Enterprise resource planning April 2026

Description

Enterprise Resource Planning

Apr 2026 Examination

 

 

Q1. BrightWave Retail Pvt. Ltd. has been facing declining customer satisfaction and slow order processing due to outdated workflows and fragmented communication between departments. To regain competitiveness, management plans to implement Business Process Reengineering (BPR) to redesign its core processes for greater efficiency, speed, and customer focus. Identify the major process inefficiencies affecting BrightWave Retail’s performance. Explain how Business Process Reengineering can help transform these processes and discuss the benefits and challenges the company may face during BPR implementation. (10 Marks)

Ans 1.

Introduction

BrightWave Retail Pvt. Ltd. is experiencing a common challenge faced by many mid-sized retail organizations: declining customer satisfaction combined with slow and inefficient order processing. These issues are often rooted in outdated workflows, manual coordination, and disconnected departmental systems that prevent smooth information flow. In an increasingly competitive retail environment, customers expect quick order fulfillment, accurate information, and seamless service across channels. To respond to these pressures, BrightWave’s management has decided to adopt Business Process Reengineering (BPR) as a strategic initiative. BPR focuses on radically redesigning core business processes to achieve dramatic improvements in performance, cost efficiency, service quality, and operational speed, rather than

 

 

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Q2. Orion Manufacturing Ltd. manages separate software systems for finance, inventory, sales, and human resources. This leads to data duplication, reporting delays, and poor coordination between departments. To resolve these issues, the company decides to implement an SAP ERP system to integrate all business functions into a unified platform. Explain how SAP ERP can streamline business processes and enhance decision-making also discuss the benefits and implementation challenges of adopting SAP in a manufacturing organization. (10 Marks)

Ans 2.

Introduction

Orion Manufacturing Ltd. is facing operational inefficiencies due to the use of separate software systems for finance, inventory, sales, and human resources. Such fragmented systems often create data silos, duplicate entries, delayed reporting, and coordination gaps between departments. In a competitive manufacturing environment, timely information and integrated operations are essential for controlling costs, improving productivity, and responding quickly to market demands. To overcome these challenges, Orion has decided to implement SAP ERP, a

 

Q3(A). During a legacy system replacement, an organisation suffered from inadequate technical support and a lack of functional skills among employees; following SAP deployment, reliance on consultants remained high and vendor teams planned phased exit. Frequent staff turnover, limited internal training budgets, and the imperative to maintain 24×7 operations create a risk of knowledge loss and rising post- implementation support costs. Leadership requires a pragmatic plan to institutionalise ERP expertise within the organisation, ensuring continuity, faster problem resolution, and eventual reduction of external support spend. Develop a sustainable human- capability development and governance framework to reduce dependency on external consultants post-ERP implementation. The framework should include a training curriculum, certification and mentorship program, knowledge-retention KPIs, vendor handover milestones, and incentive mechanisms. How would you design and phase this framework to ensure long-term internal ownership, operational continuity and reduced support costs? (5 Marks)

Ans 3a.

Introduction

After ERP implementation, many organizations struggle to reduce dependence on external consultants due to limited internal technical capability and knowledge gaps. In this scenario, continuous operations, frequent employee turnover, and constrained training budgets increase the risk of long-term dependency and rising support costs. To address this challenge, leadership must focus on building internal ERP expertise through structured capability development and governance mechanisms. A sustainable framework is required to ensure knowledge retention, faster issue resolution, and long-term operational stability.

Before defining the framework, it

 

Q3(B). Multiple Ajinomoto subsidiaries in India must standardize ERP platforms to support growth. Constraints include limited budgets for some units, regulatory data residency concerns, need for localization, and desire to avoid vendor lock-in. Previous experiences with legacy systems and external consultants make stakeholders cautious; procurement must decide between established SAP deployments, hybrid cloud options, or lower-cost open-source solutions tailored to SMEs. Design a vendor selection and procurement decision framework for Indian subsidiaries evaluating on- premise SAP, hybrid cloud SAP, or open-source ERP alternatives. Your framework should weigh total cost of ownership, customization needs, support ecosystem, data security, scalability, vendor risk mitigation clauses, and transition costs, and include a scoring model and sample contractual safeguards. (5 Marks)

Ans 3b.

Introduction

Standardizing ERP platforms across multiple subsidiaries is a complex decision that requires balancing cost, scalability, compliance, and operational flexibility. Ajinomoto’s Indian subsidiaries face challenges such as budget constraints, regulatory requirements, and concerns about vendor dependency. Choosing between on-premise SAP, hybrid cloud solutions, and open-source ERP platforms requires a structured evaluation framework. A systematic procurement approach