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The purpose of this paper is to explore the various disposition alternatives and to develop a framework for the optimal disposition decisions in reverse logistics.

In reverse logistics, once the products are collected and inspected, decision is to be taken regarding their disposition for reuse, re-manufacture or recycle or other possible alternatives. A combination of analytical hierarchy process (AHP) and fuzzy technique for order preference by similarity to ideal solution (TOPSIS) approach is proposed for the selection of best disposition alternative based on criteria economic benefits, environmental benefits, corporate social responsibility, stakeholder’s needs and reverse logistics resources.

A case of electronics firm was illustrated for the demonstration of the approach for the disposition of mobile phones. Returned mobile phones must be disposed for repairing or reuse in current business scenario, if possible. Otherwise, the firm may prefer to recycle them rather than dispose or remanufacture.

The study is limited to mobile manufacturing firm. Also, these findings may vary depending on the sector and products. Further, empirical studies and case studies can be carried out to validate the findings.

The proposed framework provides useful tool to the practitioners and researchers in decision-making for disposition in reverse logistics.

Very few studies related to disposition decisions in reverse logistics were found in the previous research literature review. The study will add value to the very limited research on reverse logistics disposition. Also, the AHP-Fuzzy TOPSIS approach is first time being used for the disposition decisions in reverse logistics.

The purpose of this paper is to provide an insight into the use of an integrated approach of fuzzy analytical hierarchy process (fuzzy AHP) and TOPSIS in evaluating the performance of global third party logistics service providers for effective supply chain management.

In this study, the integration of fuzzy AHP with TOPSIS is proposed in determining the relative importance (weight) of criteria and then ranking of 3PLs.

Findings show that the logistics cost and service quality are two most important criteria for performance rating of 3PLs. Deciding the relative importance of various criteria for 3PLs evaluation is a complex task. The superiority of one criterion over the other varies from person to person and firm to firm. Therefore, to capture the variability in decision fuzzy extended AHP is very useful tool. Finally, the preference raking of alternatives are found using TOPSIS.

Fuzzy AHP is a complex methodology and requires more numerical calculations than the traditional AHP and hence it increases the effort. But in this paper single stage fuzzy AHP is used to simplify the process. Fuzzy AHP is integrated with TOPSIS for preference ranking of 3PL, which provides a good methodology to rank 3PLs.

There is a lack of research in the literature to deal directly with the uncertainty of human decisions in evaluating the relative importance of multiple criteria. Therefore, fuzzy AHP is an appropriate methodology to find the relative importance of the criteria to rank the 3PLs using TOPSIS.

In the present scenario of e‐globalization, small scale industries (SSIs) are considered engine for economic growth all over the world. After markets globalization, SSIs are facing many pressures and constraints to sustain their competitiveness. The purpose of this paper is to examine various issues in context of Indian SSIs such as nature of pressures and constraints, competitive priorities, competencies development, areas of investment, and their relationship with performance.

For collecting data, a questionnaire‐based survey was conducted. In total, 75 valid responses were received. Statistical analysis of data acquired from survey is done by reliability test, t‐test, and correlation analysis.

Cost reduction, quality improvement, and delivery in time have emerged as major challenges for SSIs. Market research, welfare of employees, and research and development are found as major areas for investment. Use of information technology, training of employees, and research and development has significant relationship with performance.

Organizations should develop their strategies after analysing business environment and SSIs should utilize their resources judiciously. However, it is felt that this study can be further explored by considering other aspects of strategy development such as human resource, vendor development, organization culture, etc.

Findings and issues of the paper will be highly useful for SSIs in framing their strategies, and academia for further research in the context of changing market scenario.

Globalisation of markets, the knowledge economy, e‐business and introduction of new technologies pose new challenges to all organizations irrespective of their size and sector for sustaining their competitiveness. In this scenario successful implementation of advanced manufacturing technologies (AMTs) by firms can give them an edge over their competitors. This paper aims to identify and develop the structural relationship among different factors for successful implementation of AMTs.

A questionnaire‐based survey and interpretive structural modelling (ISM) approach has been applied in this study. In this research, 14 factors have been identified such as top management commitment, organization culture, sound financial condition, training, integration of departments, etc. On the basis of survey results and opinion of experts from industry and academia, a structural relationship model has been developed through an ISM approach.

Top management commitment and sound financial condition are the major drivers for implementing AMTs. Effective implementation of AMTs will improve organization performance in terms of lead time, product cost, fast delivery and product quality. For effective implementation of AMTs, management should not ignore managerial aspects such as organization culture, employee training, integration of departments, vendor development, strategy development and customer involvement.

Management needs to address driving variables more carefully for successful implementation of AMTs.

The purpose of this paper is to analyze different challenges for small and medium enterprises (SMEs) in India and China following globalization. It aims to describe the status of these enterprises and examine the roles of government policies and strategy development for competitiveness.

A questionnaire‐based survey was conducted, which produced 241 valid responses. Of these, 80 percent were from SMEs. Statistical analysis of the data acquired from survey used a reliability test, t‐test and correlation analysis. A relevant literature review pinpoints salient issues in the environment of the SMEs.

The governments of China and India have launched various promotional schemes for SMEs. Various challenges for SMEs in these countries are similar; however, the rate of growth is different. Indian SMEs give more attention to supplier development, total productive maintenance and the organization's culture. Chinese SMEs pay more attention to relationship management and cost reduction. Human resource development and quality improvement are also highly correlated with competitiveness.

SMEs should focus on developing their human resources and improving product quality. This effort will help SMEs retain human capital as well as increase the demand for their products. Similar studies could explore Chinese SMEs in‐depth for additional comparisons.

This paper will help SMEs in shaping their competitive strategies and policy formulation by respective governments.

Globalization of markets and increasing expectations of customers have created a turbulent environment for Indian organizations. The purpose of this paper is to study the development of various competencies by small‐, medium‐ and large‐scale Indian organizations under various pressures and constraints.

For collecting data, a questionnaire‐based survey were conducted. Out of 241 responding organizations, 193 were small‐ to medium‐sized enterprises (SMEs) and 48 were larger organizations. Statistical analysis of data acquired from the survey are done by reliability test, t‐test and correlation analysis.

Introduction of new technology and identification of market changes have emerged as most important competencies because they are significantly correlated with subjective performance, objective performance and overall competitiveness of organization. Levels of focus given on competencies development by large organizations differ significantly from SMEs.

Findings of the study imply that SMEs should be as proactive as large organizations in making changes in terms of various processes such as development of competencies, human resources, upgrading of technology and awareness about market changes. For validating these results, further case studies are recommended.

This study will help organizations in shaping their competitive strategies for developing competencies as per the market needs.

The purpose of this study is to analyse different aspects of competitiveness relating to the Indian auto component sector, set within a globalised economy with its attendant pressures and constraints. It examines the strategies adopted for quality improvement, cost reduction, investment and competency development. It also aims to establish the relationship between strategies and the different dimensions of competitiveness.

A questionnaire was used to collect the research data: 75 valid responses were received. Statistical analysis of data acquired from the survey was carried out by a reliability test, t‐test and correlation analysis.

A growth‐supportive environment, raising funds from the market and a shortage of technical manpower are major constraining factors whereas cost, quality, and delivery time are the main pressures on the auto component sector. The auto component sector is flexible in developing strategies and those strategies relating to cost, quality; investment and competency development are significantly correlated with competitiveness.

This study could be further extended by considering other aspects of strategy development, such as human resource, vendor development, organization culture, etc.

Organisations should make the necessary investment to develop new competencies, and should address cost reduction and quality improvement. They should also benchmark themselves against industry standards to sustain competitiveness.

This study will help organizations in shaping competitive strategies and in deciding dimensions of performance measurement.

Supply chain management is one of the most important areas for competitiveness and growth of industries. Small and medium enterprises (SMEs) in India and other developing countries face problems in coordinating their supply chain due to lack of resources and improper directions. The purpose of this paper is to develop a framework for improving the coordination in supply chain and development of an index for coordination.

The interpretive structural modelling (ISM) approach has been employed to develop the structural relationship among different factors of coordination and responsiveness in supply chain to take strategic decisions. This framework is also used to evaluate coordination index for an organization. It has been further illustrated with the help of a case study.

In total, 32 enablers for coordination in a supply chain have been identified based on literature review. These are further grouped into six categories such as top management commitment, organizational factors, mutual understanding, flow of information, relationship and decision making and responsiveness. It is observed that all of these factors have strong mutual linkage and top management commitment is a major driver for improving the coordination among these factors.

As ISM methodology is based on experts' opinion, this framework needs further validation with empirical data and detailed case studies.

This paper has explored major factors for coordination in supply chain. It will be of great value for SMEs in developing their strategies for coordination in supply chain. The coordination index evaluated in this paper will also help them in benchmarking their performance in terms of different attributes of supply chain.

The purpose of this paper is to study the strategy development by small and medium enterprises (SMEs) for improving coordination in supply chain in Indian perspective. Globalization and liberalization of the world economy has leveled the field for all competitors around the globe. To face global competition successfully, SMEs have to break isolation of their suppliers and other entities in the supply chain.

For collecting data, a question-based survey was conducted. In total, 251 valid responses were received. Statistical analysis of data acquired from survey is done by one sample t-test, correlation and regression analysis.

Uncertainty of customer order/demand, insufficient knowledge of supply chain management (SCM) and involvement of middlemen in supply chain are the main problems faced by Indian SMEs during implementation of SCM. Quality improvements, delivery on time and cost reduction are the major priorities while forming supply chain strategies. Coordination strategies are positively correlated with business performances.

Major implication is that SMEs should develop their strategies effectively after analyzing business environment and future plans. While developing strategies for improving coordination in supply chain of SMEs, they should give due importance to problems and risks they face. However, it is felt that this study can be further explored by considering other aspects of strategy development such as human resource, organization culture, etc.

Finding and issues of the paper will be highly useful for SMEs in framing their strategies for improving coordination in supply chain, and academia for further research in the context of changing market scenario.