The value delivery network in India is currently encountering a profound period of change. Currently Indian industries experience a chronical overcapacity and owners are constantly in trouble to capture demand. Globalisation and technological innovation are creating a dynamic network or chain of interconnected players to bring and deliver value in form of offerings to the customers, often known as value delivery network or supply chain. Such networks mostly comprise of a number of players in which a firm, whether manufacturing or service, holds the key to creating and offering values in terms of output to its customers (Mentzer, 2001). This notion of value creation and exchange is the foundation stone of the thought of Relationship Marketing which has developed and has been identified as a strategic approach leading all marketing activities towards establishing, developing, and maintaining effective relational exchanges (Morgan & Hunt, 1994). The emergent role of global supply chains was associated with increased interconnectedness among suppliers and manufacturers, which led to higher dependency among firms in the supply chains and a higher level of supply chain complications (Christopher et al., 2011; Blackhurst et al., 2005; Wagner and Bode, 2006; Stecke and Kumar, 2009). This, in turn, leads to supply chains that are proficient during stable business environments but are highly susceptible to risks and disruptions. Global supply chains are mounting in both length and complexity (Blackhurst et al. 2005). Supply chain management is considered as a strategic factor for growing organizational effectiveness and better attainment of organisational goals such as greater competitiveness, superior customer service and improved profitability (Gunasekaran et al. 2001).
From the above, it follows that Value Delivery Network is an important and topical area; and that the Supply and Operations Management research community has an important role to play in work that helps in delivering value. Significant contributions have been made to the Supply Chain literature in recent years but there is scope for much further research that not only develops the theory base on Supply Chain and Value Delivery but also empirically develops the field, learns from and delineates Supply chain and Value Delivery from related strategies and phenomena.
The objective of this special issue is to provide a forum for work that progresses the field of Value Delivery Networks in India practically and theoretically. Thus, a strong focus beyond the organisational level is required to explore, explain, develop, and test aspects of value delivery network.
The issue will carry revised and substantially extended versions of selected papers presented at 4th International Management Conference (http://imc.fiib.edu.in/), and we also strongly encourage researchers unable to participate in the conference to submit articles for this call.
Suitable topics include, but are not limited, to the following:
- Value delivery network
- Supply chain management
- Supplier selection
- Electronic supply chain
- Purchase management
- Buying process
- Role of quality
- Channel of distribution
- Channel conflict
- Vender management
Last date for submitting papers: 20 January, 2019
(Revision and decision are subject to the time of submission and revisions of the manuscript.)