The HR department is under pressure to review the
system to ensure it supports ethical standards and fosters a culture of trust
and development. Evaluate the ethical considerations involved in the
organization’s performance management practices, particularly regarding transparency,
fairness, and employee development. Critically assess how the current system
upholds or undermines ethical standards, and recommend measures to strengthen
ethical performance management. (10 Marks)
Q3(A). A global
technology company has recently undergone a major strategic shift to remain
competitive in the market. However, the leadership has noticed a disconnect
between the new organizational objectives and the day-to-day activities of
employees across different regions. Managers report that employees are unclear
about their roles in achieving the new goals, and current performance
management systems are not facilitating the required alignment or motivation.
The company seeks a solution that integrates individual, team, and
organizational performance, while also supporting ongoing learning and
adaptability. Design a performance management framework for a multinational
organization to align individual employee objectives ? (5 Marks)
Q3(B). A
mid-sized IT service firm is facing persistent delays in project deliveries
despite increasing staff strength. Management suspects performance bottlenecks
but wants an audit process that includes employee input and balances numerical
data with on-the- ground insights.
Suggest a
performance audit approach
that includes employee participation, uses both
quantitative and qualitative methods, and ensures reliable findings. (5 Marks)
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Procurement Management
Dec 2025 Examination
Q1. In a large service
organization, the procurement department has recently implemented new
procurement policies and procedures to align with industry best practices.
However, several user departments are bypassing the standard purchase
requisition process, leading to unauthorized purchases and confusion over
supplier selection. The finance department has raised concerns about budget
overruns and lack of compliance. The procurement manager must address these
issues while ensuring that the procurement process remains efficient and
user-friendly. How should the procurement manager apply procurement policies
and procedures to resolve the conflict and ensure both compliance and
operational efficiency in this situation? (10 Marks)
Q2. A procurement
manager at a large electronics manufacturer is tasked with sourcing a new
category of semi-finished products. While the company’s policy encourages
competitive bidding through RFQs to ensure cost-effectiveness, the manager
believes that leveraging existing long-term supplier relationships will better
ensure quality and timely delivery. However, some stakeholders argue that this
approach may overlook potential cost savings and innovation from new suppliers.
Evaluate the procurement manager’s decision to prioritize long-term supplier
relationships over competitive bidding for a new category of semi-finished
products. What factors should be considered in justifying this approach, and
how might it affect cost, quality, and supply continuity in the long run? (10
Marks)
Q3(A). A national
retail chain with stores in multiple cities is struggling with manual
procurement processes, leading to errors, delays, and lack of visibility into
inventory and spending. The procurement manager has been asked to lead a
digital transformation initiative, implementing ERP and MRP systems to automate
and streamline the P2P cycle. The goal is to improve efficiency, reduce costs,
and enhance coordination between procurement, finance, and store operations.
Devise a digital transformation plan for the procurement department of a
multi-location retail chain, focusing on the integration of ERP and MRP systems
to optimize the procure-to-pay (P2P) cycle. What key processes, controls, and
interfaces would you design to ensure seamless collaboration across departments
and with external suppliers, and how would you measure the success of your
plan? (5 Marks)
Q3(B). A leading
international distributor sources products from thousands of suppliers worldwide.
Facing increased competition and customer demand for ethical sourcing, the
company’s procurement team is tasked with launching a strategic sourcing
program to rationalize suppliers, negotiate better terms, and integrate
sustainability criteria into supplier selection and management. Design a
strategic sourcing initiative for a global distributor aiming to consolidate
its supplier base, achieve cost savings, and embed sustainability and ethical
practices into its procurement processes. What steps would you include to
ensure the initiative delivers both financial and reputational benefits? (5
Marks)
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Project Management
Dec 2025 Examination
Q1. The Mumbai Coastal
Road project is a large-scale infrastructure initiative involving multiple
phases, including road construction, tunnels, bridges, and environmental
management. The initial cost estimates were based on market research and
historical data, but the project team is concerned about the accuracy of these
estimates due to the complexity and scale of the work. To address this, the
team is considering a bottom-up budgeting approach, where each department and
contractor provides detailed cost estimates for their specific activities.
Given the scenario, how can the project team apply bottom-up budgeting to
ensure more accurate resource allocation and cost control for the Mumbai
Coastal Road project, especially in light of complex activities such as
tunneling, bridge construction, and environmental mitigation? (10 Marks)
Q2(A). During the
planning phase of a major ERP deployment, the project manager at SmartTech
implemented a detailed Work Breakdown Structure (WBS) to decompose the project
into manageable tasks and used a RACI matrix to clarify roles and
responsibilities. Despite these efforts, the project encountered delays and
confusion over task ownership, especially as new stakeholders joined
mid-project. The leadership team is now reviewing whether these tools were
applied optimally and how they might be enhanced to prevent similar issues in
future initiatives. Assess the effectiveness of using a Work Breakdown
Structure (WBS) and RACI matrix in managing complex project tasks and
stakeholder roles. How could these tools be improved or adapted to address
issues of accountability and communication in large- scale projects? (5 Marks)
Q2(B). A real estate
developer is in the midst of constructing a 40-story commercial tower. The
project schedule shows overlapping critical activities, leading to periods of
intense resource demand. The project manager is considering resource leveling
to avoid over-allocation, but some team members suggest resource smoothing to
maintain the original timeline. The workforce is already stretched, and any
delays could result in financial penalties. Assess the effectiveness of
resource leveling versus resource smoothing in managing workforce allocation
during the peak construction phase of a high-rise building project. Which
approach would you recommend to minimize both project delays and employee
burnout, and why? (5 Marks)
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Quantitative Methods - I
Dec 2025 Examination
Q1. A call center receives an
average of 4 customer complaints per hour. Past records indicate that
complaints arrive independently and follow a Poisson distribution. The center
operates from 9 AM to 5 PM with 8 working hours per day.
1. What is the probability that
exactly 3 complaints will be received in a randomly chosen hour?
2. What is the probability that no
complaints will be received in the first hour after opening?
3. Based on your calculations,
explain whether it is unusual for the call center to have zero complaints in
any given hour. Use probability values to justify your answer in context (10
Marks)
Q2. A manufacturing company produces
ball bearings with diameters that are normally distributed, having a mean
diameter of 50 mm and a standard deviation of 0.02 mm. For quality control, any
ball bearing with a diameter less than 49.97 mm or greater than 50.03 mm is
considered defective.
From a day’s production of 10,000
ball bearings:
1. Calculate the expected number of
defective ball bearings.
2. Evaluate if the defect rate meets
the company’s target of keeping defects below 2%. (10 Marks)
Q3 (A). A machine is designed to
fill bottles with 500 ml of juice. A sample of 16 bottles has a mean fill of
495 ml and a standard deviation of 8 ml. At the 5% level of significance, apply
an appropriate hypothesis test to determine whether the machine is underfilling
bottles. Assume the population is normally distributed. (5 Marks)
Q3(B). A real estate analyst wants
to study the relationship between the size of a house (in square meters) and
its market price (in Rs. lakhs) using simple linear regression. The following
data is collected for 6 houses:
|
House |
Size (X) in sq. m |
Price (Y) in Rs. lakhs |
|
1 |
140 |
85 |
|
2 |
160 |
95 |
|
3 |
170 |
98 |
|
4 |
180 |
102 |
|
5 |
200 |
110 |
|
6 |
210 |
115 |
Task:
1. Calculate the regression equation
of Y on X.
2. Using this equation, predict the
market price of a house with an area of 190 sq. m. Round all final answers to
two decimal places. (5 Marks)
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Quantitative Methods - I
Dec 2025 Examination
Q1. A telecommunications company is
piloting a new internet service and surveys 250 randomly selected customers,
finding that 162 express interest in subscribing. The marketing analyst is
required to estimate, with 90% confidence, the proportion of the entire
customer base likely to be interested in the new service. The analyst must
apply the correct estimation approach for proportions and ensure the results
are suitable for strategic decision-making. In this scenario, how should the
marketing analyst apply the interval estimation formula for proportions to
determine the confidence interval for the proportion of customers interested in
a new service? Explain your reasoning and the steps involved. (10 Marks)
Q2(A). A financial advisory firm
tracks client satisfaction rates for three advisors. Initially, the firm uses
prior probabilities based on the number of clients per advisor. After a client
reports high satisfaction, the firm wants to update the probability that this
client was served by each advisor using Bayes’ theorem. The management is
debating whether this approach will yield actionable insights for performance
evaluation and resource allocation. Assess the appropriateness of applying Bayes’
theorem to revise probabilities in a financial advisory firm where new
information about client satisfaction becomes available. What factors should
the firm consider to ensure the revised probabilities are meaningful and
actionable? Critically justify your evaluation. (5 Marks)
Q2(B). A large financial institution
is standardizing its risk analysis procedures. Some departments use Excel’s
NORM.DIST and NORM.INV functions for normal distribution calculations, while
others rely on the traditional z-table. Management is concerned about
consistency, accuracy, and the ease of training new analysts. The institution
must decide which method to adopt as the standard for all probability
calculations. Assess the implications of using Excel’s NORM.DIST and NORM.INV
functions versus the traditional z-table for probability calculations in a
large financial institution. How should the institution weigh the trade-offs
between computational efficiency, accuracy, and interpretability when
standardizing probability analysis
across departments? (5 Marks)
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Research Methodology
Dec 2025 Examination
Q1.
A manufacturing firm is considering the adoption of a new performance appraisal
system. While management is interested in objective metrics such as
productivity and error rates, employees are concerned about fairness and
transparency. The research consultant must design a study that incorporates
both quantitative and qualitative approaches. Sketch set of 5 interview
questions and 10 survey questions to back up the study. Collect pilot/dummy
data for analysis and present actionable insights. (10 Marks)
Q2.
A global consumer goods company has experienced a sharp decline in sales in one
of its key markets. The executive team is divided: some advocate for immediate
applied research to identify and solve the current sales problem, while others
argue for investing in basic research to gain deeper insights into evolving
consumer behaviors and market trends. The company has limited resources and
must decide which research approach to prioritize, knowing that the choice will
impact both short-term performance and long-term competitiveness. Evaluate the
decision-making process of a multinational corporation's management team that
must choose between conducting applied research to address a sudden drop in sales
or investing in basic research to understand long-term market trends. Critique
the potential outcomes of each approach and justify which research type would
be more effective in this scenario, considering both immediate and strategic
organizational needs. (10 Marks)
Q3(A).
In response to the global shift towards remote work, a large services company
wants to understand how this change is affecting employee productivity and
well-being. The management team is concerned about both the potential benefits
and drawbacks of remote work, including issues of work-life balance,
collaboration, and performance measurement. The research team must design a
study that addresses these complex, interrelated factors while adhering to
ethical standards and organizational constraints. Develop a strategic plan for
a business research team tasked with investigating the impact of remote work on
employee productivity and well-being. Your plan should integrate relevant
research philosophies, data collection strategies, and ethical considerations to ensure credible and
actionable results. (5 Marks)
Q3(B).
A large healthcare organization is embarking on a transformation initiative to
adopt evidence-based management practices. The leadership recognizes the need
to consider both measurable outcomes (such as patient satisfaction and
operational efficiency) and the subjective experiences of staff and patients.
They seek a research plan that leverages multiple philosophical perspectives
and advanced analytical tools to guide decision-making. Design a strategic
research plan for a healthcare organization aiming to implement evidence-based
management practices. How would you integrate different research perspectives
(positivism, constructionism, critical realism, pragmatism) to address both
objective outcomes and subjective experiences, and what innovative analytical
tools would you employ? (5 Marks)
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Research Methodology
Dec 2025 Examination
Q1. A consulting firm
is preparing to launch a research project on the impact of remote work on
employee productivity. The project lead, inspired by recent client experiences,
is eager to proceed quickly and has drafted a hypothesis based on anecdotal
evidence. However, the team is concerned about the risk of duplicating existing
studies and missing key variables such as digital fatigue and communication
barriers. They recognize the need to conduct a thorough literature review but
are unsure how to structure it to inform their research objectives and
methodology. Based on the scenario, how should the research team apply the
principles of a critical literature review to ensure their study on remote work
and employee productivity is both original and relevant, while avoiding
duplication of existing research? (10 Marks)
Q2(A). A management
intern is tasked with studying customer behavior at a busy café in Bangalore.
She considers two options: observing customers without their knowledge to
capture natural behavior (concealed observation), or informing them in advance
and obtaining consent (unconcealed observation). The café owner is open to
either method but is concerned about both data authenticity and ethical
standards. Evaluate the ethical and methodological implications of choosing
concealed (covert) observation over unconcealed (overt) observation in a study
of customer behavior in a public café. Weigh the potential for authentic data
against the ethical responsibilities of the researcher, and justify which
approach would be more appropriate in this context. (5 Marks)
Q2(B). A research team
is analyzing customer satisfaction survey data collected using a 5- point
Likert scale. For ease of analysis, they consider treating the ordinal data as
interval data to calculate means and run parametric tests. Some team members
question whether this is methodologically sound and worry about the impact on
the study’s conclusions. Evaluate the implications of treating ordinal data
from a Likert scale as interval data in statistical analysis. Should the
research team proceed with this approach, or are there risks to the validity of
their findings? Justify you
recommendation with reference to measurement theory. (5 Marks)
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Retail
Banking
Dec
2025 Examination
Q1.
XYZ Bank, a traditional retail bank in Meerut, has been losing customers to ABC
Bank, which offers advanced digital services such as mobile banking, online
account management, and innovative products like children’s savings accounts.
Despite offering similar core banking services, XYZ Bank’s outdated technology
and lack of digital channels have led to a decline in business and customer
migration. The branch head, Mohan, has identified the need for updated and
innovative services to compete effectively in the rapidly evolving retail
banking landscape. Based on the scenario, how should the management of XYZ Bank
apply customer-centric innovation strategies to regain market share and improve
customer retention in the face of technological disruption by competitors like
ABC Bank? (10 Marks)
Q2.
A government-owned regional
rural bank (RRB)
has launched a
digital transformation initiative to provide mobile banking, online fund
transfers, and digital account opening in remote villages. Despite significant
investment, customer adoption remains low, with many villagers preferring
traditional banking methods. The bank’s leadership is under pressure to justify
the investment and demonstrate improved financial inclusion and customer
satisfaction. They are seeking an evaluation of their strategy and
recommendations for overcoming challenges unique to rural markets. Evaluate the
effectiveness of the digital transformation strategy implemented by a regional
rural bank (RRB) aiming to enhance financial inclusion and customer experience
in rural India. Critique the bank’s approach, considering technology adoption
barriers, customer literacy, and regulatory requirements, and suggest
improvements to maximize impact. (10 Marks)
Q3(A)
A leading universal bank operating in a competitive market wants to leverage
its ability to provide comprehensive financial services, including retail,
commercial, and investment banking. The bank’s leadership seeks to break down
internal silos and create a unified customer journey, but faces challenges in
integrating legacy systems, managing regulatory requirements, and
differentiating its services for various client segments. Propose an integrated
service delivery model for a universal bank aiming to optimize its offerings
across retail, commercial, and investment banking segments. How would you
structure this model to ensure seamless customer experience, operational
efficiency, and regulatory compliance while leveraging the bank’s diverse
capabilities? (5 Marks)
Q3(B)
A retail bank is facing intense competition from fintech firms and digital-only
banks, leading to customer churn. Market research reveals that customers value
convenience, personalization, and the ability to interact with their bank
through multiple channels—online, mobile, phone, and in-branch. The bank’s
leadership wants to reimagine its service delivery to create a unified,
high-quality experience that meets evolving customer expectations. Design a
customer-centric multi-channel service delivery model for a retail bank aiming
to enhance customer satisfaction and loyalty. Explain how your model would
integrate digital, physical, and assisted channels to provide a seamless and
personalized banking experience. (5 Marks)
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Sales Management
Dec 2025 Examination
Q1. A manufacturing
company is introducing a new product to the market. Initial feedback from
intermediaries indicates reluctance to stock the product, citing concerns about
slow-moving inventory and insufficient marketing support. The company’s
marketing strategy calls for close coordination between the manufacturer and
intermediaries, including the possibility of sharing promotional risks through
cooperative advertising and joint campaigns. As the head of sales, you must
design a program that addresses intermediary concerns and motivates them to
actively participate in the product’s launch. Imagine you are leading a team of
sales executives at a manufacturing company that is launching a new product.
The intermediaries (dealers and distributors) are hesitant to stock the product
due to perceived risks and lack of promotional support. Using your
understanding of sales management and the importance of sharing promotional
risks, how would you structure a cooperative promotional program to encourage
intermediary participation and ensure effective product distribution? (10
Marks)
Q2. A national
insurance company has recently implemented a policy of pairing salespeople with
prospects who share similar demographic and personality traits, based on
research suggesting higher sales conversion rates in such dyads. However, some
sales managers have raised concerns about the practicality and fairness of this
approach, especially in diverse markets with limited information on prospects.
The company is now reviewing the policy to determine its overall impact on
sales performance and customer satisfaction. Evaluate the effectiveness of the
current approach to matching sales personnel with prospects based on
similarities in background and personality. What potential benefits and
drawbacks could arise from this strategy, and how might a sales executive
improve the process to maximize successful buyer-seller dyads? (10 Marks)
Q3 (A). A financial
services firm is experiencing low conversion rates and wasted sales efforts
because its sales team spends too much time on unqualified or inaccessible leads.
The company has access to a variety of data sources, including customer
directories, credit reports, and feedback from field salespeople, but lacks a
structured process for leveraging this information. Management wants to
overhaul the prospecting process to better target high-potential clients.
Design a process for prospecting and qualifying leads that ensures sales
personnel focus their efforts on the most profitable and accessible accounts.
How would you incorporate data analysis and field intelligence to continuously
refine prospect definitions and improve sales efficiency? (5 Marks)
Q3 (B). A multinational
company is expanding into new markets where its sales force will interact with
a wide range of customers, from industrial buyers to retail intermediaries and
individual consumers. The company recognizes that effective personal selling
requires salespeople to adapt their approach to each customer’s personality,
background, and buying motivations. However, many sales staff are accustomed to
a one-size-fits-all approach and lack experience in tailoring their
presentations. Design a comprehensive training program for a sales force that
must adapt its personal selling approach to a highly diverse customer base,
including industrial clients, retail intermediaries, and end consumers. How
would you ensure that sales personnel develop the necessary skills to adjust
their personalities and presentations to match each prospect’s unique
characteristics and needs? (5 Marks)
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Sales Management
Dec 2025 Examination
Q1. Priya, a newly
appointed sales manager at a technology solutions firm, notices that her team’s
one-size-fits-all sales approach is leading to inconsistent results. Her
clients range from analytical corporate buyers to emotionally driven small
business owners. Some are price-sensitive, while others prioritize after-sales
service. Priya wants to implement a more personalized sales strategy that
tailors pitches and solutions to each client’s specific needs, communication
styles, and buying stages. She must guide her team to move beyond scripts and
develop flexible, client-centered approaches. Based on the scenario, how should
Priya apply adaptive selling techniques to address the unique needs and personalities
of her diverse client base, ensuring higher conversion rates and long-term
relationships? (10 Marks)
Q2(A). Amazon has
integrated advanced CRM tools into its personal selling and marketing strategy,
using customer data to personalize recommendations, promotions, and
communications. The system tracks purchase history, browsing habits, and
feedback to tailor offers and anticipate needs. While this approach has led to
high customer retention and satisfaction, some customers feel overwhelmed by
constant recommendations, and there are concerns about over-reliance on
automation versus human touch. Evaluate the effectiveness of Amazon’s
CRM-driven personalized selling strategies in building long-term customer
loyalty. Weigh the benefits and potential drawbacks from both the company’s and
the customer’s perspectives, and justify what further steps Amazon could take
to strengthen its competitive advantage through CRM. (5 Marks)
Q2(B). During the
rollout of its new smart home devices, TechWave introduces strict policies:
every team member has a clearly defined role, daily check-ins are mandatory,
and performance is closely tracked against set metrics. While these measures
aim to ensure alignment and timely execution, some employees express concerns
about micromanagement and reduced autonomy. Evaluate the impact of implementing
clear role definitions, daily check-ins, and performance metrics on team
efficiency during TechWave’s product launch. How might these policies affect
team morale and collaboration, and what adjustments would you recommend to
balance structure with flexibility? (5 Marks)
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Services
Marketing
Dec
2025 Examination
Q1.
A leading retail bank has noticed a significant decline in customer retention
among its millennial segment. Market research reveals that these customers are
dissatisfied with the bank’s digital services, perceive the physical branches
as outdated, and feel that staff interactions lack personalization. The bank’s
leadership wants to revamp its service offering to better meet the expectations
of this demographic. The marketing manager is tasked with developing a
comprehensive strategy that leverages the 7 Ps of services marketing to enhance
the overall customer experience and improve loyalty. Based on the scenario, how
should the marketing manager apply the 7 Ps of services marketing to redesign
the customer experience and address the challenges faced by the bank in
retaining its millennial customers? (10 Marks)
Q2.
A global hotel chain has recently experienced a surge in online complaints
regarding inconsistent service quality across its properties. In response, the
company introduced a service guarantee and empowered frontline staff to resolve
issues on the spot. However, customer satisfaction scores remain stagnant, and
negative reviews persist. Senior management is concerned about the impact on loyalty
and profitability, and seeks a critical evaluation of their current complaint
handling and service recovery strategies. Evaluate the effectiveness of a hotel
chain’s approach to managing customer complaints and service recovery,
particularly in the context of building long-term loyalty and positive
word-of-mouth. Critique their use of service guarantees and frontline
empowerment, and recommend improvements based on the service–profit chain
framework. (10 Marks)
Q3(A).
As a CRM strategist, design a customer relationship management (CRM) program
tailored for a subscription-based online education platform facing high churn
and low engagement. Your plan should address the entire customer journey:
pre-purchase, service encounter, and post-purchase stages. (5 Marks)
Q3(B).
Based on the CRM program designed in Q3.(a)., create a campaign that fosters
long-term loyalty and encourages existing users to become brand advocates.
Explain how this campaign will utilize platform features like community forums,
support services, and personalized communications. (5 Marks)
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Strategic Applications
of IoT and Big Data
Dec 2025 Examination
Q1. An agri-tech
startup has developed a smart agriculture platform that collects real-time data
from soil sensors, weather stations, and drones across hundreds of farms. As
the user base grows, the volume and variety of data increase exponentially. The
startup must choose between cloud storage, edge storage, and traditional
databases to balance scalability, cost, performance, and security. The project
manager must recommend a storage architecture that supports advanced analytics,
remote access, and compliance with data protection laws. In this scenario, how
should the project manager apply IoT data storage and processing models to
select the most suitable storage solution for a rapidly growing smart
agriculture platform? (10 Marks)
Q2(A). BMW, responding
to rising demand for customised vehicles, adopted Industry 4.0 technologies
including IoT sensors, robotics, and automated guided vehicles. These
innovations enabled real-time data collection, predictive maintenance, and
flexible production systems, resulting in increased production flexibility,
reduced downtime, and improved quality control. Despite these gains, BMW faces
ongoing challenges in managing vast data streams and ensuring consistent
quality as customer expectations and market conditions evolve. Assess the
effectiveness of BMW’s transition to a smart factory model using Industry 4.0
technologies. From the perspectives of customisation, production flexibility,
and quality assurance, what improvements or alternative strategies could BMW
consider to address the challenges of managing complex data and maintaining
high standards in a rapidly changing market? (5 Marks)
Q2(B). A mid-sized
logistics company is exploring IoT-based route optimization to improve delivery
efficiency. The proposed system would use real-time GPS, telematics, and
weather data to dynamically adjust routes, aiming to cut fuel costs, reduce
emissions, and provide accurate delivery estimates to customers. However, the
company faces dilemmas such as the upfront investment, possible resistance from
drivers, and the challenge of aligning sustainability goals with tight delivery
deadlines. Management must decide how to balance these priorities to achieve
both operational and reputational benefits. Evaluate the strategic implications
for a logistics company considering the adoption of IoT-enabled route
optimization systems, especially in balancing cost reduction, environmental
sustainability, and customer satisfaction. What potential dilemmas might arise,
and how should management prioritize competing objectives? (5 Marks)
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Strategic Cost
Management
Dec 2025 Examination
Q1. A manufacturing
company produces both high-volume and low-volume products. Historically, it has
used traditional costing, allocating overheads based on direct labour hours.
Recently, management discovered that high-volume products were being
over-costed, while low-volume products were under-costed, leading to poor
pricing decisions and declining profits. The company is considering
implementing Activity-Based Costing (ABC) to gain a more accurate understanding
of product costs and to improve its competitive position in the market. Based
on the scenario, how should the management of a multi-product manufacturing
company apply the steps of Activity-Based Costing (ABC) to address cost
distortions caused by traditional costing, and what specific actions should be
taken to ensure more accurate product costing and improved profitability? (10
Marks)
Q2 (A). Acme Electronics, a leading UK-based consumer
electronics manufacturer, is experiencing shrinking profit margins due to
rising raw material costs and intense competition. The management is debating
whether to continue manufacturing key components in-house, which ensures
quality and shorter lead times but is becoming increasingly expensive, or to outsource
production to lower-cost international suppliers, which could reduce costs but
may compromise quality and introduce logistical complexities. The board is
divided, with some members prioritising immediate cost savings and others
concerned about long-term brand reputation and operational risks. Critically
evaluate the decision faced by Acme Electronics regarding whether to continue
in-house manufacturing of components or outsource production to international
suppliers. Considering the trade-offs between cost savings, quality control,
and logistical challenges, which option would you recommend and why? Justify
your answer by weighing the long-term strategic implications for profitability
and competitiveness. (5 Marks)
Q2(B). A company
operates at 60% of its total capacity, producing 12,000 units per month. The
fixed cost is Rs.3,00,000 per month, and the variable cost per unit is Rs.100.
The selling price per unit is Rs.180. The management is considering increasing
production to 90% capacity, but this will require an additional fixed cost of
Rs.1,20,000 per month and will reduce the variable cost per unit by 10% due to
economies of scale. However, to sell the additional output, the company must
offer a 5% discount on the selling price for all units. Should the company
increase production to 90% capacity? Calculate the change in monthly profit if
the proposal is implemented. (5 Marks)
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Strategic Financial Management
Dec 2025 Examination
Q1. A firm is considering a
strategic acquisition of a competitor. The target company has the following
projected free cash flows (in Rs. lakh) for the next 5 years: Year 1: 120, Year
2: 140, Year 3: 160, Year 4: 180, Year 5: 200. After Year 5, free cash flows
are expected to grow perpetually at 6% per annum. The acquirer’s weighted
average cost of capital (WACC) is 14%. However, due to integration risks, the
acquirer wants to apply a 2% risk premium to the WACC for the terminal value
calculation only. The acquisition will require an immediate investment of
Rs.1,000 lakh, and an additional Rs.200 lakh in Year 2 for restructuring.
Calculate the maximum price the acquirer should pay for the target company
using the Discounted Cash Flow (DCF) method, clearly showing (a) the present
value of explicit period cash flows, (b) the present value of terminal value,
and (c) the adjustment for the additional investment. Justify all discounting
and risk adjustments. (10 Marks)
Q2. A listed company in the infrastructure sector has
reported strong profits and positive cash flows. The board is divided on
whether to distribute higher dividends to shareholders or retain the earnings
to fund upcoming expansion projects. The CFO is tasked with presenting an
analysis of the long-term financial implications of both options, considering
the company’s growth strategy, liquidity needs, and the expectations of various
stakeholders. Evaluate the strategic financial management decisions of a firm
that must choose between paying dividends now or retaining earnings for future
expansion. Critically assess the impact of each option on shareholder value,
liquidity, and long-term profitability, and justify your recommendation. (10
Marks)
Q3 (A). A company is evaluating a strategic divestment of
one of its business units. The unit’s projected free cash flows for the next 4
years are as follows (in Rs. lakhs):
|
Year |
Free Cash Flow (₹ Lakhs) |
|
1 |
60 |
|
2 |
70 |
|
3 |
80 |
|
4 |
90 |
After year 4, the unit is expected to grow at a constant
rate of 5% per annum indefinitely. The company’s weighted average cost of
capital (WACC) is 13%. Calculate the value of the business unit using the
discounted cash flow (DCF) approach, including the terminal value, and
interpret the strategic implications of your result for the divestment
decision. (5 Marks)
Q3 (B). A company operating in a highly volatile industry
finds that its traditional accounting system is inadequate for strategic
decision-making. The management wants a new system that not only tracks past
performance but also provides predictive insights, supports risk management,
and enables timely strategic responses to market changes. Propose a strategic
financial management system for a company seeking to improve its forecasting
and adaptability in a volatile market. The company’s current accounting model
is backward-looking and fails to provide actionable insights for future
decision-making. How would you design a forward-looking system that integrates
decision support, risk assessment, and performance monitoring? (5 Marks)
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Strategic
HRM
Dec
2025 Examination
Q1. Aditya
Communications Ltd., a leading IT company, is experiencing high employee
turnover and low motivation among its young workforce. The company’s
traditional culture, rigid compensation structures, and lack of challenging
assignments have led to dissatisfaction. The HR head has been tasked with
transforming HR practices to support a more dynamic, performance-driven
environment. The leadership expects HR to play a strategic role in aligning
people practices with the company’s growth strategy and to address the
identified issues through a structured approach. Based on the scenario, how
should the HR team apply the strategic human resource management (SHRM) process
to address the challenges of low employee motivation, untrained manpower, and
lack of career growth opportunities, ensuring alignment with the company’s
long-term business objectives? (10 Marks)
Q2. Infosys, an
Indian MNC, provides consulting and IT services to a Fortune 500 client
specializing in office products. The client seeks to efficiently manage product
lifecycles and reduce costs. Infosys’s SHRM team is tasked with ensuring
organizational alignment, employee satisfaction, and resolving issues related
to quality, culture, and structure. The SHRM team must balance the client’s
business needs with the strategic management of human resources. Evaluate the
strategic integration of HRM and business strategy at Infosys in the context of
its client’s need to manage product lifecycles and reduce costs. Critique the
SHRM team’s approach to aligning HR policies with business requirements and
recommend how Infosys could further leverage SHRM to create competitive
advantage for both itself and its client. (10 Marks)
Q3(A). A leading
services firm is experiencing high employee turnover, particularly among its
most skilled professionals, due to aggressive recruitment by competitors and
limited career development opportunities. The company’s business strategy
emphasizes innovation, customer focus, and market expansion. The HR team is
challenged to develop a strategic talent acquisition and retention plan that
aligns with business objectives, addresses current workforce gaps, and builds a
sustainable talent pipeline for the future. Create a strategic talent
acquisition and retention plan for a company facing high employee turnover and
intense competition for skilled professionals. (5 Marks)
Q3(B). A global
manufacturing company is
experiencing disruptive technological advancements and heightened competition
in its key markets. The executive team recognizes that traditional HR practices
are no longer sufficient to support the company’s long-term objectives. They
seek to integrate HR strategy with the overall corporate strategy to drive
innovation, agility, and sustained performance. The HR Director is tasked with
developing a new approach that ensures alignment between HR and business goals,
while also adapting to both external market forces and internal cultural
dynamics. Suggest a framework for aligning HR strategy with corporate strategy.
(5 Marks)
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Strategic Management
Dec 2025 Examination
Q1. Sunway Group is a
major diversified Malaysian conglomerate with 13 business divisions, including
real estate, construction, retail, hospitality, education, and healthcare.
Established in 1974, Sunway is known for its integrated townships and
sustainable development practices, with Sunway City Kuala Lumpur serving as a
model smart sustainable city. Sunway’s top management has just completed a
major strategic planning retreat, resulting in a new five-year strategic plan.
However, past initiatives have failed at the implementation stage due to lack
of buy-in from lower- level managers and unclear evaluation metrics. The
company wants to avoid repeating these mistakes and is seeking a more
interactive and inclusive approach.
How would you apply the
Strategic Management Model to ensure effective implementation, evaluation, and
control of the new strategy? Describe the specific programs, structures, and
performance measures you would put in place, and explain how you would involve
employees at all levels to drive long-term organizational success. (10 Marks)
Q2. An Indian
manufacturing company, established over 100 years ago, has successfully
navigated numerous economic and industry changes. Its leadership attributes
this resilience to a culture of continuous improvement, investment in
technology, and learning from both domestic and international experiences.
However, with the pace of globalization and innovation accelerating, the
company’s board is questioning whether its traditional strategic management
practices are still adequate. They seek a critical evaluation of the company’s
approach and recommendations for future-proofing its strategy.
Evaluate the strategic
management practices of a century-old Indian company that has survived multiple
market disruptions. Critique the factors that have contributed to its longevity
and assess whether its current strategic processes are sufficient to ensure
continued success in an increasingly globalized and innovative
environment.
Q3(A). BorgWarner Inc.
is a mid-sized manufacturing firm in the USA and global product leader in
delivering innovative and sustainable mobility solutions for the automotive
industry. They are a leading supplier of powertrain technologies, including
those for internal combustion, hybrid, and electric vehicles. The company is
headquartered in Auburn Hills, Michigan, and operates globally with facilities
in 24 countries. BorgWarner has historically relied on annual budgets and
internal data for planning. However, recent market volatility and regulatory
changes have exposed the limitations of this approach. The management team
recognizes the need for a more robust, future-oriented planning system that
incorporates external trends and stakeholder perspectives.
Develop a strategic
planning model for a mid-sized company transitioning from basic financial
planning to a more sophisticated, externally oriented approach. Explain how
your model will help the company better anticipate environmental changes and
integrate stakeholder input into its long-term strategy. (5 Marks)
Q3(B). A Multinational
Conglomerate with diverse business units has experienced a steady decline in
market share over the past five years. The CEO attributes this to disruptive
technologies, new global entrants, and a lack of coordinated strategic
direction across divisions. The company’s current approach is fragmented, with
each division operating in silos and little integration of strategic planning
or information sharing. The board has tasked you, as the new Chief Strategy
Officer, to develop a unified strategic management process that leverages the
company’s core competencies and adapts to the rapidly changing environment.
Design a Comprehensive
Strategic Management Framework for a large, multidivisional corporation facing
declining market share due to rapid technological change and increased global
competition. How would your framework ensure effective environmental scanning,
strategy formulation, implementation, and evaluation across all divisions to
restore long-term competitiveness? (5
Marks)
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Strategic Management
Dec 2025 Examination
Q1. Queens Magic Land,
a leading theme park operator, diversified into the quick service restaurant
(QSR) sector by leveraging its success with healthy food options in its parks.
Despite initial customer interest, the chain quickly faced losses due to high
competition, operational costs, and fading novelty. The QSR market is saturated
with established brands like McDonald’s, KFC, and local players, making it
difficult for the new entrant to sustain its premium, health-focused
positioning. The management is now evaluating how to reposition the QSR
business using Porter’s cost leadership, differentiation, or focus strategies
to carve out a sustainable niche and improve profitability. Given the scenario,
how can Queens Magic Land apply Porter’s generic strategies to reposition its
quick service restaurant (QSR) business and regain competitive advantage in a
crowded market with both international and domestic players? (10 Marks)
Q2(A). Let us assume
that Marico Limited, which is a leading player in the beauty and wellness
industry, has implemented a range of sustainability initiatives, including
energy efficiency, renewable energy adoption, and waste reduction. These
efforts have required significant operational adjustments and ongoing
commitment. However, the company faces challenges in managing the trade-offs
between environmental sustainability and other business priorities, such as
cost control and supply chain efficiency. The management team is evaluating
whether their current environmental scanning practices adequately capture both
the risks and opportunities presented by ecological and societal trends.
Critically assess Marico Limited’s approach to sustainability and efficient
manufacturing in the context of environmental scanning. Briefly explain how
well Marico balance the strategic opportunities and risks associated with
ecological and societal trends. (5 Marks)
Q2(B). A large
conglomerate with multiple business units across various industries relies
heavily on the BCG Growth-Share Matrix to allocate resources and make
investment decisions. While the matrix provides a clear visual representation
of business unit performance, some managers argue that it oversimplifies
complex realities and may lead to suboptimal decisions, especially in
fast-changing markets. Critically assess the decision of a diversified
conglomerate to use the BCG Growth-Share Matrix as its primary tool for
portfolio analysis. Briefly explain the limitations of this approach in today’s
dynamic business environment, and how the company might improve its strategic
decision-making process. You may use relevant examples to support your
analysis. (5 Marks)
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Strategic sourcing and
E-procurement
Dec 2025 Examination
Q1. A regional
logistics company is facing rising operational costs due to manual procurement
processes, inefficient supplier contracts, and excess inventory. The CEO has
mandated a cost optimisation initiative, focusing on streamlining procurement
workflows, renegotiating supplier terms, and implementing inventory management
software. The procurement manager is responsible for designing and executing
this initiative, ensuring that cost reductions do not compromise service
quality or operational efficiency. How should the procurement manager apply
cost-saving strategies such as process automation, supplier renegotiation, and
inventory optimisation to address rising operational costs, and what key
performance indicators (KPIs) should be used to measure the effectiveness of
these initiatives? (10 Marks)
Q2(A). A mid-sized
services company is planning to procure a next-generation IT platform to
support digital transformation. The requirements are complex and not fully
defined, with a need for supplier innovation and long-term partnership. The
procurement team is debating whether to use an RFP or RFQ process, as
management is concerned about balancing cost, flexibility, and risk. Evaluate
the merits and drawbacks of using an RFP-based negotiation strategy versus an
RFQ-based approach for a company seeking to source a new, innovative IT
platform with evolving specifications. How should the procurement team justify
its choice to senior management, considering both value creation and risk
management? (5 Marks)
Q2(B). Unilever, a
global consumer goods company, struggled to monitor ESG risks and compliance
across a vast, diverse supplier network, especially in regions with weak
regulatory enforcement. Manual tracking methods proved insufficient, leading to
reputational and supply chain risks. By adopting SAP Ariba, Unilever
centralized supplier risk assessment, automated compliance monitoring, and
achieved over 90% compliance with its sustainable sourcing code, while ESG risk
incidents dropped by 45% in three years. Assess the decision by Unilever to
implement SAP Ariba’s digital risk management tools for supplier compliance and
ESG risk monitoring. Considering the challenges of decentralized manual
processes and global supplier diversity, critique the impact of this
technological shift on Unilever’s ability to manage reputational and
operational risks. Would you recommend further enhancements or alternative
strategies to strengthen risk visibility and ethical sourcing? (5 Marks)
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Supply Chain Management
Dec 2025 Examination
Q1. Whirlpool, a global
home appliance manufacturer, faced significant supply chain challenges after
rapid expansion and acquisitions. The company struggled with excess inventory,
frequent delivery of wrong items, and low product availability, leading to
customer dissatisfaction and competitive disadvantage. The supply chain was
fragmented, with multiple legacy systems and inconsistent processes across
regions. The management decided to overhaul the supply chain by implementing a
centralized platform for all supply chain functions, aiming to standardize
processes and improve coordination. Based on the scenario, how should the
supply chain manager apply the process view of supply chain management to
redesign the company’s operations and address the issues of excess inventory,
wrong item deliveries, and low product availability? (10 Marks)
Q2. A multinational
company is reviewing its sourcing strategy as it expands into new markets. The
management is debating whether to outsource key supply chain functions to
external suppliers or keep them in-house. Outsourcing could reduce costs but
may increase lead times and reduce control, while in-house operations offer
greater oversight but at higher expense. The company must also decide whether
to use a single supplier or multiple suppliers, considering factors such as
quality, delivery reliability, and the ability to respond to market changes.
Evaluate the sourcing strategy of a multinational company deciding between
outsourcing supply chain functions to multiple suppliers versus maintaining
in-house operations. Critically assess the trade-offs in efficiency,
responsiveness, and risk, and recommend how the company should structure its
supplier portfolio to optimize performance. (10 Marks)
Q3 (A). Imagine you are
launching a startup delivering organic food locally. Map out your basic supply
chain from farm to customer. How would you differentiate between logistics and
supply chain management in a real company such as Zomato? Identify supply chain
participants in a local retail chain and explain their roles. (5 Marks)
Q3 (B). A fast-growing
retail chain is expanding its operations nationally, resulting in increased
complexity in its supply chain. The company recognizes the need for a
structured supply chain management system with distinct strategic, tactical,
and operational roles. However, there is confusion about responsibilities and a
lack of integration between departments. The leadership team wants a new
structure that leverages technology and cross-functional collaboration to drive
supply chain performance and support continued growth. Design a multi-level
supply chain management structure for a rapidly growing organization, ensuring
clear roles for strategic, tactical, and operational managers. How would you
integrate technology and cross-functional collaboration to optimize performance
at each level? (5 Marks)
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Supply Chain Management
Dec 2025 Examination
Q1. A national
electronics retailer is experiencing rapid growth and is struggling to meet
rising customer expectations for faster deliveries and lower shipping costs.
Currently, the company operates a centralized warehouse model, resulting in
long lead times for customers in distant regions. The executive team is
considering a redesign of the distribution network and is evaluating whether to
add regional warehouses or invest in advanced technology for route
optimization. They must balance operational costs, service levels, and
scalability while aligning with the company’s strategic goals. Based on the
scenario, how should the company apply a structured network design framework to
optimize its distribution network for both cost efficiency and customer
responsiveness, considering the trade-offs between centralized and
decentralized warehousing? (10 Marks)
Q2 (A). A global
electronics manufacturer is expanding into new markets across Asia and Europe.
The company must decide whether to centralize its distribution centers in a few
strategic locations or decentralize them closer to key markets. Each option
presents different implications for transportation costs, lead times, inventory
management, and service levels, especially given varying regulations and demand
patterns in each region. Assess the trade-offs faced by a global electronics
manufacturer when choosing between centralized and decentralized distribution
facilities. Critique how these choices impact transportation costs, lead times,
inventory levels, and customer service, especially in the context of
fluctuating international demand and regulatory environments. What
recommendations would you make to optimize facility location strategy? (5
Marks)
Q2(B). A leading Indian
textile manufacturer maintains a constant production rate throughout the year,
relying on inventory buildup to meet high demand during wedding and festive
seasons. While this approach ensures product availability, it results in high
inventory costs and occasional stockouts. The operations manager is considering
whether to adopt a more flexible aggregate planning strategy that leverages
demand forecasting and variable workforce arrangements. Evaluate the aggregate
planning strategy of a textile manufacturer that uses a level production
approach to meet seasonal demand spikes during Indian wedding and festive
seasons. What are the strengths and weaknesses of this strategy, and how could
integrating demand forecasting and flexible workforce management improve
outcomes? (5 Marks)
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Total
Quality Management
Dec
2025 Examination
Q1. PolyMerz
Ltd, a major chemical producer with more than 500 employees in seven locations,
has been struggling with increased costs, reduced sales, and customer
dissatisfaction. Management implemented a performance measurement program and
communicated the rationale for total quality initiatives to employees. While
some improvements have been realized, the company seeks a structured approach
to drive ongoing quality enhancement. Given the situation at PolyMerz Ltd, how
can the company apply Juran’s 10 Steps to Quality Improvement to address
ongoing challenges in customer service and cost minimization, ensuring
continuous improvement across all locations? (10 Marks)
Q2. Retailerzz,
a retail major with over a 1000
employees in several locations, experienced increased costs, declining sales,
and customer dissatisfaction. Management implemented a performance measurement
program to identify areas for customer service improvement and cost
minimization, and communicated the rationale for total quality initiatives to
employees. The company now saves 20–30 million rupees annually and has achieved
higher customer approval through efficient planning and quality standards.
Evaluate Retailerzz's use of a performance measurement program as part of its
TQM initiatives to address rising costs and customer dissatisfaction. How well
does their approach align with TQM principles, and what additional measures could
be recommended to ensure sustained quality improvement and customer approval? (10
Marks)
Q3 (A). An urban
mutli speciality hospital is experiencing patient dissatisfaction due to long
wait times, inconsistent service quality, and communication gaps among staff.
The hospital administration believes that empowering employees through quality
circles could drive meaningful change. As the Quality Improvement manager, you
are asked to design a quality circle program that brings together staff from
different departments to identify problems, propose solutions, and implement
improvements focused on patient care and operational excellence. Design a
quality circle program for the hospital aiming to improve patient satisfaction
and operational efficiency. Outline how your program will encourage
cross-functional collaboration and continuous quality improvement. (5 Marks)
Q3 (B). A
mid-sized manufacturing company with approximately 200 employees across
multiple locations has seen a steady increase in operational costs, a drop in
sales volume, and growing customer complaints over the past six months. The
management is seeking a transformative approach to reverse these trends,
improve quality, and regain customer trust through implementation of TQM
concepts. The leadership is open to organizational change but needs a clear,
actionable plan that aligns with TQM philosophies. Propose a brief outline for
a TQM implementation roadmap for a mid- sized manufacturing company. Your
roadmap should briefly outline the core concepts and principles of TQM, address
employee involvement, and propose innovative strategies for continuous
improvement and customer focus. (5 Marks)
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Treasury Management in
Banking
Dec 2025 Examination
Q1. India is
experiencing a rise in external debt and a decline in foreign exchange reserves
held by the RBI, while interest rates and inflation are falling—indicating a
likely appreciation of the Indian Rupee (INR). These macroeconomic conditions
pose significant currency risk for both the central bank and corporate
entities.
In the context of the
above scenario Apply your knowledge of currency risk management to: Explain how
the Reserve Bank of India (RBI) can apply internal and external techniques to
manage the Balance of Payments (BoP) under these circumstances and Suggest,
justify appropriate internal and external strategies that corporates can use to
manage currency risk associated with External Commercial Borrowings (ECBs) and
import payments in light of a strengthening INR. (10 Marks)
Q2. Critically evaluate
the role of the Clearing Corporation of India (CCIL) in the trading and
settlement of Forex Spot and Forward Derivatives for bankers and FX-retail
corporates. How has CCIL’s intervention impacted the traditional roles of
platforms like Thomson Reuters and brokers in India’s forex market? Support
your evaluation with relevant examples or data. (10 Marks)
Q3(A). Explain, with an
example, the impact on a bank’s profitability and the lending rates offered to
customers when the Repo Rate is decreased and increased, respectively, by the
RBI. You are required to construct a real-life or hypothetical scenario to
demonstrate how changes in the Repo Rate influence a bank’s profitability and
lending decisions. (5 Marks)
Q3(B)The Reserve Bank
of India (RBI) employs monetary policy tools such as the Cash Reserve Ratio
(CRR) and Statutory Liquidity Ratio (SLR) to manage liquidity and ensure
financial stability in the economy.
In context to the given
scenario, imagine a scenario where the RBI decides to reduce both CRR and SLR
to address sluggish economic growth.
Create a
well-structured explanation that highlights the impact of this policy action on
the following aspects: Liquidity in the banking system, prevailing market
interest rates and Banks’ overall profitability Further, formulate a logical
justification, supported by an example, to explain why and under what
macroeconomic conditions the RBI would choose to reduce CRR or SLR. (5 Marks)
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Warehouse Management
Dec 2025 Examination
Q1. A mid-sized
manufacturing company has identified inefficiencies in its warehouse receiving
and put-away processes. Deliveries often pile up at the receiving dock, causing
delays and congestion. Products are sometimes misplaced or stored in suboptimal
locations, leading to wasted labor hours and underutilized storage space. The
management wants to implement lean warehousing practices and process
improvement tools to eliminate non-value-adding activities and optimize the
flow of goods from receiving to storage.
Given the scenario, how
would you apply lean warehousing concepts and process improvement methodologies
to redesign the warehouse’s receiving and put-away processes, ensuring reduced
waste, improved space utilization, and enhanced workflow efficiency? (10 Marks)
Q2. A warehouse manager
at a consumer electronics company has been tasked with reducing inventory
levels to free up working capital and minimize holding costs. The manager has
implemented tighter reorder points and reduced safety stock levels. However,
some departments have reported occasional stock-outs, leading to production
delays. Senior management is concerned about the impact on service levels and
customer satisfaction. The manager must now assess the effectiveness of the
current strategy and propose a balanced approach that aligns with
organizational goals. Evaluate the effectiveness of the warehouse manager’s
inventory reduction strategy in aligning with the organization’s overall
objectives. Critique the approach and recommend how the manager can balance
inventory reduction with uninterrupted material flow. (10 Marks)
Q3 (A)SwiftWare
Logistics operates a network of warehouses across India, specializing in e-
commerce fulfillment. Recently, the company faced challenges in managing
inventory due to fluctuating demand, inefficient space utilization, and delays
in order processing. To address these issues, SwiftWare implemented a Warehouse
Management System (WMS) with real-time tracking, automated storage solutions, and
predictive analytics. While the system improved efficiency in urban warehouses,
rural facilities struggled with adoption due to limited technical expertise and
infrastructure constraints.
Evaluate the key
benefits of implementing a Warehouse Management System (WMS) in urban
warehouses. How did these features address SwiftWare’s operational challenges? (5
Marks)
Q3(B) Propose
strategies SwiftWare could adopt to overcome the barriers to WMS implementation
in rural warehouses, ensuring consistent performance across all facilities. (5
Marks)
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World Class Operations
Dec 2025 Examination
Q1. Elin Electronics
Limited is an Indian company
specializing in Electronics Manufacturing Services (EMS). They offer a wide
range of services, including design and engineering, manufacturing, and supply
chain management, primarily serving original equipment manufacturers
(OEMs).Elin has recently adopted the Shingo Model for Operational Excellence to
improve its operational performance. However, the company is experiencing
resistance from employees who are accustomed to traditional management styles
and are sceptical about new continuous improvement initiatives. The leadership
team recognizes that cultural enablers and alignment are critical for success.
The operations team must now apply the principles of the Shingo Model to
overcome resistance, foster a culture of respect and humility, and ensure that
improvement efforts are sustained throughout the organization.
Given the scenario, how
can the operations team apply the Shingo Model for Operational Excellence to
address cultural resistance and drive sustainable improvement across the
organization?
Word Limit: 400 Words
(10 Marks)
Q2. Samsung is
currently experiencing fluctuating customer demand and increasing product
variety – specifically, for its Smartphones & other devices by expanding
its product line to include various models, colours, storage options, and
features to cater to different consumer preferences and price points. To address these challenges, the company’s
operations team is evaluating the adoption of a Flexible Manufacturing System
(FMS) that promises adaptability and efficiency. However, concerns have been
raised about the high initial investment, integration with existing processes,
and the ability to maintain quality standards.
Evaluate the
decision-making process of a company that is considering the implementation of
a Flexible Manufacturing System (FMS) to achieve world class operations.
Critique the potential benefits and risks associated with FMS adoption and
justify whether this strategic move aligns with the company’s goals for
quality, cost, and responsiveness.
Word Limit: 400 Words
(10 Marks)
Q3 (A) Beclawat
Manufacturing Inc., is a mid-sized Canadian manufacturing company that designs
and manufactures durable window and door systems, specializing in the marine,
rail, transit, and defence industries.
They offer a wide range of products, including watertight aluminum and
stainless-steel windows, as well as weathertight and watertight doors. Beclawat
has been operating with legacy systems and traditional management practices.
Facing increasing global competition and customer demands for higher quality at
lower costs, the leadership recognizes the need to transform into a world class
operation. The company lacks a clear operational strategy, has fragmented
quality systems, and inconsistent process controls.
The CEO has tasked you,
as an external consultant, to design a Transformation Roadmap that will guide
the company through this evolution, ensuring sustainable operational
excellence. Design a comprehensive transformation roadmap for a mid- sized
manufacturing company aiming to evolve from traditional operations to world
class operations, ensuring integration of strategies, systems, and processes.
How would you structure this roadmap to address both immediate operational gaps
and long-term competitive advantage?
Word Limit: 250 Words
(5 Marks)
Q3(B). Volkswagen Group
is a world-class manufacturer, recognized for its operational excellence, is
now under pressure from global customers and regulators to demonstrate
leadership in Corporate Social Responsibility (CSR). Volkswagen’s current CSR
efforts are fragmented and lack alignment with operational goals. The board
asks you to design a strategy that makes CSR an integral part of the company’s
operations and reputation, with clear metrics and transparent reporting.
Create a holistic
strategy for integrating Corporate Social Responsibility (CSR) into the core
operations of a world-class manufacturing company, ensuring that environmental,
ethical, and philanthropic responsibilities are embedded in every process. How
would you measure and communicate the impact of these initiatives to
stakeholders?
Word Limit: 250 Words (5 Marks)
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