An Empirical Assessment of the Impact of SCM Practices on Quality Performance: A Case in the Indian Automobile Industry

Abstract

Many Indian firms striving to improve their competitive potential have adopted supply chain management (SCM) practices because they consider them to be the next source of opportunity to improve operational efficiency. The automobile industry, in particular, has taken the lead in this mind-set. Indian vehicle manufacturers, who can be considered a focal point in the automobile supply chain, have been struggling to deal with the difficult task of achieving high customer satisfaction while maintaining cost competitiveness. As the Indian automobile industry prepares to make its mark globally, the need to improve supply chain efficiency is being given high priority.

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Notes on contributors

Vikram Sharma

Vikram Sharma is an assistant professor in the Mechanical Engineering Department at Krishna Institute of Engineering and Technology, Ghaziabad, India. He has over six years of teaching and research experience. His research interests include supply chain modeling and supply chain performance measurement. He has presented several papers at national and international conferences.

B.S. Sahay

B.S. Sahay is director of the Institute of Management Technology (IMT), Ghaziabad, India. He received his M.Tech. and Ph.D. in Industrial Engineering from the Indian Institute of Technology (IIT) Delhi, India. Prior to joining IMT, he was dean (Research & Consultancy) and professor of operations management at the Management Development Institute (MDI), Gurgaon, India. He was also an adjunct professor at the School of International Business, Queensland University of Technology, Brisbane, Australia, and founding chairman of Centre for Supply Chain Management. He has carried out 19 sponsored research projects and 35 consulting assignments and published or presented over 135 papers in international/national journals and at conferences.

G.D. Sardana

G.D. Sardana is a chartered engineer and holds a mechanical engineering degree from Punjab University and a Ph.D. from IIT Delhi in the area of business performance. He has published over 40 papers in national and international journals and has presented at conferences. Three of his papers have won best paper awards from the Indian Institution of Industrial Engineering. Dr. Sardana has a rich corporate experience of over 40 years in both public and private sector companies. He has occupied senior managerial, CEO, and director-level positions for 25 years with BHEL, ABB; Usha, Singer (India); and Ujala, respectively.