1,721,011 research outputs found
Assessing the Drivers and Challenges to Deploying Lean-Green Practices the in Indian Manufacturing Sector.
No full textPurpose: With a rapid growth in the Indian manufacturing sector, the
assessment of the sector is necessary for various aspects. The present study focused
on identifying and assessing the drivers and challenges pertaining to current practices
of lean-green deployment in Indian manufacturing based on the recent literature and
experts in the manufacturing space. Design/methodology/approach: The study was
conducted in three phases. Phase 1 involved literature reviewand expert consultation.
Phase 2 includes a three-step data collection procedure whereby 44 experts provided
responses that formed the basis for the assessment of the factors. Fuzzy TOPSIS
(Technique for Order of Preference by Similarity to Ideal Solution) was used to
rank the drivers and challenges with respect to the perspective of the consumer,
industry, and the government. Phase 3 involved validating the relevance of our study
based on the experts and literature. Outcome: The top-ranked driver and top-ranked
challengewas identified. Insight into the present scenario of lean-green deployment in
manufacturing is facilitated by factors identified from recent literature. Originality:
There is very little literature assessing the factors pertaining to lean-green deployment
in Indian manufacturers. Most work focus specifically on SMEs or MSME, and not
the entiremanufacturing sector.Accordingly, respondents selected for the study were
those with diverse experience in the secto
Pathways towards reverse logistics adoption in Indian educational institutes: a challenging factors analysis
Full text linkReverse logistics (RL) has been proven to have a positive effect on addressing the issue of effectively utilizing resources. India has a population of over one billion people with most of it dominated by youth. Developing RL strategies and exposing it to students will encourage them to find ways to manage the limited resources available in our country. This study is focused on identifying the challenges of RL implementation in education institutes in India and finding the inter-relationship among them. The most crucial barrier to RL implementation in educational institutes is also sought in the process. We initially review the RL practices in the Indian sub-continent to examine the challenges of effectively implementing RL. We then identify the challenges of RL based on literature and discussions with experts from the education industry. The experts selected for this study include administrators from schools and universities in Kerala, India (South India). A survey was conducted in two phases. The Fuzzy-DEMATEL technique was applied to determine the inter-relationship between the challenges and obtain the causal diagram. Initially, 45 challenges were identified. Based on responses from experts from phase one of the survey, it was narrowed down to 29 crucial challenges. A pairwise comparison among the challenges was then done by experts in the education field. Finally, on the application of Fuzzy-DEMATEL, a causal diagram was generated to indicate the extent of influence of the RL challenges. Our findings indicate that educational institutions are faced with lack of awareness about reverse logistic, lack of responsibilities about environment, resistance to change, lack of supplies on supplier end, lack of knowledge, and no proper outlet for disposal in managing RL operations in educational institutes. The challenges identified in our study is unique to the Indian sub-continent and provides a result based on the current scenario of RL implementation in Indian educational institutes. The findings from our study indicate a unique perspective of RL implementation challenges. We analyzed 29 challenges to obtain our findings. Furthermore, we use Fuzzy-DEMATEL as our analysis tool to facilitate finding results. We present this as the uniqueness of our study from the available literature
Linking supply chain resilience with knowledge management for achieving supply chain performance
No full textPurpose
Supply chain (SC) and knowledge management (KM) have been studied; still, there is a need to understand how KM can be used for SC resilience and improving the firm’s performance. The purpose of the paper is to study and analyze SC resilience strategies based on KM processes to enhance SC performance considering six SC strategies: SC reengineering, collaboration, SC innovation, SC integration, SC agility and SC risk management.
Design/methodology/approach
By adopting the dynamic capability theory, the empirical research is conducted on a sample of 312 Indian micro, small to medium enterprises. To evaluate 312 samples, the structural equation modeling approach is adopted.
Findings
The study found a is a positive relationship between SC reengineering, SC collaboration, SC integration, SC agility, SC risk management and KM. Nevertheless, the relationship between SC innovation and KM is not significant. This study also found the mediating effect of KM on SC performance, and the results shows that SC reengineering, SC collaboration, SC agility and SC risk management are having complementary mediation, while SC innovation and SC integration did not show any mediation.
Originality/value
This is the only research that integrates resilience strategies and KM for improving SC performance. Using KM, SC reengineering will improve SC performance by enhancing readiness and recovery strategies to avoid SC disruption. KM will improve SC collaboration. It will enhance the SC process’ overall visibility, transparency and so on. Agility leads to increased speed, visibility and flexibility, which aids in dealing with uncertainty in the environment. SCRM entails investments and additional resources (such as equipment and labor) to navigate uncertainty and risks in the SC and improve SC performance
From linear to a circular economy in the e-waste management sector: Experience from the transition barriers in the United Kingdom
No full textE-waste generation is rising apace, and it is estimated that e-waste production could
reach 74.7 Mt by 2030. Hence, it is essential to develop tactics and methodologies
for the formal management and treatment of e-waste. The implementation of the
concepts of a circular economy (CE) has been perceived as an efficient methodology
for the efficacious management of such waste; however, the transition process from
the linear economy to CE still involves several barriers. There are only a few studies
that have integrated the concept of CE with e-waste management for sustainability.
This study will focus on the UK's household e-waste management sector to identify
and analyze the key barriers that impede the transition of the UK's e-waste management
sector to the CE model. For this purpose, a team of experts was formulated and
their expertise was captured using the Decision-making trial and evaluation laboratory
(DEMATEL) methodology. The DEMATEL technique employs critical evaluation
principles, measures the weights of the evaluation criteria, and helps in finding the
most critical barriers through a visual structural model. The DEMATEL method also
categorizes the factors into cause-and-effect groups and utilizes a visualization model
to simplify the interdependence and intensity of the impacts of the various factors.
The results revealed that the “Lack of processing technologies,” “Lack of returns and
profits,” “Lack of expert knowledge,” “Lack of effective guidance and standards for
the proper collection methods,” and “Lack of proper knowledge” are the most significant
barriers obstructing the adoption of CE in the management of e-waste in the
United Kingdom. Thus, the government needs to take strong actions to give financial
support in terms of incentives to the stakeholders for effective e-waste handling
Integrating lean and agile practices for achieving global sustainability goals in Indian manufacturing industries
No full textThe rising global pressure from stakeholders regarding climate change and its implications for the various aspects of manufacturing have pressured industrial leaders to develop greater environmental responsibility. This has motivated companies and researchers to identify and incorporate various strategies for ecologically sustainable operations. Analyzing the relationship between 'lean' and 'agile' (leagile) practices appears to be a tangible way to become more sustainable, specifically in an emerging economy such as India. The literature has investigated lean and agile practices for enhancing sustainability, although most studies have not adequately framed their analyses of both aspects simultaneously. This limitation of previous studies is the motivation for the present work. The current study expands the scope of previous literature by identifying and prioritizing leagile practices through the lens of sustainability. This study uses a combination of fuzzy set theory and the best-worst method (BWM) for identifying and prioritizing the leagile practices that are effective for Indian industrial leaders. The study is validated for the Indian automotive sector so that industry leaders can implement the requirements of the 'Green India Movement', as recommended by governmental decrees
Role of Industry 4.0 in agile manufacturing to achieve sustainable development
No full textThe business world is becoming increasingly complex, disrupted, and uncertain. As
Industry 4.0 (I4.0) takes shape, to endure this change and focus on growth, industries
must learn to embrace change and move quickly; this is particularly so for the automotive
industry, which is a major sector of any economy. Agility is needed to
embrace this change and promote sustainability across every industry. To face these
contingencies, it is essential to identify and understand the strategies that can aid
industries in sustaining real-time scenarios. In this paper, we aim to assess the agility
indicators that bring resilience to the inclusion of I4.0 and sustainability in the automotive
sector. The unexpected changes in the environment related to sustainability
and technological disruptions of I4.0 require the identification of sustainable agile
mitigation strategies to manage such situations. The fuzzy Delphi methodology
assesses agility indicators based on a questionnaire for prioritization. Further, the
fuzzy technique for order performance by similarity to ideal solution (TOPSIS) is utilized
to prioritize these agility indicators with the agility strategies that manufacturing
industries can deploy to enhance the sustainability of their operations. The fuzzy
extension to the methodologies helps in incorporating vagueness and ambiguity in
the decision-making process. A fuzzy approach to prioritizing agile strategies as the
industries are changing is helpful. The decision makers have only a few clear ideas
about how best to integrate them. Among the agile strategies, “resilience,” “technological
capabilities,” and “customer-centric innovation” are the top strategies. By executing
the strategies suggested in the study and understanding the agility indicators,
practitioners can ensure resilience in the work systems and minimize the impact of
the disruptions caused by the industrial revolution. Thus, this research has been
underpinned by the organizational change theory and discusses all mitigation strategies
concerning the rapid changes organizations are facing with the fourth industrial
revolution
Issues and analysis of critical success factors for the sustainable initiatives in the supply chain during COVID- 19 pandemic outbreak in India: A case study
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