Vinod Yadav, Milind Kumar Sharma and Shailender Singh
In a developing economy like India, the contribution of small- and medium-sized enterprises (SMEs) to the national gross domestic product is significant. This sector creates…
Abstract
Purpose
In a developing economy like India, the contribution of small- and medium-sized enterprises (SMEs) to the national gross domestic product is significant. This sector creates immense employment opportunities and produces economic products and services. To survive in the globalized marked condition, it is essential for SMEs to be competitive on several fronts such as quality, cost, delivery, lead time, flexibility, etc. Hence, it is imperative for them to have a sound supplier base. Therefore, supplier selection problem (SSP) has a vital role to play in supply chain management of SMEs. The paper aims to discuss these issues.
Design/methodology/approach
However, SSP has now become a significant challenge to address due to the complexity, vagueness and various criteria involved in it. Recently, fuzzy Technique for Order Performance by Similarity to Ideal Solution method has been widely used to tackle such problems.
Findings
The present paper aims at developing an intelligent system for SSP, which can consider the multiple criteria and the uncertainty aspects in the decision process. A case study of a small-scale manufacturing company has been presented.
Practical implications
This study provides a guideline for SME sector to implement intelligent systems for supplier selection decision-making problems. Case application concludes that this model improves firm’s decision making and suppliers’ performance.
Originality/value
The proposed intelligent model can provide the guidelines and directions for the decision makers to effectively choose suppliers in the current competitive environment. And it also provides an opportunity for supplier improvement.
Details
Keywords
Liberty Shoes Ltd, had been experiencing falling sales and decreased production as a result of frequent strikes by workers. By 2010, total sales had fallen to INR 300 crores (from…
Abstract
Subject area
Liberty Shoes Ltd, had been experiencing falling sales and decreased production as a result of frequent strikes by workers. By 2010, total sales had fallen to INR 300 crores (from INR 500 crores in 2005). In the Annual Board meeting in 2010, Mr Shammi Bansal, the Executive Director expressed his concerns and told the board members that “they must learn to survive or be extinct”. The case study discusses how The Executive Director turned the company around and how the organization became a “learning organization”.
Study level/applicability
MBA and Executive MBA programs.
Case overview
In 2004, Liberty Shoes Ltd, had a sales turnover of INR 500 crores. In the year 2006, this dropped to INR 300 crores as a result of regular staff strikes and low morale. However, by 2013, the company had registered sales of INR 800 crores and a growth rate of around 30 per cent on a year-to-year basis. With continued focused initiatives in the organization from 2010 the management aimed to reach a sales turnover of INR 1,000 crores by March, 2014. The contributing factors to this turnaround were the leadership roles which encouraged a learning organization culture with an emphasis placed on the importance of “communication”, “employee development” and “employee empowerment”.
Expected learning outcomes
Understand the role of a business leader in building a learning organization. Understand the factors contributing to the building of a culture of a learning organization. Understand the critical aspects and benefits to the organization from becoming a learning organization.
Supplementary materials
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Subject code
CSS: 6 Human resource management.