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doi: 10.5281/zenodo.2829963 , 10.5281/zenodo.2663223 , 10.5281/zenodo.2861632 , 10.5281/zenodo.2839602 , 10.5281/zenodo.2661551 , 10.5281/zenodo.2665140 , 10.5281/zenodo.2824679 , 10.5281/zenodo.2664181 , 10.5281/zenodo.2864516 , 10.5281/zenodo.2663222 , 10.5281/zenodo.2662197 , 10.5281/zenodo.2665141 , 10.5281/zenodo.2824680 , 10.5281/zenodo.2666172 , 10.5281/zenodo.2668835 , 10.5281/zenodo.2837129 , 10.5281/zenodo.2818925 , 10.5281/zenodo.2861633 , 10.5281/zenodo.2662608 , 10.5281/zenodo.2662607 , 10.5281/zenodo.2671867 , 10.5281/zenodo.2827293 , 10.5281/zenodo.2864515 , 10.5281/zenodo.2668834 , 10.5281/zenodo.2823835 , 10.5281/zenodo.2812136 , 10.5281/zenodo.2839601 , 10.5281/zenodo.2818924 , 10.5281/zenodo.2837130 , 10.5281/zenodo.2661552 , 10.5281/zenodo.2813441 , 10.5281/zenodo.2664180 , 10.5281/zenodo.2671866 , 10.5281/zenodo.2823836 , 10.5281/zenodo.2827294 , 10.5281/zenodo.2829962 , 10.5281/zenodo.2662198 , 10.5281/zenodo.2813442 , 10.5281/zenodo.2666173 , 10.5281/zenodo.2812135
doi: 10.5281/zenodo.2829963 , 10.5281/zenodo.2663223 , 10.5281/zenodo.2861632 , 10.5281/zenodo.2839602 , 10.5281/zenodo.2661551 , 10.5281/zenodo.2665140 , 10.5281/zenodo.2824679 , 10.5281/zenodo.2664181 , 10.5281/zenodo.2864516 , 10.5281/zenodo.2663222 , 10.5281/zenodo.2662197 , 10.5281/zenodo.2665141 , 10.5281/zenodo.2824680 , 10.5281/zenodo.2666172 , 10.5281/zenodo.2668835 , 10.5281/zenodo.2837129 , 10.5281/zenodo.2818925 , 10.5281/zenodo.2861633 , 10.5281/zenodo.2662608 , 10.5281/zenodo.2662607 , 10.5281/zenodo.2671867 , 10.5281/zenodo.2827293 , 10.5281/zenodo.2864515 , 10.5281/zenodo.2668834 , 10.5281/zenodo.2823835 , 10.5281/zenodo.2812136 , 10.5281/zenodo.2839601 , 10.5281/zenodo.2818924 , 10.5281/zenodo.2837130 , 10.5281/zenodo.2661552 , 10.5281/zenodo.2813441 , 10.5281/zenodo.2664180 , 10.5281/zenodo.2671866 , 10.5281/zenodo.2823836 , 10.5281/zenodo.2827294 , 10.5281/zenodo.2829962 , 10.5281/zenodo.2662198 , 10.5281/zenodo.2813442 , 10.5281/zenodo.2666173 , 10.5281/zenodo.2812135
In this era of competitiveness, there is a growing need for supply chains also to become competitive enough to handle pressures like varying customer's expecations, low cost high quality products to be delivered at the minimum time and the most important is throat cutting competition at world wide scale. In the recent years, supply chain competitiveness has been, therefore, accepted as one of the most important philosophies in the supply chain literature. Various researchers and practitioners have tried to identify and implement strategies in supply chains which can bring competitiveness in the supply chains i.e. supply chain competitiveness. The purpose of this paper is to suggest select strategies for supply chain competitiveness in the Indian manufacturing sector using an integrated approach of literature review and exploratory interviews with eminent professionals from the supply chain area in various industries, academia and research. The aim of the paper is to highlight the important area of competitiveness in the supply chain and to suggest recommendations to the industry and managers of manufacturing sector.
| selected citations These citations are derived from selected sources. This is an alternative to the "Influence" indicator, which also reflects the overall/total impact of an article in the research community at large, based on the underlying citation network (diachronically). | 0 | |
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