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A unique and cost effective chemical route has been carried out for the synthesis of a polyaniline-titanium oxide (PANI-TiO 2 ) composite thin film at room temperature. Characterization techniques, such as Fourier transform infrared and FT-Raman spectroscopy; have shown the formation of the composite. The result of X-ray diffraction indicates the amorphous nature of the PANI-TiO 2 composite thin film. The morphology of the PANI-TiO 2 composite thin film observed using scanning electron microscopy shows the porous framework of the agglomerated nanofibers. The electrochemical characterization of the pseudocapacitive PANI-TiO 2 composite in a 1 M H 2 SO 4 electrolyte displayed the highest specific capacitance of 783 F g À1 at the scan rate of 5 mV s À1 . The synergistic effect between PANI with its counterpart TiO 2 caused an increased cycle stability of 78% over 5000 consecutive cycles, which is higher than the virgin PANI with 70% specific capacitance retention. The distinctive structure of the PANI-TiO 2 composite and the cohabitation of conducting PANI with TiO 2 have been found to be responsible for the superior electrochemical properties.

In globalisation of business, Knowledge Management (KM) plays an important role in Supply Chain (SC) to create, build and maintain competitive advantage through utilisation of knowledge and through collaborative practices. Literature review have suggested the performance of KM adoption in SC may be affected by various influencing factors but it is always difficult for the practitioners to improve all aspects at the same time. The aim of this study is to identify Critical Success Factors (CSFs) of KM adoption in SC. This study presents a favourable method combining fuzzy set theory and the Decision-Making Trial and Evaluation Laboratory (DEMATEL) method to segment the critical factors for successful KM adoption in SC. The empirical case study analysis of an Indian hydraulic valve manufacturing organisation is conducted to illustrate the use of the proposed framework for identifying the CSFs of KM adoption in SC. According to the results of the empirical study, six CSFs of KM adoption in SC are identified out of 25 influencing factors, these are top management support, communication and collaboration techniques, employee involvement, employee training and education, communication among the SC members and trustworthy teamwork to exchange knowledge within SC which will help to improve effectiveness and efficiency of KM adoption in SC. The decision makers can apply a phased implementation of these CSFs to ensure the effective KM adoption in SC under the constraints of available resources. This proposed method provides a more accurate, effective and systematic decision support tool for identifying CSFs of KM adoption in SC.

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