• Barriers to effective circular supply chain management in a developing country context

      Mangla, S.K.; Luthra, S.; Mishra, N.; Singh, A.; Rana, Nripendra P.; Dora, M.; Dwivedi, Y.K. (2018)
      Circular supply chain (CSC) emphasises surge in application of reuse, recycling, remanufacturing and thereby promotes transformation from linear to circular model of flow of products. Supply chains of manufacturing industries have become global over the years. Products manufactured in developing nations are being sent to developed nations for mass consumption. Developed nations have regulatory policies, technological knowhow and modern infrastructure to adopt CSC model. Their counterpart is trailing in these aspects. In literature, limited work has been performed on identifying challenges of implementing CSC in developing nations. Therefore, employing literature review and feedback received from experts, 16 important barriers were identified to CSC adoption in India. These barriers were analysed using integrated Interpretive Structural Modelling ? MICMAC approach. The findings will contribute in transforming supply chains thereby bringing economic prosperity, addressing global warming and generating employment opportunities. Finally, crucial policy measures and recommendations are proposed to assist managers and government bodies.
    • Exploring the role of social capital mechanisms in cooperative resilience

      Wulandhari, N.B.I.; Gölgeci, I.; Mishra, N.; Sivarajah, Uthayasankar; Gupta, S. (2022-04)
      We contribute to research on cooperative resilience by examining how their main advantage of social foundations may facilitate the assembly of resilience capabilities. Drawing from the social capital literature, we focus on the strategies and activities of a nationally known rural cooperative in Indonesia to reveal social capital mechanisms, specifically channeling and targeting social capital, that underlie diverse sets of resilience capabilities. By conceptualizing cooperative resilience according to cooperatives’ dual objectives of economic and social viability, we build an empirically grounded framework that encompasses social capital-driven mechanisms that underlie cooperative resilience. Economically, strengthening social capital (channeling) may result in organizational transparency and collaborative work, while widening social networks (targeting) develops velocity and flexibility. Socially, both mechanisms lead to the emergence of individual-level resilience capabilities. Our study informs business research on resilience by conceptualizing it in the context of cooperatives and shedding light on its underlying social capital-driven mechanisms.
    • Interpretive structural modelling and fuzzy MICMAC approaches for customer centric beef supply chain: application of a big data technique

      Mishra, N.; Singh, A.; Rana, Nripendra P.; Dwivedi, Y.K. (2017-07)
      The food retailers have to make their supply chains more customer-driven to sustain in modern competitive environment. It is essential for them to assimilate consumer’s perception to improve their market share. The firms usually utilise customer’s opinion in the form of structured data collected from various means such as conducting market survey, customer interviews and market research to explore the interrelationships among factors influencing consumer purchasing behaviour and associated supply chain. However, there is abundance of unstructured consumer’s opinion available on social media (Twitter). Usually, retailers struggle to employ unstructured data in above decision-making process. In this paper, firstly, by the help of literature and social media Big Data, factors influencing consumer’s beef purchasing decisions are identified. Thereafter, interrelationships between these factors are established using big data supplemented with ISM and Fuzzy MICMAC analysis. Factors are divided as per their dependence and driving power. The proposed frameworks enable to enforce decree on the intricacy of the factors. Finally, recommendations are prescribed. The proposed approach will assist retailers to design consumer centric supply chain.
    • Supply chain agility responding to unprecedented changes: empirical evidence from the UK food supply chain during COVID-19 crisis

      Do, Q.; Mishra, N.; Wulandhari, N.B.I.; Ramudhin, A.; Sivarajah, Uthayasankar; Milligan, G. (2021-09-06)
      Purpose: The COVID-19 outbreak has imposed extensive shocks embracing all stages of the food supply chain (FSC). Although the magnitude is still unfolding, the FSC responds with remarkable speed, to mitigate the disruptive consequences and sustain operations. This motivates us to investigate how operationalising supply chain agility (SCA) practices has occurred amid the COVID-19 crisis and expectations for how those practices could transform the supply chain in the post-COVID-19 era. Design: Following an exploratory case-based design, we examine the various agile responses that three supply chains (meat, fresh vegetables and bread) adopted and elaborate using the dynamic capability (DC) theoretical lens. Findings: First, the findings demonstrate how, in the wake of the COVID-19 pandemic, each affected case pursued various agile responses through sensing and seizing capabilities. Sensing includes identifying and assessing the relevant opportunities and threats associated with the specific supply chain context. Seizing involves acquiring, combining and modifying the tangible and intangible resources at the firm and supply chain levels. Second, supply chain transformation is likely if firms and their supply chain develop the sustaining capability to ensure that the desirable changes outlast the crisis. Originality: This study provides a novel and unique perspective on the role of SCA in crisis—in this case, the pandemic. We synthesise the empirical stories of the agile responses in the FSC and elaborate on the DC framework, to identify theoretical and practical implications. We establish the sustaining capability as the missing DC capability for enabling transformation in the post-COVID-19 era. Practical contribution: This study provides an actionable guide for practitioners to develop agile responses to systemic changes in times of crisis and to sustain favourable changes so as to enable their outlasting the crisis.