Corporate turnaround through effective supply chain management: the case of a leading jewellery manufacturer in India

Ganesan Kannabiran (Department of Management Studies, National Institute of Technology, Tiruchchirappalli, India)
Saumen Bhaumik (Titan Industries Limited, Bangalore, India)

Supply Chain Management

ISSN: 1359-8546

Publication date: 1 December 2005



This paper aims to examine how creative industries can adopt supply chain management (SCM) approaches to achieve business excellence.


The paper is based on case research of supply chain (SC) integration in a jewellery‐manufacturing organisation.


Organisations in the creative industries such as jewellery can achieve superior performance through systematic supply chain planning and implementation. Integrating SC planning with business planning, persistent commitment of the top management and making use of cross‐functional teams for implementation are some of the key determinants of SCM.

Research limitations/implications

The paper presents a basis for understanding the scope for adopting SCM approaches in creative industries. Future research may be directed to identify and evaluate the parameters of successful adoption of SCM approaches in other creative industries. The research has the generic limitation of generalisability. However, it provides an insight into understanding the issues of SCM adoption in a developing country context.

Practical implications

Practitioners are required to use cross‐functional teams for SCM implementation, choose unique approaches to manage supply chain performance and exploit native talents in creative industries.


The paper brings out the key aspects of supply chain integration in creative industries with specific reference to a developing country.



Kannabiran, G. and Bhaumik, S. (2005), "Corporate turnaround through effective supply chain management: the case of a leading jewellery manufacturer in India", Supply Chain Management, Vol. 10 No. 5, pp. 340-348.

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Copyright © 2005, Emerald Group Publishing Limited

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