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researcher. It is often undertaken after the researcher has gained some insight into the
issue by reviewing secondary research or by analyzing previously collected primary
data.
primary data: Data observed or collected directly from first-hand experience or by
reviewing secondary research or by analyzing previously collected primary data.
Secondary data refers to data that was collected by someone other than the user.
Identified number of problem factors. There is lack of IT awareness and its application. There is little
work on supply chain co-ordination, whereas inventory management for MSME is hardly addressed in
literature. Moreover, indentified common manufacturing practices adopted in MSME relating to
supply chain, inventory management, IT adoption, and responsiveness. Few studies identified the root
causes or key challenges with respect to existing orientation of MSMEs.
.MODEL FOR manufacturing productivity improvement
My initial focus refined during the course of my PhD studies on MSMEs around Agra and Mathura
districts, and second as I have progressed in elaborating the pertinent literature. My thesis focuses on
the manufacturing behavior of small- and medium-sized organizations with the aim of studying the
phenomenon of productivity enhancement practices in organizational settings. I am interested in
studying the strategic renewal capabilities of MSMEs exhibiting innovative manufacturing behaviors
from the point of view of management.
The underlying assumption of my dissertation is that strategy is a pattern in streams of actions,
whether intended or not. In spite of the great variance in these behaviors, a few consistent patterns can
be identified. With the appropriate use of taxonomy formation, however, these patterns in behavior can
be classified into a few easily separable types of business-level strategies. Taxonomies supported by
empirical studies not only expose the generic strategies, but at the same time, explain differences in
management and organizational processes (Ucbasaran et al., 2001).
An entrepreneurial manufacturing practice is assumed to be one of such behavioral patterns (a
latent strategy). The main goal of my research is to identify and analyze thoroughly the phenomenon
of the manufacturing practice process. In order to reach this goal, I have embedded my research in a
broader context for systematically mapping the roots of MSMEs. After summarizing the literature
review, I position my research in the cross-section of individual and manufacturing process
studies, namely, what empirical evidence is provided by the managers of MSMEs that could help us to
understand the phenomenon of manufacturing practices and what can we learn from the behavior of
MSMEs that may be utilized in professional management?
Minor Project 1- Factors Influencing the Information Technology Adoption of Micro, Small and
Medium Enterprises (MSME).
Minor Project 2- An Empirical Study and Inventory Management Performance In MSMEs : What
Factors Do Influence Them?
Discussions with experts: Feedbacks received from experts is then analyzed and modified
accordingly. During the process, several meetings with experts of MSME have been conducted.
Questionnaire Development: Questionnaires were prepared & discussed with experts from industries
in Agra-Mathura Region and supervisors. Feedbacks were noted and incorporated into the revised
version.
Case Study: The objectives intended for the improvement of existing flexible manufacturing systems
(FMSs) was studied and analyzed by introducing SAP-LAP model. A generic model for change and
flexibility in organization shows how effectively it can be adapted. Discussion with supervisors held
for developing frameworks. Now I am working on Supply Chain Responsiveness and completed a
literature review of about 63 peer reviewed research papers related to mentioned topic.
Papers published : International Conference: Three
Two at ICAM-2012, International Conference on Agile Manufacturing, December 16-19, 2012 at IITBHU
One case study, at ICOMBI-2013, International Conference On Management And Business
Innovation held on May 18-19, 2013 at Malviya National Institute of Technology, Jaipur.
FMS Initiatives and MSME Competitiveness: A case Study;
Management . Reviewed now awaiting acceptance.
Micro, Medium, Small and Medium Enterprises (MSMEs) play a vital role for the growth of Indian
economy. MSME act as major link in the supply chain to corporate and the PSUs. Moreover, MSME
Sector does not get the required support from academic researchers/professional practitioners, thus is
handicapped in becoming more competitive. SMEs face a number of problems - absence of adequate
knowledge, non-availability of suitable technology, low production capacity, ineffective manufacturing
process and strategy, constraints on modernization & expansions, and non-availability of learning and
training opportunities. Perhaps this research framework effort to provide right advice and smart tips to
go ahead and make gold of opportunities that come their way.
Problems of MSME
The following problems have been identified through literature review, interaction with experts and
discussions with Supervisor from time to time.
I have reviewed 232 peer- review papers, indentified common manufacturing practices adopted in
MSME relating to supply chain, inventory management, IT adoption, and responsiveness. Identified
number of problem factors. There is lack of IT awareness and its application. There is little work on
supply chain co-ordination, whereas inventory management for MSME is hardly addressed in
literature. Few studies exists that focus on IT implementation and issues of flexibility &
responsiveness has not properly addressed. I have identified the root cause of key challenges / skills
gap with respect to existing orientation of clustered MSMEs through interaction with experts and
exhaustive literature review.
MSME
Common Problem
Specific Problem
Lack of Expertise
Competitiveness
Innovativeness/
Operations responsiveness
Variables Identified
Identification of Bottlenecks.
Factors
IT adoption
Dynamic Adaptability
Supply
Responsiveness
Flexibility
Innovation
IT adoption
Inventory Management
Inventory
Management
Inventory
Management
Supply Chain
Responsiveness
Dynamic Adaptability
Innovation
Productivi
ty
Effectiven
ess
Flexibility Logistics
Responsiveness
Theoretical Framework
The study is driven by the following research questions:
1.
2.
responsiveness?
3.
Journal
Methodology
Year,
Author
Fallon and IT adoption
Quantitative
Managers.
Analysis
and
Moran
Factors Influencing the Questionnaire procedural method
(2009)
Information Technology
been
Survey
& have
modified
Provision for managers to Descriptive
make
decisions
using
information systems or Analysis
decision support systems
Provision for Employees to Five-point
access
Likert scale,
Professional/Business
with
scores
Organization or Knowledge ranging from
Warehouses
one (strongly
Provision for supply chain disagree)
to
information sharing with Five (strongly
suppliers /vendors
agree)
Partial / Total Absence of
Information
Technology
infrastructure.
Rao
and Inventory
Management Questionnaire Critical
links
Performance In MSMEs :
Rao (2009)
Survey
& affecting Inventory
What Factors Do Influence
management and
Them?
Descriptive
and Why MSMEs
Analysis
suffer from longer
deliver
time,
logistics problem,
communication &
information
exchange.
Sushil,
Dynamic
Case study
2000
Adaptability
situation-actor-
(SAP-LAP)
process (SAP)-
learning-
Various
issues
improvements
manufacturing
environment relating
FMS.
in
setting
of
MSME
to
for manufacturing
inquiry
and
more effective if it
and
shows
is
becomes
focused
and
performance
parameters
an
emerging
were paradigm
evaluated
is
implementing networked
architecture which
manufacturing
simulation
experiments to
determine the
effect
of
different
configuration,
manufacturing
line
of
multi-
flexibility
for
types
high-quality
products
study
methods
Questionnaire
Survey
&
Descriptive
Analysis
questionnaire
survey
management
integrate
flexibility
Government Policies
improved FMS.
systemic
Innovation
of
manufacturing
case
Exploration
performance
exhibit
Flexibility
model
how effectively it
action-
of (LAP)
in approach
to
SAP-LAP
Supply Chain
questionnaire
identified various
Responsiveness
and
critical
primary
challenge,
uncertainty and constraints
to conceptualize SCM
practice
feedback
analysis
factors
success
of
the
manufacturing
practices in SME
businesses
in
particular,
application
of
SCM.
systematically mapping the roots of MSMEs. After summarizing the literature review,
I position my research in the cross-section of individual and manufacturing
process studies, namely, what empirical evidence is provided by managers of
MSMEs that could help us to understand the phenomenon of manufacturing practices
and what can we learn from the behavior of MSMEs that may be utilized in
professional management?
Variables Identified
Factors
IT adoption
Inventory Management
Dynamic Adaptability
Supply
Responsiveness
Flexibility
Innovation
IT adoption
Inventory Management
Inventory Management
Inventory Management
Supply Chain
Responsiveness
Dynamic Adaptability
Innovation
Productivi
ty
Effectiven
ess
Flexibility Logistics
Responsiveness
Theoretical Framework
The study is driven by the following research questions:
1.
2.
responsiveness?
3.
CONSTRUCT
IT adoption
Inventory
Management
Dynamic
ADAPTED
FROM
Comment
Fallon and
Moran
(2009)
Independe
nt
Variabl
e
Independe
nt
Variabl
e
Sushil, 2000
Independe
Adaptability
(SAP-LAP)
nt
Variabl
e
Supply Chain
Responsiveness
Flexibility
transportation
QUESTIONNAIRE SHEET
SECTION - 1
For the following questions, Kindly put a cross mark (x) in the appropriate box
to response.
Organization Profile
1.
2. Your organization is :
(A) Original equipment manufacturer (OEM)
OEM [ ]
(C) Others (Please
specify)
(B) Supplier to
.............................................................................
(A) Automobile
[ ]
(B) Electrical & Electronics goods [ ] (C) Processing
(D) Any other
[ ]
4.Please indicate your organizations approximate annual turnover in rupees crores:
(B)
More than10 %
(C)
[ ]
6. Please indicate average number of suppliers employed for supplying raw material/ semifinished components in the final products :
(A) less than 3
[
(E) Cant say [ ]
(B) 3-5
(C) 6 10
51-100 ___
101-25 ___
251-500 ___
Manufacturing / Production
Distribution
Transportation
Sales
SECTION - 2
1. What is the facility provided for material handling and part transport in the
units?
Manual or Automated
2. In case the material handling system is entirely manual, then how many workers
are involved in the same?
4. What is the idle time on various machines employed in the production of the
each product?.......................
5. What
is
the
lead
time
in
production?
..
Five-point Likert scale, with scores ranging from one (strongly disagree) to Five
(strongly agree)
We use IT ,
8. To promote products/services and sell services to customers.
9. To communicate with business partners.
10. Provision to customers to order on line & also allows customers to track their orders on
line.
11. Provision for e-Marketing.
12. Provision for managers to make decisions using information systems or decision support
systems
13. Provision for Employees to access Professional/Business Organization or Knowledge
Warehouses
14. Provision for supply chain information sharing with suppliers /vendors
15. Partial / Total Absence of Information Technology infrastructure.
Common inventory management practices,
16.What is commonly applicable practices.
No practice,
Control),
Thumb rules,
W-Weekly;
F-Fortnight;
M-Monthly;
Q-Quarterly
M-Monthly;
Q-Quarterly
W-Weekly;
F-Fortnight;
Batch,
Mass,
Flow Shop,
None
To a small extent
To a moderate extent
applicable
To a considerable extent
To a great extent
Not
Please circle the number that accurately reflects the extent of your firms current level of SCM
practices.
EXTENT OF OUTSOURCING
Outsourcing is the practice of transferring internal business activities / operations of a firm to third parties.
1.
2.
3.
4.
5.
6.
7.
Strategic Supplier Partnership is the long-term relationship between the organization and its suppliers. It is
designed to leverage the strategic and operational capabilities of individual participating organizations to help
them achieve significant ongoing benefits.
2.
3.
4.
5.
6.
We include our key suppliers in our planning and goal- setting activities
7.
CUSTOMER RELATIONSHIP
Customer Relationship is the entire array of practices that are employed for the purpose of managing
customer complaints, building long-term relationships with customers, and improving customer satisfaction.
1.
We frequently interact with customers to set reliability, responsiveness, and other standards for us
2.
3.
4.
5.
INFORMATION SHARING
Information sharing is the extent to which critical and proprietary information is communicated to ones
trading partner.
1.
2.
3.
Our trading partners keep us fully informed about issues that affect our business
4.
Our trading partners share business knowledge of core business processes with us
5.
We and our trading partners exchange information that helps establishment of business planning
6.
We and our trading partners keep each other informed about events or
partners
POSTPONEMENT
Postponement is the practice of moving forward one or more operations or activities (making, sourcing, and
delivering) to a much later point in the supply chain.
1.
We delay final product assembly activities until customer orders have actually been received
2.
We delay final product assembly activities until the last possible position (or nearest to customers) in the supply
chain
3.
We delay ordering of raw materials from suppliers until customer orders have actually been received
4.
We delay some form of value-addition to the product until customer orders have actually been received
MASS CUSTOMIZATION
Mass Customization is the practice of producing customized products on a large scale at a cost comparable
to mass produced products.
1.
2.
3.
4.
Unless otherwise specifically requested, please use the following scale to answer each item:
2.
Our logistics system rapidly adjusts warehouse capacity to address demand changes
3.
Our logistics system rapidly varies transportation carriers to address demand changes
4.
Unless otherwise specifically requested, please use the following scale to answer each item:
5.
Not at all
applicable
6.
7.
To a small extent
To a moderate extent
To a considerable extent
To a great extent
Not
2.
3.
4.
5.
6.
Please mark the position of your company in the supply chain (mark all that apply).
Raw material supplier
Sub-assembler
Component supplier
Manufacturer
Assembler
Distributor
Wholesaler
Retailer
Please indicate if you would like to get a copy of the executive summary of results of this survey by filling in
your address information below.
Your name: __________________________
Company:
___________________________
Address: ______________________________
City: _______________ State: ______
Tel: _______________ Fax: ______________
Email address: