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One Belt One Road, the Chinese Mega Supply Chain Project from Management Science, Decision Making and Indian Perspective
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In supply chain management, the recently announced plan of One Belt One Road (OBOR) or Belt and Road initiative (BRI) announced by the Chinese president Xi Jinping in 2013, a magnanimous plan of developing sea routes and road transportation covering some 65 countries and a cost of 900 billion dollars [Ralf Jennings, 2018] is a great challenge for scholars, managers and development planners of these countries. In this paper, we intend to study the general nature of project negotiations with various countries, the terms of deals and the advantages of developments in the receiving countries. As the projects involved big amounts of dollars, and each country has a unique culture, we shall also explore how the negotiations and decision making to advance the BRI develop. As decision making is related to the culture of a society, we shall discuss the history of the ancient Silk Road in China some 2100 years ago during China’s Han Dynasty (206BC-AD220) and how it got furthered in modern times.
Keywords
One Belt One Road, OBOR, India, China, Supply Chain Project, Management Science, Decision Making.
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