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Indian economy is based on the unorganised sector. The mayhem created to the daily earner on the streets of Delhi. Once it was considered that the street vending was one of the easiest occupations for the survival of the people living in the lowest ladder in the economy. Anyone who does not have any means of earning can espouse vending as profession as it has societal sanction and acceptability in terms of diversity and universalistic point of view. In search of better livelihood, people used to migrate from rural India to urban metros like Delhi. The analysis of the pre-conditions of the street vendors will help us to have a glimpse of prior COVID-19 situation in the region. Now, this chapter tries to debate on the kind of adaptability that street vendors needed post COVID-19 era. An informal interview conducted with the street vendors help us to comprehend their preparedness for their adaptability to survive. This chapter also tries to discuss some of the programmes and policies that can be a lifeline for the street vendors during the post COVID-19 era.

Presents an approach for evaluating the number of vendors to employ in a procurement situation using multi‐objective programming (MOP) and data envelopment analysis (DEA). The approach advocates developing vendor‐order quantity solutions (referred to as supervendors) using MOP and then evaluating the efficiency of these supervendors on multiple criteria using DEA. Formulations are presented for both the MOP and DEA models. A case study is presented for a Fortune 500 company in a just‐in‐time (JIT) manufacturing environment.

Unprecedented changes sweeping the world during the last few years have given rise to the need for the development and adoption of contingency strategies. This requires firms to have strategic flexibility in every aspect of their operation. Vendor development strategies constitute an important component in achieving this flexibility. Attempts to draw up an explicit conceptual link between generic business unit strategies and generic vendor development strategies. Proposes a vendor structure framework with three dimensions representing vendor structure scope, vendor structure relationship and vendor structure focus. Uses the framework to develop certain generic vendor development strategies. Considers the four generic strategies suggested by Porter, namely industry‐wide cost leadership strategy, industry‐wide differentiation strategy, segment cost leadership strategy and segment differentiation strategy and, for each one of these, proposes appropriate vendor development strategies.

Reviews the various scenarios which exist for library‐vendor relations. Considers the questions which should be asked when evaluating the individual products, services and options of vendors; and the pros and cons of using one or many vendors. Describes a new model ‐ the project approach. Presents examples of various library‐vendor communications ‐ both positive and negative.

The aim of the present paper is to model the vendor selection process in construction projects in Greece. The applied approach involves a multicriteria rating technique used for calculating a normalized economic bid for the alternatives (i.e. vendors) by determining a proposed multiplier coefficient. This technique uses two stage compromise programming procurement criteria and weights according to the relevant legislative framework for government procurement to provide a multicriteria value score for each vendor. The application of the approach is demonstrated by an illustrative example concerning the procurement of earthmoving equipment (i.e. bulldozer). The primary advantage of this approach is that it incorporates a degree of subjectivity into the evaluation process in compliance with the existing legislative framework.

User‐vendor relationships are examined in a sector of the electronics industry where the manufacturing process is sensitive to the performance of vendors in terms of price, quality and delivery. Two similar user companies with different vendor management approaches are considered and the effects these have on vendor performance and the subsequent results for aspects of the companies' performance examined. Vendors supplying both companies were interviewed on the rationale of their behaviour towards the companies. It is shown how, for this type of manufacturing process, forgoing short‐term price opportunities by developing long‐term relationships with vendors can lead to greater overall benefits for the manufacturing process.

The library automation marketplace is unstable and immature. Numerous vendors are attempting to enter the market by taking market share from the more established vendors. Profit margins are small or nonexistent for most of the vendors. The majority of vendors are selling products in the market for the first time; the companies, themselves, generally are younger than the anticipated life cycle of the technology they are producing. The lack of experience supporting technology through a full life cycle will contribute new, future challenges for vendors. The combined instability, immaturity, and unprofitability of the marketplace pose significant risks for both vendors and their library customers.

The purpose of this paper is to provide a “trait based approach” for vendor selection and evaluation for expensive procurements in large businesses through a simple and easy‐to‐use mathematical model using safety, quality, delivery and cost criteria. Design/methodology/approach – We use 16 traits addressing safety (S), quality (Q), delivery (D) and cost (C) areas for evaluating performance of a vendor on a linear 10 point scale. We start with evaluating each “supplier‐supply item” combination and compute gross averages for each of the SQDC areas and finally arrive at an “Overall Performance Index” for each supplier‐supply item combination. These indices form a “Vendor Performance Dashboard” for decision making. Findings – The case study shows that the proposed method is quick and easy to adopt, and provides a logical framework for vendor selection and management, based on performance in the four critical (SQDC) areas. Research limitations/implications – A lot of monotonous computations are required for the proposed vendor evaluation process. Hence, the scope for software development warrants further investigation. There is also a need to develop a process for weighting the different SQDC elements for application in different industry/market contexts. Originality/value – This paper presents a unique and simple approach for generating dashboard data for decisions regarding evaluation of vendors and distribution of sub‐contracts in a dynamic technology intensive market with practical examples. The proposed model for vendor selection and determination of order sizes is less dependent on complex algorithms and more practical and logically framed than existing models.

The application of computer technology to routine procedures in libraries has been evolving for more than twenty years. As technology has made new applications possible and as library and vendor expertise has developed, some libraries today are working with a second or even a third system vendor. This paper reports on a survey of libraries in the United States which have changed vendors and it identifies commonality and variation in factors associated with automation system change by these libraries.

Just‐in‐time (JIT) is a Japanese concept which has revolutionsed manufacturing management. It has reduced product cost, and improved productivity, product quality and delivery time by as much as 80 per cent in some companies. Manufacturers are anxious to implement this system but it requires a high level of co‐operation and support from the vendors. Rooted in a tradition of adversarial game‐playing with the manufacturer, vendors are prone to thinking that much of the benefits of JIT to the manufacturers accrue at their expense. This mode of thinking has proved to be counterproductive and needs to be changed. The role of vendors in a JIT system must be properly evaluated and efforts should be made to make them more co‐operative.