DEVELOPING A FRAMEWORK FOR SUPPLY CHAIN MANAGEMENT DISRUPTIONS IN INDIA

Abstract

Taking into perspective, the Indian economy, the decision-makers, and stakeholders involved in the global supply chain such as ports, warehouses, retailers, and organizations needed to be aware of constant changes because of disruptions.
This research seeks to analyze the business perspective for the strategic direction and strategic profile of a company. According to Brenes and Camacho (2016), companies will make their supply chain more resilient in strategies of growth, regional expansion, and global competition, without weakening their competitiveness by identifying new tools for transformational managerial decisions in curbing supply-chain disruptions logistics of companies (Amankwah-Amoah, et al, 2021).
The research used qualitative description to analyze data on managerial decision processes, especially on customer satisfaction and its impact on supply chain disruptions in Indian organizations. The targeted population of this study was represented by thirty-five senior managers and directors in leadership positions from the global Indian conglomerate Tata Group, with experience in the automobile and consumer products industry.
The data collected seeks to answer which post-pandemic actions are needed to maintain holistic supply-chain and how will organizations' strategies assist in overcoming supply-chain disruptions. Also, the study seeks to mitigate the gap on supply chain disruptions after the post-pandemic in the global village. Hence, the research demonstrates that holistic managerial decisions taken on a transformational framework of structured criteria and assessment methods can help small and medium-sized organizations to use levers of business excellence and innovation to improve in a world of competitiveness and performance.
The implication of the research is to help firms worldwide to rediscover their potential and capacity to achieve innovation and business excellence by using performance levers.