NMIMS 2nd Semester DEC 2026 Sample
Business Analytics
December 2026 Examination
Q1 A regional retail chain has recently integrated several years’ worth of sales data from multiple stores into a central Excel dataset. During initial analysis, analysts discovered many missing values in the ‘delivery amount’ column due to inconsistent point-of-sale entry practices across store locations. Senior management is concerned about the impact of missing data on profitability reporting and trend analysis, especially as the company prepares for a major expansion into new markets. The analytics lead must recommend an approach for handling missing values that balances data integrity and analytical reliability while maintaining comparability across different store datasets.How should the analytics lead apply appropriate imputation techniques (mean, median, or mode) to address missing values in the ‘delivery amount’ column? Discuss the implications of each method on analytical outcomes and propose a step-by-step Excel-based workflow that ensures the integrity and usability of the final dataset for profitability analysis across all store locations. (10 Marks)
Ans 1.
Introduction
The absence of delivery numbers can degrade store profits and hide changes in the demand of customers. Yet, replacing every single blank by a common amount would result in a completely different issue. Stores could have a different clientele, charge different delivery fees, and operate under different price policies. Therefore, the analytics manager should analyze the reasons why transactions aren’t being recorded prior to deciding on an imputation technique. Mean, median and mode are able to provide useful estimates when applied to comparable transactions. The aim is to protect valuable information, without having to present estimates as recorded factual
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Q2 (A) A major airline is seeking to improve its on-time performance after receiving negative feedback from both customers and industry regulators. The airline’s analytics team has developed a probability-based machine learning model that predicts flight delays using historical flight data, weather patterns, aircraft types, and operational variables. However, industry experts argue that the model’s accuracy is limited by incomplete data and the assumption that all input variables are independent, which may not hold in a dynamic, multi-airport environment. The airline is considering whether to invest further in enhancing data quality or to revise its modelling approach to better reflect interdependencies.Evaluate the effectiveness of relying solely on probability-based models for predicting flight delays in the presence of incomplete data and variable interdependencies. What are the key risks and benefits for the airline, and how would you justify improvements to the modelling approach to maximise operational impact? (5 Marks)
Ans 2A.
Introduction
Airline companies require delays predictions that allow quick operational decision-making. Probability estimates could help you allocate the gates, staff, and standby aircraft. Incomplete records or false independence assumptions can render predictions misleading. The airline needs to enhance data quality and model design in conjunction, and evaluate the success by operational
Q2 (B) FinStat, a mid-sized financial advisory firm, uses SLR to predict loan default rates from customer income. In a quarterly report, the analytics manager notes a low SSR compared to TSS, resulting in a high R-squared near 0.9. However, the regression diagnostic review reveals heavy-tailed residuals not following the normal distribution, and some evidence of autocorrelation, especially during economic downturns. Leadership is considering using this model for major risk management decisions but is concerned about validity under stressed conditions.Critically evaluate the reliability of FinStat’s regression model for strategic loan portfolio management, given the high R-squared but violations in normality and autocorrelation assumptions. Justify your conclusions by weighing the trade-offs between statistical goodness-of-fit and model assumption breaches, recommending improvements for robust risk assessment. (5 Marks)
Ans 2B
Introduction
FinStat’s explanatory accuracy is encouraging, but it cannot create reliable risk-based forecasts for loan risks for downturns. Autocorrelation and large tails indicate there is a lot of uncertainty. Management must evaluate predictions errors and model assumptions. You should evaluate a linear regression with stress prior to establishing lending policies or major limit on risk in the
Cost & Management Accounting
Dec 2026 Examination
Q1 A manufacturing company provides the following information for the production of 10,000 units during the year:
| Particulars | Amount (Rs.) |
| Opening Stock of Raw Materials | 30,000 |
| Purchases of Raw Materials | 2,40,000 |
| Carriage Inwards | 10,000 |
| Closing Stock of Raw Materials | 40,000 |
| Direct Wages | 1,20,000 |
| Direct Expenses | 20,000 |
| Factory Overheads | 1,00,000 |
| Opening Work-in-Progress | 30,000 |
| Closing Work-in-Progress | 20,000 |
| Office & Administrative Overheads | 60,000 |
| Opening Finished Goods | 50,000 |
| Closing Finished Goods | 30,000 |
| Selling & Distribution Overheads | 60,000 |
The company follows a cost-sheet approach for determining product cost and pricing. Prepare a Cost Sheet showing Prime Cost, Factory/Works Cost, Cost of Production, Cost of Goods Sold and Cost of Sales. Calculate the cost per unit and determine the selling price per unit if the company wants to earn a profit of 20% on cost. (10 Marks)
Ans 1.
Introduction
Any manufacturing firm needs an effective method to figure out what a particular product will cost to create and to sell so that they can price it correctly and earn a fair profits. Cost sheets are comprehensive document that categorizes and summarizes the overall costs of a product in distinct categories for the specified period. They are prepared frequently and usually with each order or batch, as well as for the accounting period which serves as an account of costs in the
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Q2 (A) A manufacturing company is facing rising costs, inefficient resource utilisation and increasing competition. The Managing Director believes that financial accounting information alone is sufficient to address these issues. The newly appointed Management Accountant disagrees and recommends using management accounting information for managerial decisions. Evaluate the Management Accountant’s recommendation by explaining how management accounting information can support planning, resource allocation, monitoring and control, and operational decision-making in this situation. (5 Marks)
Ans 2(A).
Introduction
The managing director believes that financial accounting alone can solve the problems of rising costs, poor resource use as well as competition. Nevertheless, the financial accounting system only records what previously occurred. It is the Management Accountant is right to advise management accounting as it focuses on the future and helps the actual process of making
NMIMS 2nd Semester DEC 2026 Sample
Q2 (B) A diversified manufacturing and engineering company receives the following three assignments:
– Assignment A: Manufacture a customised machine according to the specifications of one customer.
– Assignment B: Manufacture 1,000 identical electronic components together as one production lot.
– Assignment C: Execute a two-year construction project at the customer’s site.
Analyse the nature of each assignment and recommend whether Job Costing, Batch Costing or Contract Costing should be applied in each case. Justify each recommendation based on the nature of the cost unit, production/order characteristics and duration of the work. (5 Marks)
Ans 2(B).
Introduction
The three assignments differ in the way work is ordered, how close the outputs are as well as the length of time that the work takes. This is what determines the costing technique that is most suitable because batch, job and contract pricing are made to work with a specific type of production.
Concept and Application
Assignment A and Job Costing
Assignment A involves manufacturing one customised machine to a single specs of a customer. Thus, each job becomes the cost unit. Job costing has been designed specifically for this
Human Resource Management
December 2026 Examination
Q1 A rapidly growing multinational technology firm has seen an uptick in employee turnover, particularly among high-performing engineers. Exit interviews reveal dissatisfaction with limited career progression and a lack of targeted skill development. The HR manager is tasked with addressing this talent retention issue by devising an intervention that also ensures employees’ goals are aligned with the firm’s broader innovation strategy. The company’s HR department is well-structured, with dedicated teams for talent acquisition, learning and development, and performance management, providing a solid foundation for new initiatives. How should the HR manager apply high-performance work system principles to design and implement an integrated training and career development framework that improves retention and aligns employees’ goals with the firm’s innovation strategy? (10 Marks)
Ans 1.
Introduction
The turnover issue of the technology company is a reflection of a disconnect between the employees’ expectations and the options offered within the organization. Engineers might value challenging work as well as relevant education and apparent career progression as well and as rewards for their financial performance. High-performance work systems is able to meet these requirements through integrated individuals rather than a few isolated programs for training. The HR manager should link learning and development for employees, their participation, performance feedback, and careers opportunities to the strategy. This can increase employee
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Q2 (A) A global consumer goods firm prides itself on its comprehensive succession planning, regularly identifying high-potential employees (HiPos) through assessments and grooming them for future leadership through targeted development. However, recent diversity reports reveal that the same group of employees is repeatedly chosen as successors, raising concerns about bias, missed potential, and a lack of innovation in leadership ranks. Evaluate whether the current succession planning approach is appropriate for building an equitable and effective leadership pipeline, considering its implications for diversity and inclusion. (5 Marks)
Ans 2A.
Introduction
The process of planning for succession is a way to ensure leadership continuity and prepare employees for their responsibilities. However, consistently selecting similar people can raise doubts concerning the validity and effectiveness of the process. A consumer goods company must continue to use structured development, while looking at whether the methods used to assess are able to recognize the different strengths of its employees and ensure an equitable
Q2 (B) A healthcare provider recently introduced a performance management approach emphasizing continuous development and personalized growth plans, linking potential appraisal with career advancement opportunities. However, some staff argue that the system favors extroverted or highly visible employees, while introverts and those performing critical but less visible roles feel overlooked. Furthermore, managers struggle to apply consistent criteria for assessing future potential. Evaluate whether potential appraisal is an appropriate basis for employee development and advancement in this context, considering the identified biases and inconsistencies. (5 Marks)
Ans 2B.
Introduction
A potential appraisal could help the healthcare company prepare its employees for job responsibilities in the future, as well as personalise their growth. But, extroversion and visibility can’t be trusted as substitutes for capabilities. The inconsistency of management guidelines also hinders the fairness of an organization. A company should take into consideration potential
Legal Aspect of Business
Dec 2026 Examination
Q1 ABC Electronics, a national retailer, enters into a contract to buy 2,000 smart refrigerators from a manufacturer, with delivery scheduled in two installments over three months. The contract includes an express warranty stating all refrigerators will have a 3-year repair warranty, and meet a minimum energy efficiency standard. When the first installment arrives, 400 units are found to be less energy efficient than promised, but fully functional. Despite this, ABC decides to keep and sell the refrigerators, then seeks damages from the manufacturer for the shortfall in efficiency. Applying the concept of ‘warranty’ under section 12(3) of the Sale of Goods Act, 1930, and the distinction between condition and warranty, how should ABC Electronics proceed to claim its commercial rights? What legal remedies are available to ABC, and why can it not repudiate the entire contract in this scenario? (10 Marks)
Ans 1.
Introduction
This case turns on the distinction between the distinction that the Sale of Goods Act, 1930, makes between a guarantee and a warrantee, which is the basis for determining what remedies a purchaser is entitled to when a promise made by a seller is broken. ABC Electronics ordered smart refrigerators promising to achieve a minimum energy efficiency standard, but the first batch of units didn’t meet expectations, while remaining functional. ABC kept and sold these appliances instead of refusing to purchase them. They then demanded damages in the event of a shortfall. Applying subsection 12(3) of the Act and the rules governing acceptance of goods, it is
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Q2 (A) An e-commerce marketplace inadvertently processes a double payment from a customer for a single order due to a technical glitch. The customer requests a refund, but the seller refuses, believing no contract covered the second payment. The marketplace itself is unsure whether it is required to intervene or if a contractual or quasi-contractual remedy should apply. Stakeholders aim to resolve the dispute with fairness and legal correctness. Evaluate whether the remedy in this scenario lies under a quasi-contract or a traditional contract within the framework of the Indian Contract Act, 1872. Justify your position by weighing the legal obligations of all three entities, customer, seller, and marketplace, and recommend a fair course of action. (5 Marks)
Ans 2(A).
Introduction
The technical issue led to the customer having to pay twice for one order, but no agreement was in place to protect the second transaction. It’s not a matter of dispute about a broken promise under an old contract, but about money received without any legal obligation to hold it, a situation the Indian Contract Act, 1872 deals with through its regulations about quasi-contract.
Concept and Application
Why This Is Not a Traditional Contract
An effective contract demands an offer, acceptance, and consideration for a specific
Q2 (B) In India, a mid-sized manufacturer seeks to secure a substantial loan for expansion. The lender demands a contract of guarantee, and the manufacturer’s director offers to act as surety. Subsequently, the lender and borrower amend the terms without consulting the surety, leading to borrower’s default. The director contests his liability, citing changes to the agreement. Both sides refer to the Indian Contract Act’s provisions on guarantee and discharge of surety’s liability. Assess the legal and ethical implications of enforcing liability against a surety when key contract terms have been modified without their knowledge. Drawing on statutory and practical considerations, argue how courts should balance creditor protection and fair treatment of guarantors in such situations. (5 Marks)
Ans 2(B).
Introduction
A director gave a personal assurance for his company’s loan. But the lender later changed his loan’s terms with the borrower without telling him. If the borrower failed to pay, the lender attempted to impose the guarantee nonetheless. This is how the Indian Contract Act, 1872
Operations Management
Dec 2026 Examination
NMIMS 2nd Semester DEC 2026 Sample
Q1 A fashion entrepreneur has sketched an innovative line of athleisure wear and is preparing for a national roll-out. Past small-batch launches suffered from material shortages and unreliable single-source vendors, resulting in lost sales and brand reputation damage. The business aims to diversify its material sourcing using trade shows, online supplier directories, and local contacts, while building negotiation leverage and mitigating supply disruptions. The owner has asked for a sourcing strategy that goes beyond previous efforts and supports scalable growth. How should the supply chain lead apply best practices from the sourcing phase to build a resilient production network for the new product? (10 Marks)
Ans 1.
Introduction
The sourcing stage is where companies decide on the supplier to be the supplier of its goods but if it is done incorrectly, it could undermine a previously solid business idea. The earlier batch launches slowed down because the company relied on just one source for key materials, so any delays or disruptions to the one vendor directly resulted in reduced sales and damaged the image of the brand. As the company moves to an international roll-out, the company will require a sourcing plan based with multiple channels, genuine ability to negotiate and proactive control of risk, not the one-source strategy that was unsuccessful before. Utilizing proven sourcing
shortages or reputational harm that affected their earlier smaller-batch launches.
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Q2 (A) A fast-growing online retailer is assessing potential sites for its new distribution warehouse. The short-listed options include a location near a major transport hub with higher rent, a rural site with tax grants but limited transit infrastructure, and an industrial park offering service provider external economies. The management team must balance cost, efficiency, and future scalability, while also addressing employee commuting needs and environmental regulations. Critically evaluate the trade-offs involved in selecting among these warehouse locations. Which option should the retailer choose to maximize operational effectiveness and long-term business success? Justify your answer by addressing the diverse factors outlined in the scenario. (5 Marks)
Ans 2(A).
Introduction
Picking a site for a distribution warehouse can be a long-term decision that is not just a property choice as it provides the cost of transportation, speed of service and accessibility to workers for a long time. There are three choices for the retailer, one that is a hub for transport as well as a rural tax incentive location and an industrial park, each one weighs costs against performance and
Q2 (B) An organisation changed its facility layout and achieved higher productivity and reduced non-value-added activities. However, a post-implementation review revealed new bottlenecks caused by unexpected interactions between departments. Evaluate the adequacy of its layout planning process in anticipating such challenges and recommend improvements to proactively address similar bottlenecks in future. (5 Marks)
Ans 2(B).
Introduction
Enhancing productivity while reducing non-value-added operations shows the layout plan has succeeded on its main goals. But new bottlenecks appearing only following implementation, due to the unexpected interaction between departments show a gap in the extent to which the initial
Strategic Management
December 2026 Examination
Q1 A medium-sized electronics manufacturer faces fierce competition from international brands and new local entrants. The CEO has noticed a gradual decline in profit margins and customer retention. After conducting an internal and external assessment, the management recognizes their strengths in process efficiency and a loyal but price-sensitive consumer base. With fragmented industry dynamics and increasing cost pressures, the leadership team is considering adopting Porter’s cost leadership strategy to regain competitive advantage. However, the company has never fully implemented aggressive cost control measures before.Given the scenario, how should the management apply Porter’s cost leadership model to transform their operations? Identify which steps must be taken across the value chain, and recommend practical approaches to achieve cost efficiency while maintaining acceptable quality and market share. (10 Marks)
Ans 1.
Introduction
The company’s declining margins and client retention show that current performance isn’t enough for securing its position. Porter’s cost management strategy can be a possible response because it serves customers that are sensitive to price. The objective is to achieve lower costs in a broad market while delivering the high-quality service that customers demand. This is why it’s important to make coordinated changes throughout the value chain, not just occasional budget cuts. Management needs to build on their strengths as a process manager, identify those costs that are most likely to be avoided, as well as ensure the reliability of its products. The savings
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Q2 (A) A large beverage manufacturing company is planning to expand operations into a new region known for its variable climate and strict environmental regulations. The management team is split: some argue that profitability should drive decisions regardless of local environmental risks (but working within the rules and regulations), while others insist sustainability and compliance with climate directives must be prioritized. The company risks reputational damage and sanctions if regulations are breached, but ignoring profitable opportunities could cost market share. Evaluate the competing priorities between profitability and environmental responsibility in this scenario. In your response, critically assess the potential long-term consequences of each approach, considering how external environmental scanning and natural and societal variables can guide strategic decision-making. Justify which direction the company should pursue and defend your reasoning. The answer should be concise and to the point, focusing on the key points relevant to the question. (5 Marks)
Ans 2A.
Introduction
The business of beverages requires profit-making growth. But climate conditions and environmental responsibilities affect whether this growth is sustainable. It is imperative to comply with legal requirements but does not take away all risks to business. Management must evaluate expansion based on the environmental, financial, and social aspects together, rather than
Q2 (B) A mid-sized electronics manufacturer, AlphaTech, is facing stagnation in its core markets due to increased competition and saturation. The company is considering two paths: merging with a peer company to increase scale and capabilities or acquiring a smaller tech startup to gain proprietary technologies. The board is split, with some advocating for the integration benefits of a merger, while others highlight the value-creation potential of targeted acquisitions. Evaluate the strategic merits and potential pitfalls of pursuing a merger versus an acquisition in AlphaTech’s situation. Justify your recommended path by critically weighing factors such as synergy realization, integration complexities, competitive positioning, and cultural alignment. The answer should be concise and to the point, focusing on the key points relevant to the question. (5 Marks)
Ans 2B.
Introduction
AlphaTech has to grow in order to combat increasing competition and a lack of market share. Mergers can boost scale and efficiency, while an acquisition that is targeted could include technology that helps differentiate the products. The better choice depends on the capability gap as well as the potential synergies to be realized, purchasing terms, and the integration risk. The
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