Narrow Results

Low-carbon supply chain management (LCSCM) strategies are required in the Indian manufacturing industries due to rapidly growing energy usage for financial and environmental reasons. LCSCM technologies face several challenges that limit their adoption. Eleven hurdles were selected from the literature and the recommendations of one business expert and one academic expert. These barriers are defined by several factors, including a lack of information, financial worries, environmental concerns, and governmental limits, among others. In addition, efforts are being made to quantify the most optimal relevant barriers using multi-criteria decision-making (MCDM) techniques such as interpretive structural modeling (ISM) and the decision-making trial and evaluation laboratory (DEMATEL). The MICMAC analysis estimates the sensitivity and priority of barriers based on dependency and driving power. One of these barriers is a needed factor; three are driving elements; four barriers are linked factors; and three are self-sufficient factors. The findings of this study can help academic specialists, industry representatives, and practitioners in their ongoing attempts to adopt “LCSCM techniques” in Indian manufacturing industries. The model is appropriately explained and applies the link between the barriers. The objective of this paper is to evaluate and select the most influential barriers to adopting LCSCM in the Indian manufacturing sector that are interrelated.

Total Quality Management (TQM) implementation in an organization is a complex process that involves certain principles focusing on the constructs crucial to the business of an organization. Some of these principles are found to have a direct relationship with human behavior and thus can be said to be crucial for quality culture in an organization. This study recognizes 12 TQM principles from the literature review and expert consultation that are critical to TQM and a structural model of TQM is built with the help of Interpretive Structural Modeling (ISM). Further, the relative influential strength of the identified TQM principles along with their categorization in cause and effect is carried out using the Decision-Making Trial And Evaluation Laboratory Technique (DEMATEL) approach. In the ISM-DEMATEL-based hybrid approach, Policy Management (PM), Daily Work Management (DWM), Cross-Functional Management (CFM), and Human Resource Management (HRM) have emerged as the “Cause”. Among these, PM tops the rank in relative influential strength with a value of 5.362, followed by DWM, CFM, and HRM with values of 5.173, 5.122, and 4.551. The other TQM principles like Quality Management (QM), Cost Management (CM), Delivery Management (DM), New Product Development (NPD), Supplier Management (SUM), Manufacturing Management (MM), Dealer Management (DEM), and Customer Management (CUM) were emerged as “Effect”. The principles that emerged as “Cause” were found to have a great impact on the principles that emerged as “Effect” and are essential to have successful implementation of TQM in an organization.