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To cite this document:
B.S. Sahay Jatinder N.D. Gupta Ramneesh Mohan, (2006),"Managing supply chains for competitiveness: the Indian scenario",
Supply Chain Management: An International Journal, Vol. 11 Iss 1 pp. 15 - 24
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Research paper
Ramneesh Mohan
Center for Global Supply Chain Management, Institute of Management Technology, Raj Nagar, India
Abstract
Purpose The paper aims to analyse research conducted for assessing the current state of supply chain management practices followed by Indian
organisations and identifying important areas that need to be addressed in order to increase their competitiveness.
Design/methodology/approach The paper begins by proposing a framework for evaluating the supply chain strategy of an organisation along the
three key dimensions supply chain objectives, supply chain processes, and management focus on supply chain activities. Data collected through
survey questionnaire for the three dimensions have been used to assess the alignment of supply chain strategy with the overall business strategy
through statistical analysis.
Findings The research findings reveal that most of the Indian organisations have aligned their supply chain objectives with their business objectives.
They are now on course of aligning their processes and management focus. Enhanced level of competitiveness would require Indian organisations to
manage the three-dimensional alignment of achieving the agenda set by the business strategy.
Research limitations/implications Further research work should focus on: assessing the current level of supply chain processes; identifying critical
supply chain focus areas for the business; and establishing specific performance measures for continuous measurement of supply chain efficiency
improvement.
Practical implications This paper provides a detailed study to help supply chain managers improve supply chain efficiency through alignment of
supply chain objectives with business objectives, supply chain processes with management tools and supply chain focus areas with management focus.
Improved supply chain efficiency will help Indian organisations maintain competitiveness in a rapidly globalising economy.
Originality/value The supply chain alignment model suggested in this paper provides a framework for realising true supply chain efficiency and
competitiveness. Different organisations will align their objectives, processes and management focus as per the focal areas of their organisation
depending on their capabilities and market situation. However, in every case Indian organisations need to act fast to capitalise on these opportunities to
be competitive with the world market.
Keywords Competitive strategy, Information management, Inventory management, Supply chain management, India
Paper type Research paper
1. Introduction
1.1. Indias competitiveness
Over a decade has passed since India embarked on
liberalisation. There has been no dearth of fervent
declarations affirming Indias determination to acquire the
capabilities that will add to its competitiveness and enable it
to be counted among other recognised global players (Gupta,
1998). However, has India been able to cash on inherent and
The current issue and full text archive of this journal is available at
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15
Product quality
Product design
On-time delivery
After-sales service
Managing distribution
52.39
68.13
55.94
92.50
41.08
92.68
72.89
60.71
63.00
59.67
56.62
58.06
66.96
71.39
34.05
81.46
63.11
48.57
58.50
69.84
36.34
62.19
44.64
88.06
30.27
93.17
69.78
59.29
57.00
62.62
39.15
62.50
45.56
78.61
41.08
89.76
68.44
47.14
54.00
57.70
51.83
66.45
66.09
75.83
52.43
72.20
74.76
57.14
66.50
74.43
16
2. Research framework
The present research study proposes a three-pronged
framework for evaluating the supply chain strategy of an
organisation. The framework uses the three key dimensions
supply chain objectives, supply chain processes and
management focus on supply chain activities to evaluate
the overall supply chain strategy of the organisation (Figure 1).
It is imperative for organisations to co-ordinate, synchronise
and integrate the three dimensions of supply chain objectives,
supply chain processes and management focus on supply
chain activities to evolve a synergistic supply chain strategy.
The co-ordination, synchronisation and integration
mentioned above optimise the supply chain function within
itself. However, throughout the process of managing a supplychain strategy for competitiveness, managers need to keep one
overarching consideration in mind: the companys overall
strategy and direction to compete. Logistics and supply-chain
decisions cannot be made that do not support or worse yet,
run counter to the broad business objectives. For
competitiveness, the supply-chain strategy must be in
synchronisation with the business strategy. One cannot
make decisions aimed at cutting transportation costs and
paring down the number of warehouses, for example, if the
17
3. Research methodology
In the backdrop of the research framework, a comprehensive
survey questionnaire was designed to fulfil the research
objectives. Details of its design, testing, and use are discussed
in this section.
18
4. Survey results
The survey results have been presented from three
perspectives, e.g. objectives, process and focus in order to
align supply chain strategy with business strategy.
Percentage of respondents
16
25
28
17
14
19
Criticality score
4.38
4.22
4.19
4.05
3.97
3.53
3.43
3.43
3.32
3.18
3.03
20
Weighted score
for length of use
4.05
3.91
3.63
3.50
3.50
3.49
3.45
3.40
3.28
3.22
2.74
Weighted score
for importance
4.66
4.58
4.34
3.10
2.96
2.56
Order fulfilment
Quality
Inventory reduction
Demand forecasting
IT applications
Transportation
Distribution
Lead time compression
Statutory requirements
21
Business objectives
Customer service
4.82
Profit maximisation
Maximise profit
Increase turnover (sales)
4.46
4.37
Operational excellence
4.28
4.93
4.57
4.51
4.43
4.56
4.52
4.37
4.33
4.28
3.96
3.68
4.17
3.90
3.88
3.64
3.62
3.50
3.43
Customer service
Customer service
Order fulfilment
4.38
4.05
Profit maximisation
Demand management
Inventory management
Manufacturing
Product development
Transportation
Distribution management
Import export management
Promotional planning
Warehousing
4.22
4.19
3.97
3.53
3.43
3.43
3.32
3.18
3.03
Operational excellence
Management tool
Total quality management
Benchmarking
Just-in-time
Supply chain optimisation
4.05
3.91
3.63
3.50
Computer-aided/design/manufacturing
Business process reengineering
Enterprise resource planning
Total production maintenance
Activity-based costing
Computer-integrated manufacturing
Optimised production technology
3.50
3.49
3.45
3.40
3.28
3.22
2.74
Management focus
Customer service
Profit maximisation
Customer centricity
New product development
Cost reduction
Productivity enhancement
Digitisation
4.58
2.96
4.34
3.10
2.56
Operational excellence
4.66
Materials accounting
ERP/MRPII
Sales and distribution
CAD/drafting
Shop scheduling and loading
Warehouse management
Supply chain management
Process control and optimisation
Demand management
Engineering data management
Manufacturing execution system
Computer-aided process planning
4.20
3.21
4.11
3.83
3.58
3.57
3.49
3.35
3.18
6. Conclusions
India is one of the worlds fastest-growing economies with
diverse markets. Managing supply chain in such a vast
country is most challenging for any organisation because of
business practices, government regulations, technology
capability, transportation infrastructure, etc. The current
paper has explored Indian organisations for their current level
of supply chain management practices. It has outlined the
framework of achieving competitiveness by alignment of
supply chain strategy with business strategy giving due
coverage to three dimension namely objectives, processes and
management focus. The research findings reveal that most of
the Indian organisations have aligned their supply chain
objectives with the business objectives. They are now on
course of aligning their processes and management focus as
per the focal areas of customer service, profit maximisation
and operational excellence. An enhanced level of
competitiveness would require Indian organisations to
manage the three-dimensional alignment to achieve the
agenda set by the business strategy. The supply chain
alignment model suggested in this paper provides a
framework for realising true supply chain efficiency and
competitiveness. Different organisations will align their
processes and management focus as per the focal areas of
Order fulfilment
Lead time compression
Quality
Inventory reduction
Demand forecasting
IT applications
Transportation
Distribution
Statutory requirements
% respondents using IT
61.0
48.6
43.8
32.9
19.2
17.8
17.1
15.8
13.7
13.0
11.6
9.6
23
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Further reading
World Economic Forum (1999), Global competitiveness
profile of India 1999, The Global Competitiveness Report,
World Economic Forum, Cologny.
Corresponding author
Jatinder N.D. Gupta can be contacted at: guptaj@uah.edu
24
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