Author Details

Scroll

Refine your search

Collections

Management Collection

Co-Authors

Journals

Journal of Supply Chain Management Systems

Year

2014
2015

Authors

A B C D E F G H I J K L M N O P Q R S T U V W X Y Z All

Mukhopadhyay, D.

Humanitarian Relief Supply Chain in India-Framework and Challenges

Abstract Views :240 | PDF Views:2

Authors

Souresh Bhattacharya ¹, D. Mukhopadhyay ², Sunil Giri ³

Affiliations
1 Shri Mata Vaishno Devi University, Katra, J & K, IN
2 Shri Mata Vaishno Devi University, Katra, J & K, IN
3 Management Development Institute, Murshidabad, West Bengal, IN

Source

Journal of Supply Chain Management Systems, Vol 3, No 2 (2014), Pagination: 32-40

Abstract

There has been a substantial increase in the number of natural and man-made disasters, both in scope and intensity, in the last few decades. The resultant damage - social, economic, and human, has highlighted the necessity of immediate response, in aid of maximum number of affected people, utilising all available resources in an optimal manner. The logistical challenges in the face of such disasters, call for proper management of relief resources in the form of Human Relief Supply Chain (HRSC). This study examines current issues regarding HRSCs including major stakeholders and agencies involved, including role of the private sector, and their respective contributions. A framework of HRSC in the Indian context is proposed, highlighting major issues and challenges.

Keywords

Humanitarian, Disaster, Supply Chain, NDMA, India.

Full Text

References

Action Aid, Action Aid International, The Evolving UN Cluster Approach in the Aftermath of the Pakistan Earthquake: an NGO perspective. Retrieved fromwww. actionaid.org.uk/doc_lib/234_1_un_cluster_approach. pdf.

Agha,Y. (2009). The political economy of disaster vulnerability: A case study of pakistan earthquake 2005, MPRA Paper No. 20762. Retrieved from http://mpra. ub.uni-muenchen.de/20762/.

Aitken, J., Christopher, M., & Towill, D. (2002). Understanding, implementing and exploiting agility and leanness. International Journal of Logistics Research and Application, 5(1), 59-74.

Argollo da Costa, S. R., Campos, V. B. G., & Bandeira, R. A. de M., (2012). Supply chains in humanitarian operations: Cases and analysis. Procedia - Social and Behavioral Sciences, 54 (4), 598-607.

Beamon, B. M. (2004). Humanitarian relief chains: issues and challenges, Proceedings of the 34^th International Conference on Computers and Industrial Engineering, San Francisco, CA.

Christopher, M., & Towill, D. (2001). An integrated model for the design of agile supply chains. International Journal of Physical Distribution and Logistics Management, 31(4), 235-246.

Cozzolino, A., Rossi, S., & Conforti, A. (2012). Agile and lean principles in the humanitarian supply chain : The case of the United Nations world food program. Journal of Humanitarian Logistics and Supply Chain Management, 2(1), 16-33.

Dongsong Zhang, D., Zhou, L., & Nunamaker, J. F. (2002). A knowledge management framework for the support of decision making in humanitarian assistance/ disaster Relief. Knowledge and Information Systems, 4, 370-385.

Guha-Sapir, D., & Hoyois, P. (2012). Measuring the Human and Economic Impact of Disasters, Retrieved from www.foresight.gov.uk.

Guha-Sapir, D., Vos, F., Below, R., & Ponserre, S. (2012). Annual disaster statistical review 2011: The numbers and trends, Brussels: CRED. Retrieved from www. cred.be/sites/default/fi les/ADSR_2012.pdf.

Howden, M. (2009). How humanitarian logistics information systems can improve humanitarian supply chains: A view from the field, Proceedings of the 6^th International ISCRAM Conference Gothenburg, Sweden. Retrieved from

http://www.iscramlive.org/ISCRAM2009/papers/ Contributions/241_How%20Information%20 Systems %20Can%20Improve_Howden2009.pdf

Kova'cs, G., & Spens, K. M. (2007). Humanitarian logistics in disaster relief operations. International Journal of Physical Distribution and Logistics Management, 37(2), 99-114.

Kovacs, G., & Spens, K. M. (2009). Identifying challenges in humanitarian logistics. International Journal of Physical Distribution and Logistics Management, 39(6), 506-528.

Lee, H. L. (2004).The triple-a supply chain, Harvard Business Review.

Maon, F., Lindgreen, A., &Vanhamme, J. (2009). Cross- Sector Collaboration for Disaster Relief Supply Chains Enhancement: Mingling Corporate Expertise with Humanitarians, Willpower, IAG-Louvain School of Management Working Paper. http://www.uclouvain.be/ cps/ucl/doc/iag/documents/WP_21_Maon_Lindgreen_ Vanhamme.pdf.

McLachlin, R., & Larson, P. D.(2011). Building humanitarian supply chain relationships: lessons from leading practitioners. Journal of Humanitarian Logistics and Supply Chain Management, 1(1), 32-49.

NDMA, National Disaster Management Agency, Retrieved fromwww.ndma.gov.in.

OCHA, United Nations Offi ce for the Coordination of Humanitarian Affairs,Retrieved from http://www. unocha.org/search/node/cyclone%20bhola

Ozdmar, L. (2011). Planning helicopter logistics in disaster relief, OR Spectrum, 33, 655-672.

Rodman, W. K. (2004). Supply chain management in humanitarian relief logistics, Thesis No. AFIT/ GLM/ENS/04-16, Department of the Air Force, Air University, Air Force Institute of Technology, Wright- Patterson Air Force Base, Ohio. Retrieved from http:// www.dtic.mil/dtic/ tr/fulltext/u2/a422958.pdf.

Ross, S. S. (2004). Towards new understandings: Journalists & humanitarian relief coverage, Fritz Institute: USA. Retrieved from http://www.fritzinstitute. org/PDFs/Case-Studies/ Media_study_wAppendices. pdf

Roy, P., Albores, P., & Brewester, C. (2012). Logistical Framework for last mile relief distribution in humanitarian supply chains: Considerations from the fi eld, Proceedings of the International Conference on Manufacturing Research 2012, Birmingham, UK.

Samii, R.,VanWassenhove, L. N., Kumar, K., & Becerra- Fernandez, I. (2002a). IFRC :Choreographer of Disaster Management : Preparing for tomorrow’s disasters, INSEAD. Retrieved from

http://www.fritzinstitute.org/PDFs/Case-Studies/ Hurricane%20Mitch.pdf.

Samii, R., Van Wassenhove, L. N., Kumar, K., & Becerra- Fernandez, I. (2002b). IFRC: Choreographerof Disaster Management : The Gujarat Earthquake, INSEAD. Retrieved from

http://www.insead.edu/facultyresearch/centres/isic/ documents/002HRG.pdf. Accessed on 5 May 2013.

Samii, R., & Van Wassenhove, L. N. (2008). The United Nations Joint Logistics Centre (UNJLC): The Genesis of a Humanitarian Relief Coordination Platform, INSEAD.

Tatham, P., & Kovacs, G. (2010). The application of swift trust to humanitarian logistics. International Journal of Production Economics, 4, 35-45.

Thomas, A., & Fritz, L. (2006). Disaster Relief Inc, Harvard Business Review.

Thomas, A. S., & Kopczak, L. R. (2005). From logistics to supply chain management:The path forward in the humanitarian sector, Fritz Institute Publication, USA. Retrieved from http://www.fritzinstitute.org/PDFs/ Programs/FromLogisticsto.pdf.

Tomasini, R., & Van Wassenhove, L. N. (2004). A framework to unravel, prioritize and coordinate vulnerability and complexity factors affecting a humanitarian response operation, INSEAD Working paper. Retrieved from http://www.insead.edu/v1/humanitarian/documents/ WP200441TM.PDF.

Tomasini, R., & Van Wassenhove, L. N. (2006). Overcoming the barriers to a successful cross-sector partnership. The Conference Board, Executive Action Series, 188.

Tomasini, R., & Van Wassenhove, L. N. (2009a). From preparedness to partnerships: Case study research on humanitarian logistics. International Transactions in Operational Research,16(5), 549-559.

Tomasini, R., & Van Wassenhove, L. N. (2009b). Humanitarian Logistics, Palgrave Macmillan.

Van Wassenhove, L. N. (2006). Humanitarian aid logistics: Supply chain management in high gear.The Journal of the Operational Research Society, 57(5), 475-90.

Whiting, M. C., & Ayala-Ostrom, B. E. (2009). Advocacy to promote logistics in humanitarian aid.Management Research News, 32(11), 1081-1089.

Whybark, D. C., Melnyk, S. A., Day, J., & Davis, E. (2010). Disaster relief supply chain management: new realities, management challenges, emerging opportunities. Decision Line, 41(3), 4-7.

Wisner, B. (2004). Assessment of capability and vulnerability, In G. Bankoff, G. Frerks, and D. Hilhorst, (eds.), Mapping Vulnerability: Disasters, Development and People. London: Earthscan, 183-93.

Framework for Study of Supplier Relationships in Indian Automotive Supply Chains

Abstract Views :393 | PDF Views:0

Authors

Souresh Bhattacharya ¹, D. Mukhopadhyay ¹, Sunil Giri ²

Affiliations
1 Shri Mata Vaishno Devi University, Katra, Jammu & Kashmir, IN
2 Management Development Institute, Murshidabad, West Bengal, IN

Source

Journal of Supply Chain Management Systems, Vol 4, No 3 (2015), Pagination: 47-63

Abstract

Indian automotive industry has increasingly adopted global supply chain best practices including supplier relationship as a management imperative, in the last two decades. Increased competition, globalisation, wide-spread outsourcing, use of information technology and rapid technological advances have contributed in supplier relationship development with the objective to achieve competitive advantage and a high level of performance. It is evident that only if mutual benefits accrue to both Vehicle Assemblers (VA) and their suppliers, the partnership between them would be meaningful and effective. Also, VAs have necessarily, to invest considerable resources and effort in achieving collaboration with their suppliers and cost-effectiveness becomes an issue which leads to supply base rationalisation and a segmented approach. Therefore understanding the issues involved and identifying focus areas for successful supplier relationships becomes an imperative. This paper , based on an exploratory study, delves into the VA- supplier interface in Indian automobile supply chains, examines various theoretical and practical dimensions, in order to identify strategic imperatives (key impact drivers), Supplier Management Orientation (SMO) of VAs, adoption of Supplier Development Practices, extent of VA- supplier partnerships and mutual benefits accruing to both entities. Based on this a framework for holistically studying the VA-supplier interface is proposed.

Keywords

Supplier Relationship Management, Automotive Supply Chain, Framework, India, Supply Chain Management.

Full Text

References

ACMA, 2013. Presentation on auto component industry in India: Growing capabilities and strengths. Retrived from www.acma.in.

Adobor, H., & McMullen, R. (2007). Supplier diversity and supply chain management : A strategic approach. Business Horizons, 50, 219-229.

Alaez-Aller, R., & Garcia, J. C. L. (2010). Dynamic supplier management in the Auto Industry. International Journal of Operations and Production Management, 30(3), 312-335.

Automotive. (2006). Automotive Mission Plan 2006-2016 – A Mission for development of Indian Automotive Industry. Ministry of Heavy Industries & Public Enterprises, Government of India. Retrieved from http://dhi.nic.in

Avittathur, A. B., & Swamidass, P. (2007). Matching plant flexibility and supplier flexibility : Lessons from small suppliers of U.S. manufacturing plants in India. Journal of Operations Management, (25)717-735.

Bensaou, M., & Venkatraman, N.(1995). Configurations of Inter organizational Relationships : A Comparison between US and Japanese automakers. Management Science, 41(9), 1471.

Bensaou, M. (1999). Portfolios of buyer-supplier relationships. Sloan Management Review, 40(4), 35-44.

Barney, J. (1991). Firm resources and sustained competitive Advantage. Journal of Management, 17(1), 99 – 120.

Benton, W. C., & Maloni, M. (2005). The influence of power driven buyer/seller relationships on supply chain satisfaction. Journal of Operations Management, 23, 1-22.

Binder, M., Gust, P., & Clegg, B. (2008). The Importance of Collaborative front loading in automotive supply networks. Journal of Manufacturing and Technology Management, 19(3), 315 – 331.

Buliya, Y. R. (2013). Tata motors to bring in one part one vendor policy. Economic Times. Retrieved fromhttp:// www.autoinfoz.com/india-car-news/Tata-car-news/ tata-Motors-To-Bring-In-One-Part-One-Vendor-Policy532.html [April 02, 2014]

Caniels, M. C. J., & Gelderman,C. J.(2007). Power and Interdependence in buyer-supplier relationships :A purchasing portfolio Approach. Industrial Marketing Management, 36, 219-229.

Carr, A. S., & Pearson, J. N.(1999). Strategically managed buyer supplier relationship and performance outcomes. Journal of Operations Management, 17(5), 497-519.

Carr, A. S., & Kaynak, H. (2007). Communication methods, information sharing, supplier development and performance – An empirical study of their relationships. International Journal of Operations and Production Management, 27(4), 346 – 370.

Choi, T. Y., & Hong, Y. (2002). Unveiling the structure of supply networks : Case studies in Honda, Accura and Diamler Chrysler. Journal of Operations Management, 20, 469-493.

Choi, T. Y., & Krause, D. R. (2006). The supply base and its complexity : Implications for transaction costs, risks, responsiveness and innovation. Journal of Operations Management, 24, 637-652

Christopher, M., & Juttner, U. (2000). Developing strategic partnerships in the supply chain : A practitioner perspective. European Journal of Purchasing and Supply Management, 6, 117-127.

Corswant, F. V., & Fredrikssion, P. (2002). Sourcing trends in the car industry. International Journal of Operations and Production Management, 22(7), 741 – 758.

Das, A., & Narasimhan, R. (2000). Purchasing competence and its relationship with manufacturing performance. Journal of Supply Chain Management, 36(2).

Das, T. K., & Teng, B. S. (2000). A resource based theory of strategic alliances. Journal of Management, 26(1), 31-61.

Das, N., & Kasturi, R. V. (2004) .Building and sustaining buyer-supplier relationship in mature industrial markets. Journal of Marketing, 68, 63-77.

Deloitte, (2012).Globalizing Indian Manufacturing Competing in Global Manufacturing and Service Networks. Retrieved from www.deloitte.com/in. Dec 23

Donaldson, B. (1996). Industrial marketing relationships and open-to-tender contracts –co-operation or competition?.Journal of Marketing Practice: Applied Marketing Science, 2(2), 23-34.

Drucker, P. (1946). The concept of the corporation, John Day, New York.

Dwyer, F. R., Schurr, P. H., & Sejo, O. (1987). Developing buyer-seller relationships. Journal of Marketing, 51(2), 11 – 27.

Dyer, J. H., & Ouchi, W. G. (1993). Japanese-style partnerships: Giving companies a competitive edge. Sloan Management Review, 35, 51-64.

Dyer, J. H. (1996). Specialised supplier networks as a source of competitive advantage: Evidence from au automotive industry. Strategic Management Journal,17, 271-291.

Dyer J. H. (1997). Effective interfirm collaboration : How firms minimize transaction costs and maximize transaction value. Strategic management Journal, 18(7), 535– 556.

Dyer, J. H., & Singh, H. (1998). The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, 23(4), 660-679.

Dyer, J. H., Cho, D. S., & Chu, W. (1998). Strategic supplier segmentation: The next best practice in supply chain management. California Management Review 40(2), 57.

Dyer J. H., & Chu, W. (2000). The determinants of Trust in supplier – automaker relationships in the US, Japan and Korea. Journal of International Business Studies, 31(2), 259 – 285.

Dyer, J. H., & Chu, W. (2003). The role of trustworthiness in reducing transaction costs and improving performance : Empirical evidence from the United States, Japan and Korea. Organisational Science, 14(1), 57 – 68.

Duffy, R., & Fearne, A. (2004). The impact of supply chain partnerships on supplier performance. The International Journal of Logistics management, 15(1).

Duffy, R. S. (2008). Towards a better understanding of partnership attributes : An exploratory Analysis of Relationship type classifi cation. Industrial Marketing Management, 37, 228 – 244.

Ellram, L. E. (1995). Partnering pitfalls & success stories. International Journal of Purchasing and Materials Management, 3(2).

Farker, L. B., & Stannack, P. (2000). Cooperation versus competition : Do buyers and suppliers really see eye. European Journal of Purchasing and Supply Management, 6, 31 – 40.

Fink, R. C., Edelman, L. F., & Hatten, K. J. (2007). Supplier performance improvements in relational exchanges. Journal of Business and Industrial Marketing, 22(1), 29 – 40.

Ford, D. (Ed.) (1998). Managing business relationships. John Wiley & Sons, Chichester.

Gadde L. E., & Snehota, I. (2000). Making the most of Supplier Relationships. Industrial Marketing Management, 29, 305-316.

Ganesan, S. (1994). Determinants of long-term orientation in buyer-supplier relationships. Journal of Marketing, 58(2), 1 – 19.

Ghijsen, P. W. T., Samijn, J., & Saskia, E. (2010). Supplier satisfaction and Commitment : The role of influence strategies and supplier development. Journal of Purhasing and Supply Management, 16, 17 – 26.

Goffi n, K., Lemke, F., & Szwejczewski, M. (2006). An exploratory study of ‘close’-supplieremanufacturer relationships. Journal of Operations Management, 24(2), 189-209.

Gunasekaran, A., & Ngaib, E. W. T. (2005). Build-toOrder supply chain management-A literature review and framework for development. Journal of Operations Management, 237(5), 423-452.

Handfi eld, R. B., & Nichols, E. L. (1999). Introduction to supply chain management, Prentice-Hall, Englewood Cliffs,NJ.

Heide, J. B., & George, J. (1990). Alliances in industrial purchasing: The determinants of joint action in buyersupplier relationships. Journal of Marketing Research, 27, 24-36.

Hoyt, J., & Huq, F. (2000). From arms-length to collaborative relationships in the supply chain: An Evolutionary process. International Journal of Physical Distribution and Logistics Management, 30(9), 750-764.

Humphrey, J. (1999). Globalisation and supply chain networks: The auto industry in Brazil and India. Global Production and Local Jobs. International Institute for Labour studies, Geneva.

Humphries, A. S., & Mena, C. (2012). Supply network relationships : A review of empirical evidence. SCCI Ltd, Cranfield School of Management White Paper.

IBM, (2009).The smarter supply chain of the future. Retrieved from www.07.ibm.com/sg/-manufacturing/ pdf/.

Iyer, A.V., Seshadri, S., & Vasher, R. (2009). Toyota supply chain management : A strategic approach to the principles of toyota’s renowned system. McGraw Hill.

Jawahar Babu, K.V.S.N. (2012). A study on Supply Chain Practices with reference to Automobile Industry. International Journal of Marketing, Financial Services and Management Research, 1(9).

Jamil, N., Besar, R., & Sim, H. K. (2013). A study of multi criteria decision making for supplier selection in automotive industry. Journal of Industrial Engineering.

Johnston D. A., & Kristal, M. M. (2008). The climate for cooperation: Buyer – Supplier beliefs and behavior. International Journal of Operations and Production Management, 28(9), 875 – 898.

Joshi, D., Nepal, B., Rathore, A. P. S., & Sharma, D. (2012). On supply chain competitiveness of Indian automotive component manufacturing industry. International Journal of Production Economics, 115, 316-335.

Joshi,D., Gupte,M., & Nautiyal, R. (2013). Oppurtunity in Disguise. Indian Management, Oct13, pp19.

Kamath, R. R., & Liker, J. (1994). A second look at Japanese product development. Harvard Business Review .

Kannan, V. R., & Tan, K. C. (2003). Attitudes of US and European managers to supplier selection and assessment and implications for business performance. Bench marking: An International Journal, 10(5), 472 – 489.

Kaufman, A., Wood, C. H., & Theyel, G. (2000). Collaboration and technology linkages: A Strategic supplier typology. Strategic Management Journal, 21, 649-63.

Khan, A. K., & Pillania, R. K. (2008). Strategic sourcing for supply chain agility & fi rms’ performance: A study of Indian manufacturing sector. Management Decision, 46, 1508–1530.

Kozan, M. K., Wasti, S. N., & Kuman, A. (2006). Management of buyer-supplier conflict: The case of the Turkish automotive industry. Journal of Business Research, 59, 662-670.

KPMG, (2006). Indian automotive Supply Chain – A Discussion paper. Retrieved from www.in.kpmg.com

Kraljic, P. (1983). Purchasing must become supply management. Harvard Business Review, September/October , 109-17.

Krause, D. R. (1997). Supplier development : Current Practices and Outcomes. International Journal of Purchasing and Materials Management Spring, 33(2).

Krause, D. R., & Ellram, L. M. (1997). Critical elements of supplier development : The buying fi rm perspective. European Journal of Purchasing and Supply Management, 15, 103-113.

Krause, D. R., Handfield, R. B., & Scannel, T.V. (1998). An empirical investigation of supplier development : Reactive and strategic processes. Journal of Operations Management, 17, 39 – 58.

Krause, D. R. (1999). The antecedents of buying fi rms’ efforts to improve suppliers. Journal of Operations Management, 17, 205-24.

Lambert, D. M., Emmelhainz, M.A., & Gardner, J. T. (1996). Developing and implementing supply chain partnerships. International Journal of Logistics Management, 7(2), 1-7.

Lambert, D. M., Stock, J. R., & Ellram, L. M. (1998). Fundamentals of logistics management. McGraw Hill.

Landeros, R., Reck, R., & Plank, R. E.(1995). Maintaining buyer-supplier partnerships. Journal of Supply Chain Management, 13(3), 2-12.

Lavie, D. (2006). The competitive advantage of interconnected firms : An extension of the Resource – Based view. Academy of Management Review, 31, 638 – 658.

Liker, J. K. (2004). The Toyota way: 14 management principles from the world’s greatest manufacturer, Mc Graw Hill.

Liker, J. K., Kamath, R. R., & Wasti, S. N. (1998). Supplier Involvement in Design : a Comparative Study of automotive suppliers in the USA,UK and Japan. International Journal of Quality Science, 3(3), 214-238.

Masella, C., & Rangone, A. (2000). A contingent approach to the design of vendor selection systems for different types of co-operative customer/supplier relationships. International Journal of Operations & Production Management, 20(1), 70-84.

McCutcheon, D., & Stuart, F. I. (2000). Issues in the choice of supplier alliance Partners. Journal of Operations Management, 18, 279 – 301.

Meena, P. L., & Sarmah, S. P. (2012). Development of a supplier satisfaction index model. Industrial Management and Data Systems, 112(8), 1236-1254.

Meyr, H. (2004). Supply chain planning in the German automotive industry. OR Spectrum, 26, 447-470.

Mishra, M., and Sahay, A. (2010). Assessing innovation quotient (InQ)of Indian auto component manufacturers. World Review of Entrepreneurship Management and Sustainable Development , 6(1–2), 113–124.

Modi, S. B., & Mabert, V. A. (2007). Supplier development: Improving supplier performance through knowledge transfer. Journal of Operations Management, 25(1), 42-64.

Mohanty, M. J., & Gahan, P. (2012). BSR in manufacturing Industry – fi ndings from Indian Manafacturing sector. Business Intelligence Journal, 5(2).

Moinar, R. T., Humphreys, P. K., & McAleer, W. E. (1998). European Car makers and their suppliers : changes at the interface. European Business Review, 98(2), 87 – 99.

Monczka, R. M., Trent, R. J., & Callahan, T. J. (1993). Supply base strategies to maximize supplier performance. International Journal of Physical Distribution and Logistics Management , 23, 42-54.

Monczka, R. M., Trent, R., & Handfield, R. (1998). Purchasing and supply chain management. South Western College Publishing Cincinnati, OH.

Morgan, R. M., & Hunt, S. (1994). The commitment trust theory of relationship marketing. Journal of Marketing, 5893, 20-38.

Moser, R., Kern, D., Wohlfarth, S., & Hartmann, E., (2011). Supply network configuration benchmarking – Framework development and application in the India automotive industry. Benchmarking : An International Journal, 18(6), 783 – 801.

Mudambi, R., & Helper, S. (1998). The close but Adversarial Model of Supplier relations in the US Auto Industry. Strategic Management Journal, 19, 775 – 792.

Nayak, N. C., & Ray, P. K. (2010). Flexibility and performance relationships : evidence from Indian bearing manufacturing fi rm. International Journal of Modelling in Operations Management, 1(1), 67–83.

Naylor, J. B., Naim, M. M., & Berry, D. (1999). Leagility: Integrating the lean and agile manufacturing paradigms. International Journal of Production Economics, 62, 107-118.

Naude, M. J., & Bedenhorst–Weiss, J. A. (2012). Supplier– customer relationships: Weakness in South African automotive supply chains. Journal of Transport and Supply chain Management, 6(1).

Olsen, R. F. and L. M. Ellram, 1997. A portfolio approach to supplier relationships. Industrial Marketing Management , 26(2), 101-13.

Park, D., Krishnan, H. A., Chinta, R., Assudani, R,. & Lee, M. (2012). Elephant and Samurai: Differences between India and Japanese supply chain management. Journal of Managerial Issues, 24(2), 207-224.

Paulraj, A., Lado, A. A., & Chen, I. J. (2008). Inter – organisational communication as a relational competency : Antecedents & performance outcomes in collaborative Buyer – Supplier relationships. Journal of Operations Management, 26, 45 – 64.

Prahinski, C., & Benton, W. C. (2004). Supplier evaluations: Communication strategies to improve supplier performance. Journal of Operations Management, 22, 39 – 62.

Peterson, K. J., Handfi eld, R. B., & Ragatz, G. L. (2005). Supplier integration into new product development : Coordinating product, process and supply chain design. Journal of Operations Management, 23, 371 – 388.

Pressey, A. N., & Tzokas, N. (2007). Strategic purchasing and the evaluation of problem key supply relationships: what do key suppliers need to know? Journal of Business and Industrial Marketing, 22(5), 282-94.

Ragatz, G. L., Handfi eld, R. B., & Peterson, K. J. (2002). Benefi ts associated with supplier integration into new product development under conditions of technology uncertainty. Journal of Business Research 55, 389-400.

Robert, M. M., & Hunt, S. D. (1994). The commitment– trust theory of relationship marketing. Journal of Marketing, 58(3), 20-38.

Saad, M. and B. Patel, 2006. An investigation of supply chain performance measurement in the Indian automotive sector. Benchmarking: An International Journal, 13, 36-53.

Sahoo, T., Banwet, D. K., & Mamaya, K. (2011). Strategic technology management in the auto component industry in India. Journal of Advances in Management Research, 8(1).

Sako, M. (1992). Prices, Quality, Trust. Cambridge University Press.

Schwarz, M., 2008. Trends in the Automotive IndustryImplications on Supply Chain Management,Cisco White paper Downloaded from www.ict-partner.net/ web/about/ ac79 /.../ Auto_Trends_WP_FINAL.pdf .

Sharma, V., Sahay, B. S., & Sardana, G. S. (2008). An empirical assessment of the impact of scm practices on quality performance : A case in the Indian automobile industry. Supply Chain Forum : An International Journal, 9(1).

Shin, H., Collier, D. A., & Wilson, D. D. (2000). Supply management orientation and supplier/buyer performance. Journal of Operations Management, 18, 317-333.

SIAM. (2014). Industry statistics, society of Indian automotive manufacturers. Delhi. Retrieved from www.siamindia.com.

Shukla, A. C., Deshmukh, S. G., & Kanda, A. (2009). Environmentally responsive supply chains. Journal of Advances in Management Research, 6(2), 154 – 171.

Simatupeng, T. M., & Ramaswami, S. (2005). The collaboration Index a measure for Supply Chain collaboration. International Journal of Physical Distribution and Logistics Management, 35(1), 44–62.

Simchi-Levi D., Kaminsky, P., Simchi-Levi, E., & Shankar, R. (2008). Designing and managing the Supply Chain : Concepts, strategies and case studies. Tata McGraw Hill, New Delhi.

Singh, R. K., Suresh, G., & Deshmukh, S. E. (2004). Competitiveness of small and medium enterprises : Case of an Indian auto component manufacturing organization. IIMB Management Review, 94–102.

Sislian, E., & Salir, A. (2000). Strategic Sourcing : A framework and a case study. Journal of Supply Chain Management, 36(3).

Slobodow, B., Abdulla, O., & Baburchak, W. C. (2008). When Supplier partnerships Arent. Sloan Management Review, 43(2).

Soni, G., & Kodali, R. (2011). The strategic fit between competitive strategy & supply chain strategy in Indian manufacturing industry: An empirical approach. Measuring Business Excellence, 15, 70–89.

Spekman, R. E., Kamauff, J. W., & Myhr, N. (1998). An empirical investigation into supply chain management – A perspective on partnerships. International Journal of Physical Distribution and Logistics Management, 28(8), 630-650

Spekman, R. E., & Carraway, R. (2006). Making the transition to collaborative buyer-seller relationships: An emerging framework. Industrial Marketing Management, 35, 10– 19.

Srivastava, S. K. (2006). Logistics and supply chain management practices in India, 6^th Global Conference on Business and Economics.

Storey, J., Emberon, C., Godsell, J., & Harrison, A. (2006). Supply chain management : Theory, proactive and future challenges. International Journal of Operations and Production Management, 26(7), 754 – 774.

Stuart, F. I. (1997). Supplier alliances success and failure: A longitudinal dyadic perspective. International Journal of Operations and Production Management, 17(6), 539 – 557.

Stump, R. L., & Heide, J. B. (1996). Controlling supplier opportunism in industrial relationships. Journal of Marketing Research, 33(4), 431 – 441.

Svensson, G., (2000). A conceptual framework for the analysis of vulnerability in supply chains. International Journal of Physical Distribution & Logistics Management, 30(9), 731-50.

Svensson, G. (2004). Supplier segmentation in the automotive industry – A dyadic approach of a managerial model. International Journal of Physical distribution and Logistics Management, 34(1), 12 – 38.

Terpend, R., Tejler, B. B., Krause, D. R., & Handfi eld, R. B. (2008). Buyer – Supplier Relationships : Derived value over two decades. Journal of Supply Chain Management, 44(2).

Van Weele, A. J. (2000). Purchasing and supply chain management. Business Press, Thomson Learning, London.

Vijayaraghavan, T. A. S., & Raju, S. B. (2008). Supply management orientation and its effect on buyer/supplier performance : Some insights from automobile industry in India. Great Lakes Herald, 2(1).

Veloso, F., 2000. The automotive supply chain : Global Trends and Asian Perspectives, MIT. Retrieved from www.in3.dem.ist.utl.pt.

Vonderembse, M. A., & Tracey, M. (1999). The impact of Supplier Selection Criteria & Supplier Involvement on manufacturing performace. Journal of Supply Chain management, 35(3).

Wagner, S. M. (2006). A Firm’s response to defi cient suppliers and competitive advantage. Journal Business Research, 59, 686 – 695.

Williamson, O. E. (1985). The economic institutions of capitalism: Firms, markets, relational contracting. New York: Free Press.

Williamson, O. E. (2008). Outsourcing: transaction cost economics and supply chain Mmanagement. Journal of Supply Chain Management: A Global Review of Purchasing and Supply, 44(2), 5−16.

Wisner, J. D., & Keah, C. T. (2000). Supply Chain Management and its Impact on Purchasing. The Journal of Supply Chain Management, 36(4), 33-42.

Womack, J. P., Jones, D. T., & Roos, D. (1990). The machine that changed the world. New York: Rawson Associate/Macmillan.

Username
Password
Remember me