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Development of Strategic Value Chain Framework for Indian Car Manufacturing Industry

Author

Listed:
  • Yugal Nauhria

    (Ola Cabs (ANI Technologies Pvt. Ltd.))

  • Makarand S. Kulkarni

    (Indian Institute of Technology Bombay)

  • Sunil Pandey

    (Indian Institute of Technology Delhi)

Abstract

A comprehensive strategy of an automobile-manufacturing company describes the methodology to create value for its shareholders, i.e., customers, suppliers, employees and society at large. A strategic value chain framework has been developed for the Indian car manufacturing industry. The concept of balanced scorecard, Kaplan and Norton (Harv Bus Rev 70(1):71–79, 1992), and strategy maps, Kaplan and Norton (Strategy maps—converting intangible assets into tangible outcomes. Harvard Business School Publishing Corp., Boston, 2004), has been used in the present research. The detailed design of the strategic value chain framework has been provided by making use of decomposition approach, Carrus and Cochran (in: 2nd international conference on engineering design and automation, Maui, HI, August 9–12, 1998). The decomposition approach is based on axiomatic design principles, Suh (The principles of design. Oxford University Press, New York, 1990). The detailed design of strategic value chain framework can be used for implementing the comprehensive strategy by the car manufacturing industry. The framework can be used for formulating and implementing a comprehensive strategy depending on the short-term/long-term financial perspectives of the car manufacturing company. The application of the research work has been illustrated with the help of an industrial case study.

Suggested Citation

  • Yugal Nauhria & Makarand S. Kulkarni & Sunil Pandey, 2018. "Development of Strategic Value Chain Framework for Indian Car Manufacturing Industry," Global Journal of Flexible Systems Management, Springer;Global Institute of Flexible Systems Management, vol. 19(1), pages 21-40, March.
    • Handle: RePEc:spr:gjofsm:v:19:y:2018:i:1:d:10.1007_s40171-017-0179-z
    DOI: 10.1007/s40171-017-0179-z
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    References listed on IDEAS

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    1. Quezada, Luis E. & Cordova, Felisa M. & Palominos, Pedro & Godoy, Katherine & Ross, Jocelyn, 2009. "Method for identifying strategic objectives in strategy maps," International Journal of Production Economics, Elsevier, vol. 122(1), pages 492-500, November.
    2. Timothy J. Sturgeon & Johannes Van Biesebroeck, 2011. "Global value chains in the automotive industry: an enhanced role for developing countries?," International Journal of Technological Learning, Innovation and Development, Inderscience Enterprises Ltd, vol. 4(1/2/3), pages 181-205.
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    Cited by:

    1. Kumar Shalender & Rajesh Kumar Yadav, 2019. "Strategic Flexibility, Manager Personality, and Firm Performance: The Case of Indian Automobile Industry," Global Journal of Flexible Systems Management, Springer;Global Institute of Flexible Systems Management, vol. 20(1), pages 77-90, March.
    2. Ehsan Samiei & Jafar Habibi, 2020. "The Mutual Relation Between Enterprise Resource Planning and Knowledge Management: A Review," Global Journal of Flexible Systems Management, Springer;Global Institute of Flexible Systems Management, vol. 21(1), pages 53-66, March.
    3. Ashish Dwivedi & Dindayal Agrawal & Ajay Jha & Massimo Gastaldi & Sanjoy Kumar Paul & Idiano D’Adamo, 2021. "Addressing the Challenges to Sustainable Initiatives in Value Chain Flexibility: Implications for Sustainable Development Goals," Global Journal of Flexible Systems Management, Springer;Global Institute of Flexible Systems Management, vol. 22(2), pages 179-197, December.
    4. Gideon Niel D. Tan, 2021. "A Business-Model Approach on Strategic Flexibility of Firms in a Shifting Value Chain: The Case of Coffee Processors in Amadeo and Silang, Cavite, Philippines," Global Journal of Flexible Systems Management, Springer;Global Institute of Flexible Systems Management, vol. 22(1), pages 17-28, March.
    5. Sushil & Shamita Garg, 2019. "Internationalization of Tata Motors: Strategic Analysis Using Flowing Stream Strategy Process," International Journal of Global Business and Competitiveness, Springer, vol. 14(1), pages 54-70, December.
    6. Młody Michał & Ratajczak-Mrozek Milena & Sajdak Maja, 2023. "Industry 4.0 technologies and managers’ decision-making across value chain. Evidence from the manufacturing industry," Engineering Management in Production and Services, Sciendo, vol. 15(3), pages 69-83, September.
    7. Alexander Nickolaevich Melnik & Kirill Andreevich Ermolaev & Mikhail Sergeevich Kuzmin, 2019. "Mechanism for Adjustment of the Companies Innovative Activity Control Indicators to Their Strategic Development Goals," Global Journal of Flexible Systems Management, Springer;Global Institute of Flexible Systems Management, vol. 20(3), pages 189-218, September.
    8. Miguel Afonso Sellitto & Domingos Rafael Ferla Valladares & Erica Pastore & Arianna Alfieri, 2022. "Comparing Competitive Priorities of Slow Fashion and Fast Fashion Operations of Large Retailers in an Emerging Economy," Global Journal of Flexible Systems Management, Springer;Global Institute of Flexible Systems Management, vol. 23(1), pages 1-19, March.
    9. Ileana Gloria Pérez Vergara & María Camila López Gómez & Igor Lopes Martínez & Jesús Vargas Hernández, 2021. "Strategies for the Preservation of Service Levels in the Inventory Management During COVID-19: A Case Study in a Company of Biosafety Products," Global Journal of Flexible Systems Management, Springer;Global Institute of Flexible Systems Management, vol. 22(1), pages 65-80, June.
    10. Shivakumar S. Malagihal, 2021. "Strategic Options for Automobile OEMs of Indian Origin to have Sustained Competitive Advantage: A Case of Tata Motors," International Journal of Global Business and Competitiveness, Springer, vol. 16(2), pages 139-152, December.

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