Pankaj Chandra

Competitiveness of Indian Manufacturing: Findings of the 1997 Manufacturing Futures Survey

This paper by Pankaj Chandra and Trilochan Sastry reports the findings of a survey to study the competitiveness of Indian manufacturing sector. The paper identifies the priorities of Indian manufacturing firms, the programmes that they undertake to reach their objectives, and the outcome or the performance of these firms. The authors also present some international comparisons based on a similar study done in the US. The paper highlights the role of innovation and supply chain management as a part of any robust manufacturing strategy in developing world-class operations.

Using DEA To evaluate 29 Canadian textile companies — Considering returns to scale

In this paper we analyse the performance of some Canadian textile firms by using Data Envelopment Analysis (DEA). Using DEA we develop efficiency scores, efficiency frontiers and returns-to-scale for three segments of the sector, i.e., spinning, weaving and dyeing. Finally we develop models to solve optimal expansion or vertical integration related problems for firms with increasing and decreasing returns respectively.

Building technological capabilities in a liberalising developing economy: Firm strategies and public policy

As a consequence of economic reforms, the Indian manufacturing sector faces a variety of technology related challenges. It not only has to quickly develop world-class manufacturing capabilities, but also gear up to develop new products and processes. In this paper we analyse the technology strategies of six Indian firms in different product groups which are trying to build competitive manufacturing and technology capabilities. The linkages between corporate, technology, and manufacturing strategies are explored and the role of complementary assets is studied in order to identify patterns through which these firms are building capabilities of various kinds. Specifically, we evaluate the extent to which firms use supply chains to develop product and process technologies. Some links between public policy and firm level technological capabilities are also explored to identify a few key priorities in the current context

Order Release and Product Mix Coordination in a Complex PCB manufacturing Line with Batch Processors

In this paper, we study the role of order releases and product mix coordination in a complex manufacturing line with batch processors. We develop a planning methodology for synchronizing production in such manufacturing lines and discuss the decision-making process in the context of a PCB production environment at Northern Telecoms Fiberworld Division. The planning methodology includes developing mathematical programming models for determining a configuration of batch processors, order releases to the shop floor, and daily loading decisions at the batch processors. The optimization models are linked to a simulation model of the shop, which provides key statistics like lead time, work in process, and utilization rates. The objective is to reduce lead time for manufacturing different products in this environment while meeting the demand. We analyze the performance of such a line, study the efficacy of various types of shop floor synchronization policies, and establish the role of batch processors in managing such complex lines effectively. We exhibit how batch processors (which are bottleneck operations) could be scheduled effectively to incorporate the logical constraints that govern their operations and react to variabilities in the manufacturing line.

Capability Building and Inter-Organization Linkages in the Indian IT Industry: the Role of Multinationals, Domestic Firms and Academic Institutions

Organizations develop linkages to access markets, capabilities and complementary assets, reduce risk and uncertainty or improve appropriability. Linkages also help reap synergies across economic entities and become competitive. Inter-organization linkages are characterized by a variety of features. These include types of entity involved (e.g. foreign/domestic, private/public), markets served (e.g. foreign/domestic), types of alliance (e.g. involving technology development and licensing, production, marketing and distribution, financial participation and the like). It is the interplay of these features that tends to decide the extent and nature of capabilities developed in the network.

Linking Telecom Technologies: Complementarities, Capabilities and Policies

This paper is a preliminary exploration to develop a methodology for assessing the technological capabilities and needs of the telecommunications sector in India. It makes a case for strategic policy interventions to build adequate domestic capabilities in this crucial sector with significant externalities. The authors develop a model for mapping technological capabilities through the concept of a technology supply chain and establish the role of complementary assets (like manufacturing withim and outside the sector) in developing and appropriating technologies. They argue that policy initiatives need to be based on these considerations. A brief review of Asian experiences also supports this point of view.

Book Reviews : Amiya Kumar Bagchi (ed.), New Technology and the Workers' Response: Microelectronics, Labour and Society, New Delhi: Sage Publications, 1995, pp. 367

requires a comprehensive approach rather than tinkering with different elements which could turn out to be futile and wasteful exercises. The concluding chapter details the steps needed for a comprehensive strategy that could lift the cycle to a higher level of EDP performance. The strategy suggested makes a lot of sense. It should, however, be recognised that successful implementation of the suggested strategy would tend to enhance the performance gap between TEs and NTEs, which could lead to social wastage. In any case, I think in the near future policy makers need to evaluate the trade-offs between strengthening training programmes for the existing enterprises vis-A-vis promoting new ones through EDPs. Successful implementation of the A-S strategy is also likely to be at the cost of genuine entrepreneurs who experience lot of joy in overcoming social and economic blockages. But hopefully, these individuals will not mind some sacrifices in the larger societal interest. Awasthi and Sebastian have done really well in organising a plethora of information into an important and readable contribution. The study will be of considerable interest to those involved in entrepreneurial training and research, management education, organisational development, and business and industrial studies.