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Agile practices are important for executing business dealings proficiently in today’s scenario, as they thrust on implicating strategies for meeting quick market requirements. These practices are noteworthy from the point of competitiveness and for fulfilling customer’s demands speedily and promptly. The purpose of this paper is to appraise agile supplier selection dilemma based on analytical hierarchy process (AHP), which accompanied grey information. The authors drafted a group of momentous agile supplier selection measures, which can be utilized by the group of industrial and manufacturing industries to measure the status of agile parameters in their partner firms. G-TOPSIS approach to handling the case of agile supplier selection problem is presented by the authors in this work.

The conception of AHP, grey theory and TOPSIS techniques is fused in this study, under the application arena of agile supply chain management (ASCM). The AHP principals are implicated in the first phase to define the priority importance weights of agile measures and, additionally, grey theory and TOPSIS principals are fused in the second phase to fabricate a significant agile supplier selection model.

A merged approach accompanying multiple measures is developed for aiding decision making and for modeling qualitative characteristics of agile arena under grey domain. The present work can be utilized to access the agile performance characteristics of the organization and can define the status of their partner suppliers. The technical guidelines of AHP and G-TOPSIS approach are explained in this study to be implicated in distinguish decision fields. An educational podium for dispensing the theoretical knowledge on supply chain management, ASCM and agility is presented in this study.

A second-level hierarchical structure is built by the authors to facilitate the managers in taking effective decision pertaining to agile measure in their organizations. The lists of qualitative characteristics are catalogued from the literature review in this study. The built model can undertake risk associated in defining the nature of agile criterions as grey concept can undertake risk associated with the system. Thus, the authors implicated G-TOPSIS approach to handling the case of agile supplier selection problem in this study. The presented hierarchical structure will capably assist the industrial and manufacturing firms to react toward random and unpredictable market requirements, along with attaining organizations goals and profits.

After a tumultuous five months, Nestle India was exonerated in the Maggi crisis just in time for Diwali. Although the mood was one of vindication, the leadership team with Suresh Narayanan at the helm, knew they faced a major challenge to regain lost glory. Stock price had plummeted along with consumer confidence which went down from over 90 to less than 5 per cent. Part B traces the efforts of Nestle India to not only reinforce the message of product quality but also to engage consumer trust. Through changes in product strategy, organizational structure, and multi-pronged communication, Maggi was able to rekindle the emotional connect with the consumer and surge back. On 30 November 2019 despite loss of market share, consumer faith and trust in 2015, Nestlé India was trading at INR 14,453/55 (NSE/BSE;~US$225) per share after hitting a record low of INR 4981 (~US$76) on 29 February 2016. Part B of the case outlines the measures Nestle India took to bounce back and asks if Nestle India's reputation out of the woods. Could the past come back to haunt Maggi or was the worst behind them? 1. Evaluate communication strategies available to organizations in a crisis situation. 2. Analyse the power and influence of consumer sentiment in reputation management.