A Framework for Transforming Indian Sports Goods Manufacturing Industry

Q4 Business, Management and Accounting

South Asian Journal of Business and Management Cases Pub Date : 2021-09-22 DOI:10.1177/22779779211040191

Shailendra Kumar, M. Suhaib, M. Asjad

{"title":"A Framework for Transforming Indian Sports Goods Manufacturing Industry","authors":"Shailendra Kumar, M. Suhaib, M. Asjad","doi":"10.1177/22779779211040191","DOIUrl":null,"url":null,"abstract":"The Indian manufacturing industry is gradually adopting the sustainable productivity-oriented processes of the fourth industrial revolution (4IR), but the sports goods manufacturing (SGM) sector has lagged far behind. In India, the city of Meerut is one of the hubs of SGM, providing about 25,000 direct jobs and exporting goods worth around ₹4.86 billion (~US$75 million). The thousands of mini, micro and small household manufacturing units of the Meerut sports goods manufacturing (MSGM) cluster widely operate with the centuries-old labour-intensive manufacturing practices. MSGM cluster has a vast untapped potential to increase productivity, quality and sustainability of processes. To remain relevant in this competitive era, a transformation of the sports goods manufacturing industry (SGMI) is the need of the hour. For this, the requirement for an integrated transformational framework capable of transforming the processes of the manufacturing cluster from its current state to intelligent manufacturing is felt. It will help the SGMI sustain and uplift its workforce’s employability, income and living standards. This transformation also invites the other allied industries to operate in the cluster, generating employment and business opportunities. In Decision-Making Trial and Evaluation Laboratory (DEMATEL)-based analysis of the MSGM cluster, cause–effect relations among eleven prevalent transformational challenges are deduced. From both prominence ranking and cause–effect relations for the eleven prevalent transformational challenges, ‘management’s willingness’, ‘government support system’, and ‘awareness and clear understanding of benefits (ROI)’ are observed among the prominent factors to be overcome. A transformational framework for SGMI from its present state to the I4.0 state is proposed. The study and proposed scalable framework with causal relationships will serve as a road map and tool for the smooth and effective transformation of the SGMI cluster.","PeriodicalId":37487,"journal":{"name":"South Asian Journal of Business and Management Cases","volume":null,"pages":null},"PeriodicalIF":0.0000,"publicationDate":"2021-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"3","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"South Asian Journal of Business and Management Cases","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1177/22779779211040191","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q4","JCRName":"Business, Management and Accounting","Score":null,"Total":0}

引用次数: 3

Abstract

The Indian manufacturing industry is gradually adopting the sustainable productivity-oriented processes of the fourth industrial revolution (4IR), but the sports goods manufacturing (SGM) sector has lagged far behind. In India, the city of Meerut is one of the hubs of SGM, providing about 25,000 direct jobs and exporting goods worth around ₹4.86 billion (~US$75 million). The thousands of mini, micro and small household manufacturing units of the Meerut sports goods manufacturing (MSGM) cluster widely operate with the centuries-old labour-intensive manufacturing practices. MSGM cluster has a vast untapped potential to increase productivity, quality and sustainability of processes. To remain relevant in this competitive era, a transformation of the sports goods manufacturing industry (SGMI) is the need of the hour. For this, the requirement for an integrated transformational framework capable of transforming the processes of the manufacturing cluster from its current state to intelligent manufacturing is felt. It will help the SGMI sustain and uplift its workforce’s employability, income and living standards. This transformation also invites the other allied industries to operate in the cluster, generating employment and business opportunities. In Decision-Making Trial and Evaluation Laboratory (DEMATEL)-based analysis of the MSGM cluster, cause–effect relations among eleven prevalent transformational challenges are deduced. From both prominence ranking and cause–effect relations for the eleven prevalent transformational challenges, ‘management’s willingness’, ‘government support system’, and ‘awareness and clear understanding of benefits (ROI)’ are observed among the prominent factors to be overcome. A transformational framework for SGMI from its present state to the I4.0 state is proposed. The study and proposed scalable framework with causal relationships will serve as a road map and tool for the smooth and effective transformation of the SGMI cluster.

查看原文本刊更多论文

印度体育用品制造业转型的框架

印度制造业正在逐步采用第四次工业革命(4IR)的可持续生产力导向流程，但体育用品制造业(SGM)部门远远落后。在印度，密鲁特市是SGM的中心之一，提供约25,000个直接就业机会，出口价值约48.6亿卢比(约合7500万美元)的商品。密鲁特体育用品制造业(MSGM)集群的数千个小型、微型和小型家用制造单位广泛采用了数百年历史的劳动密集型制造实践。MSGM集群在提高生产效率、质量和可持续性方面具有巨大的未开发潜力。为了在这个竞争激烈的时代保持相关性，体育用品制造业(SGMI)的转型是当务之急。为此，需要一个集成的转换框架，能够将制造集群的过程从当前状态转变为智能制造。它将帮助SGMI维持和提高其劳动力的就业能力，收入和生活水平。这种转变还邀请其他相关产业在集群中运营，创造就业和商业机会。在基于决策试验与评估实验室(DEMATEL)的MSGM集群分析中，推导了11个常见转型挑战之间的因果关系。从11个普遍的转型挑战的突出排名和因果关系来看，“管理层的意愿”、“政府支持系统”和“对收益(ROI)的认识和清晰理解”是需要克服的突出因素。提出了SGMI从当前状态到I4.0状态的转型框架。该研究和提出的具有因果关系的可扩展框架将作为SGMI集群顺利有效转型的路线图和工具。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

求助全文

约1分钟内获得全文求助全文

来源期刊

South Asian Journal of Business and Management Cases Business, Management and Accounting-Management of Technology and Innovation

CiteScore

1.70

自引率

0.00%

发文量

期刊介绍： South Asian Journal of Business and Management Cases (SAJBMC) is a peer-reviewed, tri-annual journal of Birla Institute of Management Technology, Greater Noida (India). The journal aims to provide a space for high-quality original research or analytical cases, evidence-based case studies, comparative studies on industry sectors, products, and practical applications of management concepts. The journal likes to publish problem-solving, decisional and applied types of cases. Such cases must have linkage with theory, at least one dilemma (also known as case issue) and a protagonist around whom the case issue will revolve. Publication of pure research, applied research and field studies with empirical data do not fall under the domain of SAJBMC. Fictitious cases are not welcome.