CMA JANUARY-2025 EXAMINATION

OPERATIONAL LEVEL
SUBJECT: E1. ENTERPRISE OPERATIONS

Time Allocated: Three hours Total Marks: 100

Reading Time: 15 minutes Writing Time : 180 minutes

Instructions to Candidates
There are 3 Sections (A, B & C) in this paper. You are required to answer ALL questions.

Answers should be properly structured, relevant and computations need to be shown.

You are strongly advised to carefully read ALL the question requirements before attempting the
question concerned (that is all parts and/or sub-questions).

ALL answers must be written in the answer book. Answers written on the question paper will not
be submitted for marking.

Start answering each question from a fresh sheet. Your answers should be clearly numbered
with the sub-question number then ruled off, so that the markers know which sub-question you
are answering.

Section No of questions in the No of sub-questions Marks allocation

Section in the Section

A 01 08 20%

B 01 05 30%

C 02 50%

TURN OVER

Page 1 of 5
SECTION A – 20 MARKS
This section consists of 1 question and 8 sub-questions.
You are advised to spend no longer than 36 minutes on this section. Section will carry 20 marks
and one sub-question will carry 2.5 marks each.

QUESTION 1
(a) Describe the process of workforce planning.
(2½ Marks)
(b) From an HR perspective, how can an organization design and implement activities to
increase employee contribution through idea generation and participation?
(2½ Marks)
(c) What is the Country/political risk for business?
(2½ Marks)
(d) What is Economic order quantity (EOQ)? Write down the formula for deriving EOQ?
(2½ Marks)
(e) Write down some of the measures that can be taken to ensure security of Information
Systems.
(2½ Marks)
(f) Briefly discuss two approaches of quality management.
(2½ Marks)
(g) What do you understand by outsourcing and offshoring?
(2½ Marks)
(h) What is ERP (Enterprise Resource Planning)? Write down the name of two world wide
reputed ERP systems.
(2½ Marks)

END OF SECTION A

SECTION B Starts on page 3

Page 2 of 5
SECTION B – 30 MARKS
This section consists of 1 question and 5 sub-questions.
You are advised to spend no longer than 9 minutes on each sub-question in this section. Section
will carry 30 marks and one sub-question will carry 6 marks each.

QUESTION 2
(a) Discuss the distinction between Human resources development and training and the tools
available to development and training.
(6 Marks)
(b) Discuss the importance of appraisals, their conduct and their relationship to the reward
system.
(6 Marks)
(c) Discuss the role institutions and governance in economic growth.
(6 Marks)
(d) What is corporate political activity? How do they differ in developed and developing markets?
(6 Marks)
(e) How do you assess the costs and benefits of Information Systems? What are the Major costs
and benefits associate developing and implementing an Information systems?
(6 Marks)

END OF SECTION B

SECTION C Starts on page 4

Page 3 of 5
SECTION C – 50 MARKS
This section consists of 2 questions.
You are advised to spend no longer than 45 minutes on each question in this section. Section will
carry 25 marks and allocation of marks for each sub-question is indicated next to the sub-question.

QUESTION 3

(a) ZAHIN Corporation, a multinational company based in a developed country, is planning to

expand its operations into a developing country. The company's board is keen on upholding
high standards of Corporate Social Responsibility (CSR) in their new market. However, they
are aware that CSR practices and expectations can vary significantly between developed
and developing countries. They need to understand how to effectively implement CSR in the
new market while considering the local context and international variations.
Required:
How should ZAHIN Corporation adapt its CSR strategies to effectively address the different
expectations and challenges of CSR in a developing country, while maintaining their global
standards?
(b) MAHIN Corp. is a mid-sized electronics manufacturing company specializing in consumer
electronics such as smartphones, tablets, and smartwatches. Over the last few years,
MAHIN Corp. has experienced rapid growth in demand. However, their supply chain
operations have struggled to keep up, leading to issues like delayed product launches, high
inventory costs, and low customer satisfaction. The CEO realizes the need to treat supply
chain management (SCM) as a strategic process rather than merely an operational one. She
envisions a supply chain that is agile, responsive to market changes, and aligned with
corporate goals.
MAHIN Corp. is now looking for ways to:
(i) Increase supply chain efficiency and resilience.
(ii) Ensure supply chain alignment with the company's long-term goals.
(iii) Improve visibility across the supply chain.
(iv) Minimize costs while enhancing customer satisfaction.
Required:
(i) How can MAHIN Corp. integrate supply chain management as a strategic process in
their organization?
(ii) What practical steps should MAHIN Corp. take to align SCM with its long-term
corporate goals?
(iii) How can MAHIN Corp. build resilience in its supply chain to manage risks?
(iv) What role does technology play in transforming MAHIN Corp.’s supply chain into a
strategic asset?
[Marks: (9+(4 x 4 = 16) = 25]
QUESTION 4
Introduction: Unilever Bangladesh Limited (UBL) is one of the leading fast-moving consumer
goods (FMCG) companies in Bangladesh. Operating since 1964, Unilever has been pivotal in
shaping consumer behavior and driving product awareness. UBL’s wide range of products,
including personal care, home care, and food and beverages, cater to diverse consumer segments
across the country. Unilever Bangladesh is known for its innovative marketing strategies that are
adapted to local preferences, making it a household name in the country. However, increasing
competition from local brands and evolving consumer preferences present challenges for Unilever
to maintain its market dominance.

SECTION C Continues on Page 5

Page 4 of 5
Market Analysis: The FMCG market in Bangladesh is highly competitive, with multinational
corporations and local brands vying for consumer loyalty. Unilever Bangladesh’s market success
can be attributed to its robust distribution network, extensive brand portfolio, and a deep
understanding of consumer insights. However, recent trends indicate a growing preference for
local brands due to their affordability and perceived cultural relevance. In response, Unilever
Bangladesh has adopted various digital and grassroots-level marketing strategies, focusing on
affordability, accessibility, and awareness.
Marketing Strategy of Unilever Bangladesh:
1. Localized Marketing Campaigns: Unilever has implemented campaigns that resonate with
Bangladeshi cultural values. For example, Lifebuoy’s "Healthy Bangladesh" campaign
promotes health and hygiene, aligning with government efforts to improve public health.
Such initiatives build brand loyalty by addressing social issues important to Bangladeshi
consumers.
2. Digital Transformation and E-commerce: With increased internet penetration, Unilever
has leveraged digital marketing, reaching younger, tech-savvy audiences. Through
collaborations with e-commerce platforms like Daraz, UBL has improved online product
availability, making it easier for urban and semi-urban consumers to access their products.
3. Product Innovation and Portfolio Expansion: UBL consistently innovates, introducing new
product lines tailored to local preferences. For instance, Sunsilk and Lux products are
marketed specifically for Bangladeshi hair and skin types, fostering consumer trust and
encouraging loyalty.
4. Sustainability and Social Responsibility: Unilever Bangladesh actively promotes
sustainability through campaigns focused on waste reduction and environmental awareness.
UBL's “Plastic Waste-Free World” initiative aims to make its packaging recyclable, appealing
to environmentally-conscious consumers.
Challenges and Opportunities: Despite its success, Unilever Bangladesh faces challenges from
the increasing presence of local brands, which often offer products at lower prices. Moreover,
changing consumer behavior towards health-focused and sustainable products requires
continuous adaptation in product formulations and marketing strategies. However, opportunities for
growth lie in further penetrating rural markets, expanding product lines for niche segments, and
strengthening digital engagement.
Conclusion: Unilever Bangladesh’s marketing strategy is a mix of cultural relevance, digital
innovation, and social responsibility. By maintaining a balance between global expertise and local
adaptability, UBL has managed to secure a strong market position. Moving forward, UBL must
focus on enhancing its competitive edge by embracing technological advancements and evolving
with consumer preferences. This will enable Unilever Bangladesh to sustain its leadership in the
ever-evolving FMCG market.
Required:
(i) How can Unilever Bangladesh further differentiate itself from local competitors while
maintaining affordability?
(ii) In what ways can UBL enhance its digital marketing strategies to engage rural consumers
who are less digitally active?
(iii) What role does sustainability play in Unilever Bangladesh’s brand perception, and how can
the company improve its sustainability initiatives to attract environmentally-conscious
consumers?
(iv) How should Unilever Bangladesh balance its global brand identity with local cultural
preferences to maintain a strong connection with Bangladeshi consumers?
[Marks: (4 +6+7+8) = 25]

* End of Question Paper *

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