Search results

The aim of this paper is to propose a mapping framework for evaluating supply chain learning potential for the context of small‐ to medium‐sized enterprises (SMEs).

The extracts of recently completed case based research for ten manufacturing SME units and facts reported in the previous research are utilized for the deduction of proposed framework. Initially, 25 learning factors were extracted from the literature which were related to various learning characteristics of SMEs. This helped to develop a mapping framework comprising 55 arguments for evaluating supply chain learning potential/penetration in SME organizations.

An application of the mapping framework is demonstrated for two case organizations.

The framework will help SME managers to identify weak areas in their supply chain and adopt learning and knowledge management perspectives to improve upon select dimensions, such as customer responsiveness, flexibility, inventory management and lead time issues through better supply chain planning, coordination and information sharing.

The proposed framework integrates the insights reported in three different bodies of knowledge, such as organizational learning, supply chain planning and small and medium scale enterprises, and hence can be seen as a unique supply chain evaluation template for the case of SMEs.

The purpose of this paper is to describe some of the key areas that influence managing the supply chain in the small‐ and medium‐sized enterprise (SME) sector. It outlines in an informative and explorative manner the research environment of supply chain management (SCM) in SMEs in India.

Initially, the paper scans the environment of Indian SMEs using a self‐developed framework with the acronym immunity‐infection‐net resistance‐offerings and code of conduct (I²NOC). Having outlined the key characteristics of SMEs, the paper focuses on exploring selected issues for SCM in the SME sector.

A literature review identified gaps in the research and a set of investigative questions were derived from the review. These questions help define the premise behind the research approach outlined in the paper. Investigative questions were further grouped to identify specific issues and/or areas of concern. Finally, the paper constructs a generic research problem, a tentative research methodology, projects outcomes of the research and sets out a critical path method (CPM) schedule for the time management of a research project.

SMEs in India vary in outputs, productivity and organizational characteristics. Since the late 1990s, globalization has forced many organizations in the engineering sector to enter the Indian market. Their low‐cost high‐quality products challenged Indian SMEs. The need to become competitive is now a matter‐of‐fact for all SMEs in India. This paper provides contemporary researchers in the areas of SMEs and SCM with knowledge that will help them (i) comprehend key research issues related to SCM for SMEs and (ii) define constructs, research variables and the nature of their research (that is, either exploratory or explanatory) with logical coherence.

Initially, the paper proposes a new framework (I²NOC) for understanding the competitive advantage of SMEs. Subsequently, the paper introduces the central themes of SMEs and SCM, supported by various arguments and positions from the literature. The paper offers guidance to management researchers in developing, defining and presenting their research (especially in the case of business or management students undertaking doctoral research) in a systematic and convincing manner.

This paper aims to propose a role interaction model for understanding a supply chain orientation of small and medium scale enterprises (SMEs).

The paper defines various role players and logic for the quantification of conceptual role model. This process enlists some 13 possible combinations of various roles and defines them on a coordinated geometry of cube. An applicability of proposed logic is demonstrated for a case of XYZ tin‐container manufacturing SME.

The study provides an identification of various roles, development of role interaction model and its 13 combinations to gain insights into the supply chain management (SCM) issues of SMEs are the major contributions.

The paper proposes a simple, logical and easy‐to‐use approach that could even be understood and applied by SMEs managers with a limited knowledge base.

The contributions of the paper are three‐fold: it reports contemporary literature on supply chain management in SMEs, it develops a conceptual role interaction model; and it demonstrates the application of proposed approach for the real life case example.

Supply chain coordination is concerned with managing dependencies between various supply chain members and the joint efforts of all supply chain members to achieve mutually defined goals. There are different coordination mechanisms reported in the literature that have been discussed in isolation like information sharing, information technology, long‐term partnerships, and joint decision making which help in coordinating supply chain members. Various coordination models have been proposed considering isolated activities of the supply chain. There is a need to consider a holistic perspective of coordination in the entire supply chain. This paper sets out to analyze a case study of XYZ, a leading automotive parts manufacturer in India, to throw light on the status of coordination in its supply chain.

A situation‐actor‐process (SAP)‐learning‐action‐performance (LAP) model has been applied to analyze the case study of XYZ. The situation represents the present scenario of the organization. Actors are the participants, influencing the situation to evolve different business processes. Based on SAP, various learning issues have been analyzed which lead to suitable action followed by impact of SAP on the performance of the supply chain of the organization.

Various issues that need attention are: the type of relationship with suppliers and buyers, coordination effort with supply chain members, various mechanisms like information sharing, information technology, information systems, joint decision making, and flexibility required to adopt the above‐mentioned issues of coordination.

The flexible model of SAP‐LAP is used to explain soft and hard issues of supply chain coordination in a managerial context with reference to a dynamic SAP‐LAP model as applied to the case of XYZ.

The flexible model of SAP‐LAP presents the situation of coordination to participants who may initiate the processes needed to be coordinated. It also helps in identifying flexibility gaps in adoption of coordination mechanisms. The synthesis of SAP leads to LAP, which bridges the gap of flexibility by suggesting improvement actions on the gaps of flexibility or the learning from the present situation, actors and processes.

This is a novel approach to analyze quantitative and qualitative issues of supply chain coordination in a single model comprising various perspectives on coordination, coordination mechanisms, and flexibility required to coordinate, and the impact of coordination on performance of the supply chain.

Purpose: The purpose of this paper is to describe a decision support tool based on various types of contracts in a two‐level supply chain. A supply chain (SC) consists of disparate but interdependent members, dependent on each other to manage various resources (inventory, money and information). The conflicting objectives between these members may cause uncertainties in supply and demand, which can be managed by adopting coordination with the help of contracts (such as buyback, revenue sharing and quantity flexibility). Design/methodology/approach: A decision support tool for SC coordination using contracts (DSTSCCC) has been developed to explore the applicability of contracts and to compare different types of contracts in various situations. The DSTSCC is comprised of an analytical module, which is an extension of the classical newsboy problem and a simulation module. Findings: DSTSCCC helps in determining decision variables for different scenarios of contracts in the best interest of all SC members as well as whole SC. Practical implications: DSTSCCC is a simple‐to‐use and easy‐to‐implement decision making tool which helps in taking decisions prior to the actual start of SC activities. The prior decisions may help to handle future exceptions. SC members may jointly select the most profitable contract to share risks and rewards. Originality/value: DSTSCCC comprised of analytical module and simulation module presents an Integrative framework which cannot be dealt in isolation. The output of analytical module becomes input for simulation to quantify performance measures. The improvement in performance measures after satisfying the objectives of all SC members helps in realizing coordination in SC.

The demand variability in case of assembly line operations can be absorbed either by multi‐skilling of operators on the line, empowering them to handle a wider mix of work‐elements or by holding finished goods inventory. This paper examines trade‐offs between these two groups of policies by developing a simulation‐based model. Four policies are evaluated and their cost implications examined to enable decision makers to choose the best policy depending upon the situation specific parameters. A case study to illustrate the proposed model is presented and results are found to be insightful. A methodology to identify training needs in case of multi‐skilling is also developed.

The purpose of this paper is to review the literature on supply chain management (SCM) practices in small and medium scale enterprises (SMEs) and outlines the key insights.

The paper describes a literature‐based research that has sought understand the issues of SCM for SMEs. The methodology is based on critical review of 77 research papers from high‐quality, international refereed journals. Mainly, issues are explored under three categories – supply chain integration, strategy and planning and implementation. This has supported the development of key constructs and propositions.

The research outcomes are three fold. Firstly, paper summarizes the reported literature and classifies it based on their nature of work and contributions. Second, paper demonstrates the overall approach towards the development of constructs, research questions, and investigative questions leading to key proposition for the further research. Lastly, paper outlines the key findings and insights gained.

Survival of SMEs will be determined first and foremost by their ability to provide/produce more, at less cost, in less time, with few “defects”. The key to this is effective SCM. The issue is much explored in the context of large enterprises but less attention is paid to SMEs. Paper aims to surface out some facts for the same. Originality/value The paper reports‐classifies the literature and development of construct and propositions.

The arrival of global manufacturers has brought about new challenges such as environmental concerns and sustainability of supply chains. The purpose of this paper is to identify implementation level, major drivers, various practices and performance of environmentally and socially‐conscious supply chain management (SCM) in the context of the automobile industry in India.

The literature is reviewed to understand various challenges/barriers to the adoption of green supply chain management (GSCM) practices; statistical analysis of various drivers, practices and performance of environmentally and socially conscious supply chain is carried out in the case of an automobile cluster in central India. Personal interviews are conducted and a structured questionnaire is used for data collection from 30 organizations including original equipment manufacturers, first‐ and second‐tier suppliers.

Environmentally and socially responsive supply chains are in the early adoption stages in India. Companies studied in the auto cluster are not adequately addressing these measures in supply chain design and operations; though awareness and inclination to adopt has been on the rise – actual implementation lacks a holistic approach.

Investigation of GSCM along with social concerns is rarely done in the Indian context. This paper will offer valuable insights for managers in understanding the consequences of non‐compliance, especially with the Indian automobile industry recently becoming global.

The purpose of this paper is to propose a methodology for evaluating and comparing supply chain relationships, specifically when, small and medium scale enterprise (SME) is considered as focal company.

The paper proposes a mathematical solution based on interpretive structural modeling and graph theory matrix to determine the supply chain relationship index. The application is demonstrated for the case of Indian automotive SMEs based on the secondary data reported.

Solution determines supply chain buyer‐supplier index for upstream and downstream. Based on which coefficient of similarity and dissimilarity are determined to evaluate the net pool of buyer‐supplier relationship on focal small and medium scale automotive component manufacturing industry.

Developed approach and results will help SMEs in general and Indian automobile component manufacturing SMEs to rethink on their supply chain relationships and identify the reasons behind their present failures and establish the criteria for win‐win partnership.

The paper addresses the following issues: how buyer‐supplier relationships can be quantified and the impact measured for the present working of focal SME; how SMEs can convince upstream and down stream supply chain players to initiate improvement on some dimensions of buyer‐supplier relationships; and on what basis change in relationships (from transactional to alliance) can be made to minimize the supply chain pressure on a focal company.

The purpose of this paper is to propose an integrated supply chain performance measurement framework for the case of small and medium scale enterprises (SMEs) using set of qualitative and quantitative insights gained during the case study research.

This paper develops the supply chain performance measurement framework using the facts revealed through case study analysis, secondary data specific to various SME clusters in India and detailed contemporary studies reported on supply chain management in SMEs. It integrates the salient features of balanced scorecard (BSC) and supply chain operation reference (SCOR) model to deliver a comprehensive performance measurement framework for SMEs.

This paper reports set of performance indicators for the supply chain processes like “source,” “make,” and “deliver” in SMEs. It also relates the measures with various supply chain cycles like “procurement,” “manufacturing,” “replenishment,” and “customer order.” As a result, paper delivers an integrated performance measurement framework for supply chain evaluation and planning in SMEs. It also outlines the detailed guideline for the implementation and use of the framework.

This paper is expected that the developed framework: will help SME managers to improve the visibility of their supply chain amongst interacting partners; and will help SME firms to explain the basis of their decisions to the other supply chain partners and specifically, origingal equipment manufacturer organizations where less bargaining power exist.

This paper integrates the spirit of two well‐known contributions in the field of performance measurement namely BSC and SCOR. The proposed framework is deduced using the findings of real life case study research and hence establishes an adequate platform for its application. It would help the managers or decision makers in SMEs to gain a systematic insight into their supply chain problems and hence undertake the necessary improvements.