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The purpose of this paper is to understand the competitive priorities of manufacturers in India, and examine the level of agreement or strategic consensus between senior executives and manufacturing managers on manufacturing competitive priorities in light of the prevalent culture.

Survey data collected from 156 respondents from 78 manufacturing units based on a national sample in India are used to test the hypotheses using the paired samples t‐tests and multivariate analysis of variance.

A relatively high emphasis by both levels of managers on quality, compared to the other three competitive priorities, is noteworthy and consistent with the global trends. The emphasis on delivery is a close second. Differences in competitive priorities exist across managerial levels in India despite the high power distance and low individualism.

The effect of ownership as private or public company was examined and no significant differences found, but data could not be collected on the ownership structure such as wholly owned domestic firms, foreign subsidiaries, or joint ventures. and whether a firm is a supplier to a multinational company. It may also be noted that a majority of the manufacturing companies in this paper came from three industries – chemicals, fabricated metals, and electronic and electrical equipment – and, hence, the findings of the paper might have been unduly influenced by the prevalent practices in these industries.

The paper informs global managers and firms seeking to outsource to, or invest in, India that the Indian managers place significantly high emphasis on quality and delivery, but not as much on product variety or ability to make frequent changes to product design and production volume. The managers in India need to take note of prevailing differences in managerial priorities and efforts need to be made such that the priorities are aligned and manufacturing strategy may be unified and coordinated.

In the Indian context, this is the first study that deployed multiple respondents to understand the manufacturing competitive priorities, and also the first to examine strategic consensus in operations strategy.

This paper is based on a survey on manufacturing practices of Indian companies. The purpose was to get an insight into manufacturing priorities and action programmes. The study was also designed to capture the behaviour of manufacturing in the changing environment. Results indicate that manufacturing companies consider cost, quality and delivery as important objectives to be pursued, in that order, with lower priority for the flexibility – preference being for those aspects which can give immediate returns. Action programmes for achieving these objectives emphasise shop‐floor activities and also favour adapting softer options like worker training, periodic reviews etc. Companies seem to be reluctant to adopt approaches requiring either substantial investments or major organisation restructuring. Action programmes proposed by these companies for the future show no significant change when compared to the present, indicating no major shift in approach.

This research examines the literature on quality management in developing countries and explores the influence of important international and organizational variables on quality in developing countries.

By drawing from the literature and gaining input from industry panels, it formulates specific propositions depicting the influence of international (economic, political/legal, cultural/social) and organizational (goals/priorities, commitment/control, centralization/decentralization, networking) factors on quality.

A number of gaps are identified in the literature on quality management in developing countries along with significant challenges including differing perceptions of quality, the legacy of colonization and protectionist policies, and tight governmental controls.

The framework of this research develops general relationships between quality and international and organizational variables. Based upon the propositions developed within this framework, future research can formulate and empirically test more specific hypotheses. Further, international and organizational variables are looked upon independently. Future research can explore possible interaction effects of these sets of variables on quality outcomes in developing countries.

Based upon this research, mangers of multinational corporations (MNCs) can better understand the role and affects of international and organizational factors on quality of goods and services in developing countries. Such understanding is an important requisite for the effective management of operations in developing countries.

This research identifies for MNCs the unique challenges international and organizational variables pose for quality management and operations in developing countries. The propositions developed help synthesize the literature on quality management in developing countries and provide a framework for future empirical research needed to support theory development in this area.

In the global economy, vendor‐managed inventory (VMI) is gradually becoming an important element of supply chain management strategy of organizations. Recently, Indian industries, both large and small, have started adopting VMI for their supply chains. The purpose of this paper is to investigate apparent differences among large and small industries in terms of objectives, drivers, obstacles and impacts of VMI in Indian context.

A survey was conducted to examine organizational objectives, strategic drivers, obstacles and affected operations pursuant to VMI adoption. By reviewing the literature, four hypotheses were formed and tested from the responses.

It is observed that both large and small industries in India have started adopting VMI for improving the business performance. Results clearly indicate that adoption factors are different in large and small industries.

The paper explores current practices with respect to VMI in Indian industries. The analysis would be useful for the developing VMI adoption strategies in Indian context.

In the developing world most citizens rely on self‐employment and micro‐enterprise operations as their only source of income. Given competition from large‐scale industrial outfits, most micro‐enterprises are finding it difficult to compete in terms of quality or price. This paper aims to investigate this issue.

The research employs case study methodology to examine how quality management could be employed in keeping such enterprises competitive.

A number of general propositions are developed and potentially fruitful research areas identified.

The paper compares the literature with actual field observations to provide practical insights that may be of value to micro‐enterprise owners, and might indirectly help raise their standard of living.

The purpose of this paper is to identify a classification scheme which represents the variation in business and supply chain performance of supply chains in Indian manufacturing industry. Classification is done by presenting an empirical taxonomy of clusters representing supply chains in Indian manufacturing industry based on variation in supply chain excellence index (SCEI) and business performance index (BPI).

The clustering of supply chains in Indian manufacturing industry is done by considering BPI and SCEI as clustering variables, which were found by using survey responses and results of a prior empirical study which was carried out in Indian manufacturing industry. The cluster analysis is performed by using Ward’s agglomerative hierarchical clustering followed by using K-means clustering algorithm to establish final set of clusters.

It was found that supply chains in Indian manufacturing industries can be clustered in four major clusters which are named as strategic, celebrity, capable and undeveloped cluster. The characteristics of these clusters reveal some major characteristics of supply chains in Indian manufacturing industry.

The research work presented in this paper takes a novel way to introduce the clusters of supply chains in Indian manufacturing industry. The researchers who are seeking patterns in large data sets of manufacturing companies of Indian industry will be benefitted by using the proposed clusters. While practitioners who are seeking to move their supply chain one step ahead will also reap the benefits of the paper by seeking the characteristics of particular cluster.

Applications of systems like total quality management (TQM), total productive maintenance (TPM) and just‐in‐time (JIT) have been studied mainly in large industries with little attention being paid to small and medium industries (SMIs) in developing countries. This paper discusses the state of implementation of TPM in SMIs and the effects of lack of productive maintenance. The main hypothesis is to determine if SMIs have understood the importance of a productive maintenance system as a constituent of manufacturing management. A survey methodology has been applied for this test. The outcomes of some case studies are kept in mind. All these show that the implementation of TPM or preventive maintenance in SMIs is still low. Therefore, more effort should be given to developing a better understanding, motivation and participation for implementation of productive maintenance systems. Finally, an implementation methodology is proposed.

The purpose of this paper is to compare the importance and performance of managerial training in India among different industrial sectors in the light of asynchronous industrial growth in last two decades which has unevenly touched various business organizations.

For the purpose of analysis organizations are divided at two levels. At the first level, they are divided between multinational and Indian origin category and at the second level between service and manufacturing category. A 2×2 full factorial design with unequal numbers is used to analyze main as well as interaction impacts. A sample size of 542 is taken which comprises training professionals, top/general managers and trainee employees.

Study concludes that Indian origin organizations fall short in terms of importance given and performance of training function compared to multinational companies. Further, it is found that service companies have an edge over manufacturing companies in terms of importance and performance of training.

Study is mainly focussed on large organizations in India and may not be representative of small organizations. The major implication is that Indian origin organizations as well as manufacturing organizations have to devote more time and financial resources to training to compete in the era of globalization.

It is implied from the findings that a concerted effort by training professionals in Indian and manufacturing companies is required to improve the content as well as image of the training function to get the due attention and resources within the organization.

The paper presents an original perspective on situation of training function in Indian organizations and will be of importance to training professionals and other stakeholders.

Quality management (QM) cannot be assured unless some objective assessments are undertaken. A number of tools and techniques are available to conduct such analysis. Although some of them are product or service specific, however, a few basic tools and techniques are commonly used in manufacturing firms. This study focuses on the state of application of QM tools and techniques in small and medium industries (SMIs). The findings reveal that by‐and‐large, lack of methodical analysis is a major weakness of SMIs. Still some rule‐of‐thumb and subjective observations are dominating over objective evaluation in the process of quality control decisions. A few case studies which have been conducted, and one that has been briefly reported here, also support this conclusion. The methodology of the study has three folds: literature review, survey in SMIs and case studies.

The integration of management systems has become a popular subject for research and practice. However, there is a considerable lack of literature on integrated management systems (IMS) in developing countries. This study aims to examine the current status, motivation and perceived benefits of IMS in manufacturing organizations in India.

To examine the status of IMS in the Indian manufacturing sector, a survey was sent to 270 manufacturing organizations in India using a questionnaire as the survey instrument. Only 60 organizations participated in the survey. Subsequently, one case study was undertaken.

The research reflects the status of IMS in India. The majority of the responding organizations are implementing IMS. The findings suggest that the most important motivating factors are to promote synergies among different management systems (MS), to combine objectives of different MS, and to avoid duplication of procedures. The perceived benefits of IMS are reduction in the duplication of policies, procedures and work instructions, reduced costs, higher transparency, time saving, and synergy between MS.

One of the major limitations of this study is the small sample size, which precludes generalization of the findings. This study provides a starting point for further research in developing countries.

This research makes a contribution to the existing body of knowledge on IMS and provides results of value to IMS researchers and practitioners.

This paper offers key insights into IMS implementation in India. This will encourage manufacturing organizations in India and other developing countries to adopt IMS.