Primary research consists of a collection of original primary data collected by the researcher. It is often undertaken after the researcher has gained some insight into the issue by reviewing secondary research or by analyzing previously collected primary data.

primary data: Data observed or collected directly from first-hand experience or by reviewing secondary research or by analyzing previously collected primary data.

Secondary data refers to data that was collected by someone other than the user.

Identified number of problem factors. There is lack of IT awareness and its application. There is little work on supply chain co-ordination, whereas inventory management for MSME is hardly addressed in literature. Moreover, indentified common manufacturing practices adopted in MSME relating to supply chain, inventory management, IT adoption, and responsiveness. Few studies identified the root causes or key challenges with respect to existing orientation of MSMEs.

.MODEL FOR manufacturing productivity improvement

My initial focus refined during the course of my PhD studies on MSMEs around Agra and Mathura districts, and second as I have progressed in elaborating the pertinent literature. My thesis focuses on the manufacturing behavior of small- and medium-sized organizations with the aim of studying the phenomenon of productivity enhancement practices in organizational settings. I am interested in studying the strategic renewal capabilities of MSMEs exhibiting innovative manufacturing behaviors from the point of view of management.

The underlying assumption of my dissertation is that strategy is a pattern in streams of actions, whether intended or not. In spite of the great variance in these behaviors, a few consistent patterns can be identified. With the appropriate use of taxonomy formation, however, these patterns in behavior can be classified into a few easily separable types of business-level strategies. Taxonomies supported by empirical studies not only expose the generic strategies, but at the same time, explain differences in management and organizational processes (Ucbasaran et al., 2001).

An entrepreneurial manufacturing practice is assumed to be one of such behavioral patterns (a latent strategy). The main goal of my research is to identify and analyze thoroughly the phenomenon of the manufacturing practice process. In order to reach this goal, I have embedded my research in a broader context for systematically mapping the roots of MSMEs. After summarizing the literature review, I position my research in the cross-section of “individual” and “manufacturing process” studies, namely, what empirical evidence is provided by the managers of MSMEs that could help us to understand the phenomenon of manufacturing practices and what can we learn from the behavior of MSMEs that may be utilized in professional management?

Minor Project 1- Factors Influencing the Information Technology Adoption of Micro, Small and Medium Enterprises (MSME).

Minor Project 2- An Empirical Study and Inventory Management Performance In MSMEs : What Factors Do Influence Them?

Discussions with experts: Feedbacks received from experts is then analyzed and modified accordingly. During the process, several meetings with experts of MSME have been conducted.

Questionnaire Development: Questionnaires were prepared & discussed with experts from industries in Agra-Mathura Region and supervisors. Feedbacks were noted and incorporated into the revised version.

Case Study: The objectives intended for the improvement of existing flexible manufacturing systems (FMSs) was studied and analyzed by introducing SAP-LAP model. A generic model for change and flexibility in organization shows how effectively it can be adapted. Discussion with supervisors held for developing frameworks. Now I am working on Supply Chain Responsiveness and completed a literature review of about 63 peer reviewed research papers related to mentioned topic.

Papers published : International Conference: Three Two at ICAM-2012, International Conference on Agile Manufacturing, December 16-19, 2012 at IIT-BHU One case study, at ICOMBI-2013, International Conference On Management And Business Innovation held on May 18-19, 2013 at Malviya National Institute of Technology, Jaipur.

FMS Initiatives and MSME Competitiveness: A case Study; Int. J. Intercultural Information Management . Reviewed now awaiting acceptance.

Micro, Medium, Small and Medium Enterprises (MSMEs) play a vital role for the growth of Indian economy. MSME act as major link in the supply chain to corporate and the PSUs. Moreover, MSME Sector does not get the required support from academic researchers/professional practitioners, thus is handicapped in becoming more competitive. SMEs face a number of problems - absence of adequate knowledge, non-availability of suitable technology, low production capacity, ineffective manufacturing process and strategy, constraints on modernization & expansions, and non-availability of learning and training opportunities. Perhaps this research framework effort to provide right advice and smart tips to go ahead and make gold of opportunities that come their way.

Problems of MSME The following problems have been identified through literature review, interaction with experts and discussions with Supervisor from time to time. I have reviewed 232 peer- review papers, indentified common manufacturing practices adopted in MSME relating to supply chain, inventory management, IT adoption, and responsiveness. Identified number of problem factors. There is lack of IT awareness and its application. There is little work on supply chain co-ordination, whereas inventory management for MSME is hardly addressed in literature. Few studies exists that focus on IT implementation and issues of flexibility & responsiveness has not properly addressed. I have identified the root cause of key challenges / skills gap with respect to existing orientation of clustered MSMEs through interaction with experts and exhaustive literature review.

MSME Common Problem Specific Problem

1 Adaptability & flexibility Lack of coordination among various levels inside and outside MSME.

2 Lack of Expertise Improper inventory management and lead time issues and inability to rapidly configure or reconfigure assets and operations of the manufacturing systems to react to consumer trends.

3 Competitiveness Lack of Info. Technology Awareness and

its Application.

4 Innovativeness/

New Product Development

Operations responsiveness

5 Autonomy & Control Identification of Bottlenecks.

Variables Identified Factors

IT adoption Less Awareness and IT friendly. Use of ERP/email/e-data transfer, Drawings etc. Intensity of competition, Information requirement, Firm Size, Firm Age, Government Support and incentives.

Inventory Management Proper inventory management, delivery schedules, Fill rate, batch size,

Dynamic Adaptability Product variability, demand variability, competition, knowledge management.

Supply Chain Responsiveness

Competitive advantage, Modularity based manufacturing practices.

Flexibility Communication, internal co-ordination / relationships at various levels, suppliers flexibility and technology, workforce autonomy, manufacturing flexibility, change and supply order flexibility.

Innovation Lack of attitude, facility scarcity, Tapping benefits.

Inventory ManagementInventory Management

IT adoption

Inventory Management

Dynamic Adaptability

Innovation

Supply Chain Responsiveness

Productivity Effectiveness

Theoretical Framework

The study is driven by the following research questions:

1. How do the SCM practices of a firm influence supply chain responsiveness?

2. How do modularity based manufacturing practices of a firm impact supply chain

responsiveness?

3. How does supply chain responsiveness affect competitive advantage of a firm?

Journal ,

Year,

Author

Variable/Gap Methodology Result/Conclusions Future Scope

Fallon and

Moran

(2009)

IT adoption

Factors Influencing the Information Technology

Provision for managers to make decisions using infor-mation systems or decision support systemsProvision for Employees to access Professional/Busi-ness Organization or Knowledge WarehousesProvision for supply chain information sharing with suppliers /vendorsPartial / Total Absence of Information Technology in-frastructure.

Quantitative

Questionnaire

Survey &

Descriptive

Analysis

Five-point Likert scale, with scores ranging from one (strongly disagree) to Five (strongly agree)

Managers. Analysis and procedural method have been modified

Rao and

Rao (2009)

Inventory Management Performance In MSMEs : What Factors Do Influence Them?

Questionnaire

Survey &

Descriptive

Analysis

Critical links affecting Inventory management and and Why MSMEs suffer from longer deliver time,

Flexibility – Logistics Responsiveness

logistics problem, communication & information exchange.

Sushil,

2000

Dynamic

Adaptability

(SAP-LAP)

Improving the performance of flexible manufacturing system.

Various issues of improvements in manufacturing environment relating to FMS.

Case study

situation-actor-

process (SAP)-

learning-

action-

performance

(LAP)

approach in

manufacturing

setting of

MSME to

exhibit

systemic

flexibility

simulation

experiments to

determine the

effect of

different

flexibility

types

SAP-LAP model

has been applied

for manufacturing

and and shows

how effectively it

can be adapted.

Various design and

performance

parameters were

evaluated for

different products

for implementing

improved FMS.

Exploration of

management

inquiry becomes

more effective if it

is focused and

intelligently

directed. an

emerging

paradigm is

knowledge based

scalable

networked

architecture which

integrate

manufacturing

configuration,

manufacturing

line of multi-

variant type and

quality

monitoring for

high-quality

products

Flexibility case study

methods

Innovation Questionnaire

Survey &

Descriptive

Analysis

Government Policies questionnaire

survey

Supply Chain

Responsiveness

primary challenge, uncertainty and constraints to conceptualize SCM practice

questionnaire

and feedback

analysis

identified various

critical success

factors of the

manufacturing

practices in SME

businesses in

particular,

application of

SCM.

Challenges for SME SectorDespite its commendable contribution to the Nation's economy, SME Sector does not get the required support from the concerned Government Departments, Banks, Financial Institutions and Corporate, which is a handicap in becoming more competitive in the National and International Markets.  SMEs faces a number of problems such as absence of adequate and timely banking finance, limited capital and knowledge, non-availability of suitable technology, low production capacity, ineffective market-ing strategy, identification of new markets, constraints on modernization & expansions, non availabil-ity of highly skilled labour at affordable cost, followup with various government agencies to resolve problems etc. Global business trends indicate that small businesses are the major contributors to any country’s economy. In India, these businesses generate more than 65% employment across the coun-try. Small Businesses are poised for much bigger things, and investors in this sector must ensure that they utilize all available resources to reap impressive benefits. The Government of India has taken prominent steps to attract investments in the small business sector. At the same time, such businesses need the right advice and smart tips to go ahead and make gold of opportunities that come their way.

MODEL FOR MANUFACTURING PRODUCTIVITY IMPROVEMENTI was interested in studying the strategic renewal capabilities of MSMEs exhibiting innovative manufacturing behaviors from the point of view of management. My initial focus was refined first during the course of my PhD studies in MSMEs around Agra and Mathura districts, and second as I have progressed in elaborating the pertinent literature. My thesis thus focuses on the manufacturing behavior of small- and medium-sized organizations with the aim of studying the phenomenon of productivity enhancement practices in organizational settings.

The underlying assumption of my dissertation is that strategy is a pattern in streams of actions, whether intended or not. In spite of the great variance in these behaviors, a few consistent patterns can be identified. With the appropriate use of taxonomy formation, however, these patterns in behavior can be classified into a few easily separable types of business-level strategies. Taxonomies supported by empirical studies not only expose the generic strategies but, at the same time, explain differences in management and organizational processes (Ucbasaran et al., 2001). An entrepreneurial manufacturing practice is assumed to be one of such behavioural patterns (a latent strategy). The main goal of my

research is to identify and analyze thoroughly the phenomenon of the manufacturing practices process. In order to reach this goal, I have embedded my research in a broader context for systematically mapping the roots of MSMEs. After summarizing the literature review, I position my research in the cross-section of “individual” and “manufacturing process” studies, namely, what empirical evidence is provided by managers of MSMEs that could help us to understand the phenomenon of manufacturing practices and what can we learn from the behavior of MSMEs that may be utilized in professional management?

Variables Identified Factors

IT adoption Less Awareness and IT friendly. Use of ERP/email/e-data transfer, Drawings etc. Intensity of competition, Information requirement, Firm Size, Firm Age, Government Support and incentives.

Inventory Management Proper inventory management, delivery schedules, Fill rate, batch size,

Dynamic Adaptability Product variability, demand variability, competition, knowledge management.

Supply Chain Responsiveness

Competitive advantage, Modularity based manufacturing practices.

Flexibility Communication, internal co-ordination / relationships at various levels, suppliers flexibility and technology, workforce autonomy, manufacturing flexibility, change and supply order flexibility.

Innovation Lack of attitude, facility scarcity, Tapping benefits.

Inventory ManagementInventory Management

IT adoption

Inventory Management

Dynamic Adaptability

Innovation

Supply Chain Responsiveness

Productivity Effectiveness

Theoretical Framework

The study is driven by the following research questions:

1. How do the SCM practices of a firm influence supply chain responsiveness?

2. How do modularity based manufacturing practices of a firm impact supply chain responsiveness?

3. How does supply chain responsiveness affect competitive advantage of a firm?

CONSTRUCT ITEMS TO MEASURE CONSTRUCT ADAPTED FROM Comment

IT adoption Five-point Likert scale, with scores ranging from one (strongly disagree) to Five (strongly agree)We use IT , 1.To promote products/services and sell services to customers.2. To communicate with business partners.3. Provision to customers to order on line & also al-lows customers to track their orders on line.4. Provision for e-Marketing.5. Provision for managers to make decisions using in-formation systems or decision support systems6. Provision for Employees to access Professional/Business Organization or Knowledge Warehouses7. Provision for supply chain information sharing with suppliers /vendors8. Partial / Total Absence of Information Technology infrastructure.

Fallon and Moran (2009)

Independent Variable

Inventory

Management

1. Common inventory management practices, No practice, Thumb rules, EOQ (Economic Order Quantity), ABC (Always Better Control), Computerized IM, Just-in Time (JIT) & Vendor Managed Inventory (VMI)2. Raw material ordering frequency, D-Daily; W-Weekly; F-Fortnight; M-Monthly; Q-Quarterly3. Stock verification frequency. D-Daily; W-Weekly; F-Fortnight; M-Monthly; Q-Quarterly4. Production types, Job shop,Batch,Mass,Flow Shop, None

Rao and Rao (2009)

Independent Variable

Dynamic

Adaptability

1. What is the 2. Facility for material handling and part

transport in the manufacturing unit is manual

Sushil, 2000 Independent Variable

Flexibility – Logistics Responsiveness

(SAP-LAP) 2. In case the material handling system is entirely manual, then how many workers are involved in the same?3. How is loading/unloading done on the machine, manually or there is automated station provided?4. What is the idle time on various machines employed in the production of the each product?5. What is the lead time in production? Would you be interested in automating the new facility at additional cost? Yes / No6. Is there any process that you will prioritize for automation, if yes then name the process(s)?

Supply Chain

Responsiveness

Independent Variable

Flexibility Our logistics system responds rapidly to unexpected demand change

Our logistics system rapidly adjusts warehouse capacity to address demand changes

Our logistics system rapidly varies transportation carriers to address demand changes

Our logistics system rapidly accommodates special or non-routine customer requests

Our logistics system effectively delivers expedited shipments

Independent Variable

QUESTIONNAIRE SHEET

SECTION - 1

For the following questions, Kindly put a cross mark (x) in the appropriate box to response.

Organization Profile

1. Name of the organization .....................................................................................................................................................

2. Your organization is :

(A) Original equipment manufacturer (OEM) [ ] (B) Supplier to OEM [ ]

(C) Others (Please specify) .............................................................................……………………

3.Supply chain activity in your organization is related to the following business:

(A) Automobile [ ] (B) Electrical & Electronics goods [ ] (C) Processing [ ] (D) Any other [ ] 4.Please indicate your organization’s approximate annual turnover in rupees crores:

(A) 100- 500 [ ] (B) 500- 1000 [ ] (C) 1000 – 2500 [ ] (D) 2500 – 5000 [ ] (E) Over 5000 [ ]5. Please indicate approximate trend of profits per year during the last three years:

(A) Increase up to 10% [ ] (B) More than10 % [ ] (C) Almost constant [ ]

(D) Decrease up to 10% [ ] (E) Can’t say [ ]

6. Please indicate average number of suppliers employed for supplying raw material/ semi-finished components in the final products :

(A) less than 3 [ ] (B) 3-5 [ ] (C) 6 – 10 [ ] (D) More than10 [ ] (E) Can’t say [ ]

7. Number of employees in your company:

1 -50 ___ 51-100 ___ 101-25 ___ 251-500 ___ 501 -100 ___ Over 1000 ___

8. Your present job title:

CEO/president ___ Director___ Manager___ Supervisor ___ Other___

9. Your present job function (mark all that apply):

Corporate Executive …………………………………

Purchasing …………………………………

Manufacturing / Production …………………………………

Distribution …………………………………

Transportation …………………………………

Sales …………………………………

Other (please indicate)

SECTION - 2

1. What is the facility provided for material handling and part transport in the units?

Manual or Automated

2. In case the material handling system is entirely manual, then how many workers are involved in the same?

…………………………………………………………………………………………………………………………………………………………………….

3. How is loading/unloading done on the machine.

Manually or Automated station

4. What is the idle time on various machines employed in the production of the each product?.......................

5. What is the lead time in production? …………………………………………………………………………………………………………..

6. Would you be interested in automating the new facility at additional cost? Yes / No

7. Is there any process that you will prioritize for automation, if yes then name the process(s)?

……………………………………………………………………………………………………………………………………………………………………

Five-point Likert scale, with scores ranging from one (strongly disagree) to Five (strongly agree)

We use IT ,

8. To promote products/services and sell services to customers.

9. To communicate with business partners.

10. Provision to customers to order on line & also allows customers to track their orders on line.

11. Provision for e-Marketing.

12. Provision for managers to make decisions using information systems or decision support systems

13. Provision for Employees to access Professional/Business Organization or Knowledge Warehouses

14. Provision for supply chain information sharing with suppliers /vendors

15. Partial / Total Absence of Information Technology infrastructure.

Common inventory management practices,

16. What is commonly applicable practices.

No practice, Thumb rules, EOQ (Economic Order Quantity), ABC (Always Better Control),

Computerized IM, Just-in Time (JIT) Vendor Managed Inventory (VMI)

17. What is Raw material ordering frequency,

D-Daily; W-Weekly; F-Fortnight; M-Monthly; Q-Quarterly

18. What is Stock verification frequency.

D-Daily; W-Weekly; F-Fortnight; M-Monthly; Q-Quarterly

19. What is the Production types

Job shop, Batch, Mass, Flow Shop, None

Please Mark the following Questions

Not at all To a small extent To a moderate extent To a considerable extent To a great extent Not applicable

20. Supply Chain Responsiveness

Operations System Responsiveness

Our operations system responds rapidly to changes in product volume demanded by customers

Our operations system responds rapidly to changes in product mix demanded by customers

Our operations system effectively expedites emergency customer orders

Our operations system rapidly reconfigures equipment to address demand changes

Our operations system rapidly reallocates people to address demand changes

Our operations system rapidly changes manufacturing processes to address demand changes

Our operations system rapidly adjusts capacity to address demand changes

21. Logistics Process Responsiveness

Our logistics system responds rapidly to unexpected demand change

Our logistics system rapidly adjusts warehouse capacity to address demand changes

Our logistics system rapidly varies transportation carriers to address demand changes

Our logistics system rapidly accommodates special or non-routine customer requests

Our logistics system effectively delivers expedited shipments

22. Supplier Network Responsiveness

Our major suppliers change product volume in a relatively short time

Our major suppliers change product mix in a relatively short time

Our major suppliers consistently accommodate our requests

Our major suppliers provide quick inbound logistics to us

Our major suppliers have outstanding on-time delivery record with us

Our major suppliers effectively expedite our emergency orders.

Unless otherwise specifically requested, please use the following scale to answer each item:

Section III: Supply Chain Management (SCM) Practices

SCM practices is defined as the set of activities undertaken by an organization to promote effective management of its supply chain through outsourcing, strategic supplier partnership, customer relationship, information sharing, postponement, and mass customization.

Please circle the number that accurately reflects the extent of your firm’s current level of SCM practices.

EXTENT OF OUTSOURCING

Outsourcing is the practice of transferring internal business activities / operations of a firm to third parties.

1. Our firm outsources information systems

2. Our firm outsources manufacturing

3. Our firm outsources logistics

4. (this includes transportation, distribution and warehousing)

5. Our firm outsources pre-sales customer care

6. Our firm outsources after sales support

7. Our firm outsources product design

STRATEGIC SUPPLIER PARTNERSHIP

1. Strategic Supplier Partnership is the long-term relationship between the organization and its suppliers. It is designed to leverage the strategic and operational capabilities of individual participating organizations to help them achieve significant ongoing benefits.

2. We consider quality as our number one criterion in selecting suppliers

3. We regularly solve problems jointly with our suppliers

4. We have helped our suppliers to improve their product quality

5. We have continuous improvement programs that include our key suppliers

6. We include our key suppliers in our planning and goal- setting activities

7. We actively involve our key suppliers in new product development processes

CUSTOMER RELATIONSHIP

Customer Relationship is the entire array of practices that are employed for the purpose of managing customer complaints, building long-term relationships with customers, and improving customer satisfaction.

1. We frequently interact with customers to set reliability, responsiveness, and other standards for us

2. We frequently measure and evaluate customer satisfaction

3. We frequently determine future customer expectations

4. We facilitate customers’ ability to seek assistance from us

5. We periodically evaluate the importance of our relationship with our customers

INFORMATION SHARING

Information sharing is the extent to which critical and proprietary information is communicated to one’s trading partner.

1. We inform trading partners in advance of changing needs

2. Our trading partners share proprietary information with us

3. Our trading partners keep us fully informed about issues that affect our business

4. Our trading partners share business knowledge of core business processes with us

5. We and our trading partners exchange information that helps establishment of business planning

6. We and our trading partners keep each other informed about events or changes that may affect the other partners

POSTPONEMENT

Postponement is the practice of moving forward one or more operations or activities (making, sourcing, and delivering) to a much later point in the supply chain.

1. We delay final product assembly activities until customer orders have actually been received

2. We delay final product assembly activities until the last possible position (or nearest to customers) in the supply chain

3. We delay ordering of raw materials from suppliers until customer orders have actually been received

4. We delay some form of value-addition to the product until customer orders have actually been received

MASS CUSTOMIZATION

Mass Customization is the practice of producing customized products on a large scale at a cost comparable to mass produced products.

1. We customize products on a large scale

2. We add product variety without increasing cost

3. We customize products while maintaining a large volume

4. Unless otherwise specifically requested, please use the following scale to answer each item:

LOGISTICS PROCESS RESPONSIVENESS

Logistics Process Responsiveness is the ability of a firm’s outbound transportation, distribution, and warehousing system (including 3PL/4PL) to address changes in customer demand.

1. Our logistics system responds rapidly to unexpected demand change

2. Our logistics system rapidly adjusts warehouse capacity to address demand changes

3. Our logistics system rapidly varies transportation carriers to address demand changes

4. Unless otherwise specifically requested, please use the following scale to answer each item:

5. Not at all To a small extent To a moderate extent To a considerable extent To a great extent Not applicable

6. Our logistics system rapidly accommodates special or non-routine customer requests

7. Our logistics system effectively delivers expedited shipments

SUPPLIER NETWORK RESPONSIVENESS

Supplier Network Responsiveness is the ability of a firm’s major suppliers to address changes in the firm’s demand.

1. Our major suppliers change product volume in a relatively short time

2. Our major suppliers change product mix in a relatively short time

3. Our major suppliers consistently accommodate our requests

4. Our major suppliers provide quick inbound logistics to us

5. Our major suppliers have outstanding on-time delivery record with us

6. Our major suppliers effectively expedite our emergency orders

Please mark the position of your company in the supply chain (mark all that apply).

Raw material supplier Component supplier Assembler

Sub-assembler Manufacturer Distributor

Wholesaler Retailer

Please indicate if you would like to get a copy of the executive summary of results of this survey by filling in your address information below.

Your name: __________________________

Company: ___________________________

Address: ______________________________

City: _______________ State: ______ Zip code: ________________

Tel: _______________ Fax: ______________

Email address: