Supply Chain Skill Gap Modelling using Interpretive

Structural Modelling and MICMAC Analysis

Volume 20, Number 1

March 2014, pp. 33-47

Shivali Srivastava
University of Technology and Management
(Shivali.upes@gmail.com)
Rameshwar Dubey
Symbiosis Institute of Operations Management
(rameshwardubey@gmail.com)

The purpose of our present paper is to identify antecedents of supply chain

skill gap using systematic literature review. We have reviewed articles
published in reputable refereed and indexed journals, magazines and reports
published by leading agencies and government bodies. We have further
pretested our variables using expert opinions. We have further extended our
review using ISM modeling and MICMAC analysis to establish contextual
relationship among identified variables. The ISM modeling and MICMAC
analysis output has further resolved the conflicts in our minds related to
constructs which leads to supply chain skill gap and propose a theoretical
model. This model is unique in terms of scope and contributions to the existing
literature. The derived ISM model can further be tested using structural
equation modeling (SEM) to further validate constructs and further explain the
predictability of the model.
Keywords: Supply Chain Skill, ISM, MICMAC

1. Introduction
In recent years, supply chain has become strategic need of the company to perform
consistently in turbulent market. The supply chain has evolved over the years as a
strategy, however it took almost two decades to understand the evolution of supply
chain from traditional transportation practices to an integrated approach which binds
all the functional competencies, informations flow and fund flows from one end to
other ends which connect to remotest links which one firm have never realized. The
intense competitions among firms, depleting natural resources, environmental
concerns, political instability, crumbling economies and increasing inflation rates
have forced the firms to aligned and adapt themselves in the tune of global needs of
the hour. In one of the articles, Sheffi and Klaus (1997) argued that modern
logisticians need to possess different skill sets to perform in present global scenario
which is beyond transportation and warehouse planning. In present scenario
logisticians need to be flexible, agile, adaptable and must be able to align themselves
in the tune of the business needs of the firm. In one of the reports published by CIIKPMG (2007) & National Skill Development Council Report (2010), has found in
their studies that need for trained supply chain professionals at every level right from
supervisors cadre to senior positions is one of the serious concerns in forthcoming
years. In order to support rapid globalization of the firms and to improve
competitiveness, the need for trained skilled supply chain professionals is critical as

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International J. of Opers. and Quant. Management

they are like integrating linking pins in an organizational structure of the firm.Dubey
and Singh (2009), in of their studies have identified factors that leads to logistics
skill gap in Indian supply chain sector. In of the recent papers Wu et al.,2013 have
delved on an important aspect global logistics curriculum for the supply chain
professionals to meet the growing needs of the logistics professionals from Vietnam
practitioners perspective. Many studies, have unanimously expressed the dire need to
eliminate the supply chain skill gap through structured training programs , employee
support , motivational programs (to enhance and develop zeal and belongingness).To
meet these challenges, substantial change in logistics and supply chain education is
necessary"(e.g.,Closs,2000;Dubey and Singh,2009;Wu et al.,2013).One way to
classify current educational requirements of logisticians and supply chain managers
is with the following two terms: skills and competencies (Bramming 1998). Skills
cover general, context-independent knowledge; competencies refer to experiencebased and context-dependent knowledge. Skills are general tools and rules taught in
most logistics classes, which are vital for the practitioner. However, to reach a
competence level in the logistics discipline, practitioners acquire context-dependent
knowledge through organizational experience. Witt (1999) suggests workers must
remain on the job to become competent. Dreyfus and Dreyfus (1986) argued that a
competent practitioner makes decisions based upon rules and analysis, but with
organizational experience can depart from rule-based analysis and make synchronic,
intuitive, and holistic decisions. The complete practitioner of business logistics and
SCM needs skills and competencies, as SCM requires coordination skills-and ability
to adapt to special situations (Sheffi and Klaus, 1997). However, little has been
written on these new supply chain skills and competencies. Thus, our present
research paper will explore the variables that lead to supply chain skill gap and their
contextual relationships.

2. Literature Review
We have adopted systematic literature review (SLR) approach as proposed by
Tranfield et al., 2003 in our present study. We have classified our literature review in
two stages and each stage into phases to derive our research variables, resolved
issues related to methodology adoption and further develops conclusion, unique
contributions, limitations of our present study & further research directions. We will
further discuss our entire section into two stages as we have mentioned in the
beginning of literature review section as:
Stage 1: Planning for Review
Phase 0: Need Identification for Literature Review
It has been debated at various forums and meet organized by specialized bodies like
CII (Confederation of Indian Industries), CSCMP (Council of Supply Chain
Management Professionals), APICS (The Association of Operations Management),
CILT (Chartered Institute of Logistics Transport), FICCI, Asian Council of Logistics
Management and other related forums, regarding acute shortages of skilled logistics
and supply chain professionals. The Logistics and Supply Chain Management
industry provides ever-growing career opportunities, with highly qualified people
needed by virtually every company and government. The Logistics industry is
among the fastest-growing industries in India. As new dollars flow into the economy

Srivastava, Dubey

35

and businesses relocate and expand, thousands of jobs, from entry-level to

management, will be necessary to support the growth. The number of new and
replacement jobs is forecasted to grow in almost every occupation in the industry.
Most industry businesses suffer from a shortage of skilled workers and offer higher
than average wages to attract the labor force they need. The speed of goods
movement has become a competitive advantage for many businesses. Companies
save money on distribution and inventory reduction, and reward their key mid-level
and high-level employees with generous compensation. The sectors rapid evolution,
both in terms of scale and scope, is creating the need for a whole new skill sets and
trained manpower. However, precious little is being done to address the situation,
says a KPMG white paper released in association with CII.
The paper had pointed out competency related issues that exist in all segments of
logistics. However, the study had focused on those where the gaps are widening
rapidly. The road freight and warehousing are two such segments. A deeper look at
the work profile in the segments, shows theres a critical need to develop the profiles
of truck drivers, loading supervisors, warehouse managers and seafarers, the study
says. There is hardly any literature available which identifies the set of skill required
to work in Indian SCM sector. Except Poist (1984), BLM framework there was no
further extension has been carried out.
Phase 1: Preparation for Review
To begin with, we have first identified need for our study and reputable journals
related to human resource issues pertaining to supply chain & logistics sector. The
journals we have extensively reviewed in context to our studies are Journal of
Business Logistics, Transportation Journal, Supply Chain Management: An
International Journal, Supply Chain Management Review, AIMS International
Journal, Global Journal of Flexible Systems Management, International Journal of
Logistics Systems Management, Logistics Today, Harvard Business Review, British
Journal of Management and other related reports published by government agencies
and specialized bodies.
Phase 2: Development of a Review Protocol
It is rightly debated among researchers that literature review is an ongoing process;
however one needs to draw a line where researcher(s) need to stop and further build
their work on the basis of past related works, which will result into unique
contributions of the researcher(s).
Stage 2: Conducting Literature Review
Phase 3: Identification of Research
We have reviewed related works published in above mentioned related journals and
reports, to explore the set of supply chain skill required at various levels to work in
Supply Chain Sector. Le May et al. (1999), identified job training needs for supply
chain managers. These needs are dominated by interpersonal skills (e.g.,
communication and meeting facilitation), cross-functional knowledge, and office
equipment skills. They also suggested supply chain managers should be able to apply
project management techniques, organize and coordinate meetings, conduct training,
and use decision-making skills. Stank et al.,1998, had focused on the development of

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International J. of Opers. and Quant. Management

personal skills, such as assertiveness, passion, grooming, and dress. According to

Bradley (1999), although "logistics grads are in demand," 42% of logistics
professionals say those graduates are not adequately prepared. Johnson et al. (1999)
in their one of the study suggested that todays logistics manager must be both a
technical expert and a generalist. They present the case of Dow Chemical, which
seeks strong human relations and communications skills, cross-functional awareness,
and the ability to make decisions quickly and independently. In the report of CIIKPMG (2007) ,which had expressed the acute shortage of truck drivers, ware-house
professionals, transportation professionals, professionals needed for documentation
& shipment of consignment from ship port or air-port. Inrcevic (2000) had stressed
on strategic issues rather than tactical issues during turbulent economic phase. For
that supply chain managers need to be effective & innovative, team management and
effective communication. Gowen and Tallon (2003), had studied on similar
parameters and found out that continuous improvement teams have recorded
impressive results in cost savings, cycle time reduction ,productivity gains and
quality improvement for many companies like General Electric , Motorola , Black
Decker ,Johnson & Johnson. Pandey et al.,2012 emphasized on the similar areas
focusing on training , reward alignment and collaborative performance system.
According to them consideration on these areas would motivate and enforce the
employee to generate effective result with complete efficiency. Logistics trade press
discusses more key skills for today's logistics manager, including: negotiation
(Karrass,1997) and creativity (Richardson,1998).Young (1998) asserts: "the pool of
skilled employees is drying up," and argues that the following skills are now vital:
IT, good grasp of the industry, and ability to tap into a company's culture.Pandey et
al.2012, stated in their research findings that information sharing has significant
effect on the supply chain integration which can be inculcated well through programs
like training & retraining, reward alignment and collaborative performance system.
Information system practices bring supply chain integration with better reliability,
relevancy, transparency, coordination, data management and compilation. Other
authors amplify the growing importance of organizational culture awareness.
Phase 4: Selection of studies
Here we have presented the review of some of the relevant works for which
highlights the supply chain & logistics skill gap and their antecedents in Table 1.
Phase 4: Study Quality Assessment
We have assessed the above studies on the basis of:
Research objectives and their scope;
Methodology employed by these studies;
Contributions made by these studies;
Further research directions derived from these studies
Based on the limitations and scope of above studies we have formulated our
research objectives and identified our methodology which we will discuss in our
methodology section.
Phase 5: Data Extraction and Monitoring Progress
We have derived our research variables from above literature review. To further
reduce the redundancy and check their relevancy in Indian context we have further

Srivastava, Dubey

37

pretested selected variables using experts opinion. We have further used final
shortlisted variables to prepare a questionnaire which we have used to collect
response in the form of SSIM (Structural self interaction matrix), which we have
discussed in our methodology section in detailed.
Table 1 Supply Chain Skill Gap and their Related Studies
Authors, Year

Objective

Conclusion
The skills required by a modem logistician are
Sheffi and Klaus To study skill required by no longer restricted to the understanding of
(1997).
modern Logisticians.
how to operate a warehouse or how to reduce
the rate per mile charged on a particular lane.
One way to classify current educational
To understand the right
Bramming
requirements of logisticians and supply chain
qualification needed for
(1998).
managers is with the following two terms:
logisticians.
skills and competencies.
How workers can become Suggests workers must remain on the job to
Witt (1999).
competent?
become competent.
Impact of SCM,
Mark and
outsourcing, and
Suggests that these trends are also changing the
Young (1998).
information technology
critical skill set needed by logistics managers.
(IT).
How Logistics is
SCM concepts has redefined the way logistics
Bechtel and
demanding with evolving is practiced thus logistics manager need to have
Jayaram( 1997).
SCM concepts.
deep SCM knowledge.
Third-party logistics
Competition for talent with technological
Richardson (
(3PL) providers are
knowledge is fierce. Indeed, lack of in-house
1997).
competing with shippers expertise seems to be holding up the
for good people
implementation of logistics technology.
In context to skills
Johnson et al.
Suggest today's logistics manager must be both
requirement of logistics
(1999).
a technical expert and a generalist.
manager.
Suggest that supply chain managers need
Handheld and
Skills requirement for the strong technological and/or functional
Nichols (1999). supply chain managers.
knowledge, good people skills, and common
sense.
Identified variables that leads to logistics skill
CIISurvey on logistics skill
gap and proposed a path diagram showing
KPMG(2007)
gap in India.
possible linkages among causes that leads to
skill gap.
Logistics skill gap study The study has identified variables that lead to
Dubey and
in context to Indian
logistics skill gap and their interaction effects
Singh,2009
supply chain sector.
using structural equation modeling.
The study has concluded positive associated
Pandey et
Role of HR practices in
between information sharing on supply chain
al.,2012
supply chain
integration under the moderating effect of HR
practices like training and reward alignment.
The study has aimed to build global logistics
Need for global logistics curriculum based on Vietnam practitioners
Wu et al.,2013
curriculum.
response to meet the future supply chain
managers requirements.

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International J. of Opers. and Quant. Management

Phase 6: Data Synthesis

We have identified eight variables in our study based on synthesis of literature
review output and expert opinions. Our research variables are:
Supply chain skill gap;
Top management commitment;
Use of backdated technology;
Lack of specialized curriculum;
Poor salary & compensations;
Talent war among other sectors;
Poor physical infrastructure;
Poor HR policies of the firms
However there is lack of adequate literature support which further deals with
possible interactions among these variables. This further poses serious constraint to
our research in terms of model development and hypotheses formulation. To further
resolve this limitations we have further adopted proven methodology which take
cares of the limitations of established qualitative research methodology i.e.
Grounded Research Method (GRM) using Interpretive Structural Modeling
(ISM)(Sushil,2012).

3. Methodology
From above discussion and literature review it is very clear that there is high
dependence of supply chain management on human resource. Human factors insights
in these areas are critical for the effective development of global process networks.
Global supply chains are evolving into dynamic process networks in which
companies connect in novel combinations based on the context and requirements of
individual projects. This dynamic environment requires effective human resource
management. To understand the relationship among various variables that play a
vital role in supply chain skill gap ISM technique is used.
3.1 ISM Methodology
When literature review does not provide enough information to draw conclusion
related to relationship among variable then in that case interpretive structural
modeling (ISM) technique is used to develop contextual relationship among
variables. The ISM is defined as a process of assisting decision maker to understand
and clearly recognize what one does not know (Farris and Sage, 1975). It helps to
develop model which are vague and does not give clear visualization. In ISM we
identify elements and their relationships. A structural self-interaction matrix (SSIM)
is developed based on pair wise comparison of elements( e.g.Gorane and
Kant,2013;Sushil,2012;Sharma et al., 2011;Govindan and Haq,2007;Ravi et
al.,2005;Bolanos et al.,2005;Jharkharia and Shankar,2004;Singh et al.,2003;Mandal
and Deshmukh,1994; Warfield,1974).Once SSIM matrix is developed, it is further
translated into reachability matrix using binary digits. The matrix obtained is known
as Initial reachability matrix. Before we proceed further, it is advisable to check
the transitivity property among any three nodes. This will further translate the initial
reachability matrix into final reachability matrix. Once we have obtained final
reachability matrix, it is further subjected to level partitioning. Finally, ISM model is
prepared, which shows the structured format of elements relation in hierarchical
pattern as shown in Figure 1.

Srivastava, Dubey

39

3.2 Identifying Variables from Literature Review

To draw the vital variables for the ISM modeling, exhaustive literature review is
carried out in which reputed journals and reports were considered. The variables are
as follows:
I Supply chain skill gap
II Top management commitment
III Use of backdated technology
IV Lack of specialized curriculum
V Poor salary and compensation
VI Talent war
VII Poor physical infrastructure
VIII Poor HR policies

4. Data Analysis & Findings

As per our requirements of our study, we have developed a questionnaire using
identified eight variables. In our case we have collected responses for our
questionnaire from experts who are senior HR managers, senior supply chain
managers and senior academicians who have contributed to the field of logistics and
supply chain research (refer to exhibit no.1).
4.1 Developing Structural Self Interaction Matrix
Developing a SSIM of elements, this indicates pair-wise relationships between
elements of the system as shown in Table 2. To analyze the antecedents, a contextual
relation of achieve was chosen. This means that one antecedent will achieve
another antecedent; the latter will be achieved by another antecedent; the two
antecedents will help achieve each other or the antecedents will be unrelated. For
analyzing the barriers in developing SSIM, the following four symbols have been
used to denote the direction of relationships between barriers (i and i):
V antecedent i will help achieve antecedent j
A antecedent j will be achieved by antecedent i
X antecedent i and j will help achieve each other
O antecedent i and j are unrelated to each other.
Table 2 Structural Self-Interaction Matrix (SSIM)
VIII VII VI V IV III II I
I

A A A

A A
V

II

O V X

III

O O O

IV

V V

VI

VII

VIII

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International J. of Opers. and Quant. Management

4.2 Reachability Matrix

The SSIM has been converted into a binary matrix after checking transivity, called
the final reachability matrix (RM) as shown in (Table 3) by substituting X, A, V and
O by 1 and 0. The substitution of 1s and 0s are as per the following rules:
if the (i, j) entry in the SSIM is V, the (i, j) entry in the RM becomes 1 and
the (j, i) entry becomes 0
if the (i, j) entry in the SSIM is A, the (i, j) entry in the RM becomes 0 and
the (j, i) entry becomes 1
if the (i, j) entry in the SSIM is X, the (i, j) entry in the RM becomes 1 and
the (j, i) entry also becomes 1
if the (i, j) entry in the SSIM is O, the (i, j) entry in the RM becomes 0 and
the (j, i) entry also becomes 0.
Table 3 Final Reachability Matrix
I II III IV V VI VII VIII Driving power
I

1 0

II

1 1

III

1 0

IV

1 1

1 0

VI

1 0

VII

1 0

VIII

1 0

Dependence Power 8 2

4.3 Level Partitioning

The next step is to assign levels to each of our identified antecedents. Once the
reachability matrix is obtained, the reachability set and antecedent set for each of our
antecedents is to be found out. The antecedent set has itself and the variables which
it may help achieve while the antecedent set has the variables which may help it
including itself. After identifying the variables in these sets, the intersection set of
these sets is found for all the variables. The variables for which the intersection set
and the reachability set are same; the highest level of the ISM hierarchy is given to
them. Now that the variables of the highest level are identified, they are separated
from the other variables and iteration is repeated to identify the variables in the next
level. This iterative process is continues till levels of each variable are found as
shown in Table 4.
Table 4 Level Partitioning (Iteration 1)
Variables

Level

Level1

III, VI and VII

Level2

Level3

IV and VIII
II

Level4
Level5

Srivastava, Dubey

41

4.4 ISM Model

Relationships with different antecedents have been categorized into different levels
and the directions of relations have been shown by arrows. Single ended arrow
shows single way relationship (V & A entries), Double ended arrows show both way
relationship (X Entry). This is known as directed graph, which is transformed to ISM
based model as shown in Figure 1.

Supply chain skill gap (I)

Level 1

Level 2
Use of backdated
Technology (III)

Poor physical
Infrastructure (VII)

Talent war
among sectors (VI)

Poor salary and compensation (V)

Lack of specialized
Curriculum (IV)

Level 3

Poor HR policies
of the firm (VIII)

Top management
Commitment (II)

Level 4

Level 5

Figure 1 ISM Model

The digraph for ISM is drawn. Having identified the levels of the elements, the
relations between the elements is drawn with the help of an arrow. The level 1
variables are in the top level in the hierarchy. The digraphs give information about
the hierarchy between the variables of supply chain skill gap. The digraph
completely depicts how various parameters of organization influences the supply
chain skill gap.It shows that top management commitment being the root cause is the
most important variable for supply chain skill gap.
4.5 MICMAC Analysis
The MICMAC analysis, i.e., cross-impact matrix multiplication applied to
classification was developed by Godet (1993) whose working principle is based on
multiplication properties of matrices (Sharma et al., 1995). The purpose of
MICMAC analysis is to identify the variables according to their driving power and
dependence (i.e., Ali et al., 2012; Sharma et al., 2011; Kannan and Haq, 2007; Ravi
et al., 2005; Bolanos et al., 2005; Jharkharia and Shankar, 2004; Singh et al.,
2003;Mandal and Deshmukh, 1994) into four clusters. The first cluster is of the
variables with low dependence and low driving power. These variables are called

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International J. of Opers. and Quant. Management

autonomous or excluded variables. The second cluster variables are those which
have high dependence but low driving power. These are called dependent variables.
The third cluster is of those which have high dependence as well as driving power.
These are called linkage variables. The fourth cluster variables are those which have
high driving power but low dependence power. We have represented these variables
and their position coordinates derived from reachability matrix as shown in Table 5
as:
Table 5 Position Coordinates of Identified Variables
Variables

Dependence Power

Driving Power

Variable I

Variable II

Variable III

Variable IV

Variable V

Variable VI

Variable VII

Variable VIII

4.3.1
Cluster 1: Autonomous Variables
Clusters 1 variables are those variables possessing weak driving and weak
dependence nature. These are relatively disconnected in the system, with which they
have few links, which may be very strong. In this cluster we have four variables, i.e.,
III (use of backdated technology, V(poor salary and compensation) , VI(talent war
among other sectors) and VII(poor physical infrastructure).
4.3.2
Cluster 2: Dependence Variables
Cluster 2 variables are those variables having strong dependence and poor driving
power. They are unstable. Any action on them will have an effect on others and also
feedback effect on themselves. In this cluster we have one variable, i.e. I (supply
chain skill gap).
4.3.3
Cluster 3: Linkage Variables
Cluster 3 variables are those variables which are having strong dependence and
strong or weak driving power. The strong driving power is termed as key enabler. In
this cluster, we do not have any variable.
4.3.4
Cluster 4: Driving Variables
Clusters 4 variables are those variables which are having poor dependence and
strong driving power. The strong driving power is termed as key enabler. In this
cluster, we have three variables, i.e., I (top management commitment), IV (lack of
specialized curriculum) and VIII (poor HR policies of the firm).

Srivastava, Dubey

43

7
6

Driving Power Axis

5
Linkage
Variables

Driving
Variables(II,I
V,VIII)

4
3

Driving Power

2
Autonomous
Variables

Dependence
Variables(I)

(III,VII,V,VI)
0
0

10

Dependence Power Axis

Figure 2 MICMAC Analysis

5. Conclusion, Limitations, Unique Contributions and Further

Research Directions
We have conducted systematic literature review (SLR).Through SLR we have
identified variables which are further used for developing a questionnaire. We have
adopted suitable methodology in our study to develop contextual relationship among
identified variables using experts opinion. We have derived ISM model using SSIM
matrix using various steps involved in ISM modeling as we have discussed
elaborately in our methodology section. We have further refined our ISM model
using MICMAC analysis, to further understand the characteristics of each identified
variables.
Our present study has helped us to resolve debates related to variables and their
linkage. The linkage properties of the variables are important for building research
model in any empirical research and hypotheses formulation. In our study we have
identified three driving variables and one dependent variables using MICMAC
analysis. Based on ISM & MICMAC analysis we propose research framework which
will be further used for Structural Equation Modeling (SEM).Our conclusive
framework based on ISM & MICMAC analysis is shown in Figure 3.

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International J. of Opers. and Quant. Management

Lack of top management

commitment (II)

Lack of specialized
curriculum (IV)

Supply Chain Skill Gap

Poor HR policies of the

firm (VIII)
Figure 3 Conclusive Research Framework

Limitations
As we believe every research has its own limitations, our present study also has its
own limitations which provide further research directions. In our study we have used
ISM methodology which has its own merit when enough literature related to a
particular research is not available. In our case we have found literature related to
logistics & supply chain skill gap but there is hardly any research which has
attempted in past to study possible linkages among the antecedents which leads to
supply chain skill gap. In our study we have tried to establish the linkage using ISM
methodology which is the best possible use of ISM technique in our case; however
the ISM model which we have derived and further refined it using MICMAC
analysis may not be accepted by the empirical researchers community as in ISM
methodology we use few responses which are far below than minimum number of
samples size needed for statistical validation. We are also aware of our study
limitations which will lay down the foundation for further research directions.
Unique Contributions
We had an opportunity to read a seminal article authored by Whetten (1989) which
we have derived from the discussion of Sushil (2012) from one of his path breaking
article. According to Whetten (1989) there are three important ingredients of unique
contributions i.e. What, How and Why? In our present paper we have attempted to
answer these three key questions in terms of variables which we have derived using
SLR, developed a contextual relationship among these identified variables using ISM
methodology & MICMAC analysis and further developed a conclusive framework
which we have further developed for further analysis using structural equation
modeling (SEM) or any multivariate statistical techniques.
Further Research Directions
We have understood our limitations of present research which we further propose to
empirically validate using advanced statistical techniques like exploratory factor
analysis (EFA) and further test it using confirmatory factor analysis (CFA), using
SEM package like AMOS or LISREL. The ISM methodology can also be extended
using TISM (Total Interpretive Structural Modeling), which further take care of the
limitations of ISM methodology.

Srivastava, Dubey

45

Acknowledgement
We are grateful to Editor-in-Chief and referees for their structured comments on our
article. The comments have helped us immensely to improve the quality of the
manuscript.

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About Authors
Shivali Srivastava is at present pursuing her PhD (Management) specializing in the
field of Human Resource Management and Supply Chain Management. She possess
B.Tech,(Electronics & Communication) and Master of Business Administration
(MBA).She at present working as a lecturer in a reputable management institution in
Allahabad. Her research interest lies in HR issues in Logistics & Supply Chain sector
and energy sector.
Rameshwar Dubey is actively involved in research and full time teaching at
Symbiosis Institute of Operations Management, Nasik and as an adjunct faculty at
University of Petroleum & Energy Studies. His present association as a secretary of
Asian Council of Logistics Management and an executive council member of
Society of Operations Management, to promote research and industry-academic
collaborations is well appreciated. He is also an editorial board member of
International Journal of Innovation Science (Scopus indexed) and founding member
of International Association of Innovation Professionals (USA).He is a proud
recipient of AIMS International-IMT youngest research award for exemplary work
towards promoting research in the year 2011 and best faculty award for the year
2008 by University of Petroleum & Energy Studies, Dehradun.He is also an adhoc
reviewer of reputable journals like IJPE, IJPR, The TQM, Benchmarking: An
International Journal, IJIS, IJBIR, AIMS International Journal, Global Journal of
Flexible Systems Management and International Journal of Indian Culture and
Business Management. Beside reviewers he has published his work in reputable
journals listed in SCI/SSCI and SCOPUS.