Preferences for single sourcing and supplier selection criteria

1995 ◽  
Vol 32 (2) ◽  
pp. 105-111 ◽  
Author(s):  
Cathy Owens Swift
Keyword(s):  
Supplier Selection ◽  
Selection Criteria ◽  
Single Sourcing

Investigating interdependencies of sustainable supplier selection criteria: an appraisal using ISM

2020 ◽  
Vol 13 (2) ◽  
pp. 195-210 ◽  
Author(s):  
Avanish Singh Chauhan ◽  
Gaurav Kumar Badhotiya ◽  
Gunjan Soni ◽  
Prem Kumari
Keyword(s):  
Supplier Selection ◽  
Selection Criteria ◽  
Local Community ◽  
Pollution Prevention ◽  
Content Type ◽  
The Past ◽  
Micmac Analysis ◽  
Sustainable Supplier Selection ◽  
Social Environmental ◽  
Practical Implications

Purpose Because of the increased global competition and the need for environment consciousness, organisations have started focusing on incorporating sustainability dimensions into suppler selection criteria. In the past decade, sustainable supplier selection has received much attention from researchers as well as industry practitioners. The purpose of this paper is to identify various sustainable supplier selection criteria (SSSC) and underlying interdependencies among prominent selection criteria to develop a framework for sustainability dimensions. Design/methodology/approach The sustainable criteria for supplier selection were established through comprehensive literature review. An interpretive structural modelling (ISM) approach is used to investigate the interrelationships among these criteria. Findings A total of 21 SSSC under 3 dimensions (social, environmental and economic) are established. Ten criteria related to quality, capability, flexibility, waste management, pollution prevention, local community, employment practice, labour, etc. are exhibiting strong driving as well as dependence power, as demonstrated through ISM and matriced’ impacts croises-multiplication applique’ and classement (MICMAC) analysis. The findings show that delivery/service, eco design and rights of stakeholders are the “key” criteria having a high-driving and low-dependence power. These criteria require high attention from managers, while other criteria having low-driving and high-dependence power require secondary actions. Research limitations/implications The inter-relations for the development of ISM model and MICMAC analysis were obtained through the opinion of industry experts and academicians, which may tend to be subjectively biased. Further exploration is proposed to statistically validate the developed interdependency model. Practical implications This paper might act as a reference for the supplier development managers of organisations by providing an appraisal of various SSSC based on their interdependencies. Originality/value This study contributes to the knowledge base by proposing a framework of the interrelationships of the SSSC and also provides an additional perspective for managing these criteria based on ISM.

A Novel spherical fuzzy CRITIC method and its application to prioritization of supplier selection criteria

2021 ◽  
pp. 1-8
Author(s):  
Cengiz Kahraman ◽  
Sezi Cevik Onar ◽  
Başar Öztayşi
Keyword(s):  
Decision Making ◽  
Fuzzy Sets ◽  
Supplier Selection ◽  
Selection Criteria ◽  
Business Processes ◽  
Multiple Criteria Decision Making ◽  
Decision Matrix ◽  
Neutrosophic Sets ◽  
Numerical Illustration ◽  
Picture Fuzzy Sets

Linguistic terms are quite suitable to make evaluations in multiple criteria decision making problems since humans prefer them rather than sharp evaluations. When linguistic evaluations are used in the decision matrix instead of exact numerical values, fuzzy set theory can capture the vagueness in the linguistic evaluations. Ordinary fuzzy sets have been extended to many new types of fuzzy sets such as intuitionistic fuzzy sets, neutrosophic sets, spherical fuzzy sets and picture fuzzy sets. Spherical fuzzy sets are an extension of picture fuzzy sets whose squared sum of their parameters is at most equal to one. This paper develops a novel spherical fuzzy CRiteria Importance Through Intercriteria Correlation (CRITIC) method and applies it for prioritizing supplier selection criteria. Supplier selection is one of the most critical aspects of any organization since any mistake in this process may cause poor supplier performance and inefficiencies in the business processes. Supplier selection is a multi-criteria decision making problem involving several conflicting criteria and alternatives. A numerical illustration of the proposed method is also given for this problem.

scholarly journals Mathematical Analysis of Supply Chain Optimization focusing on Artificial Neural Network: A case study in Apparel Manufacturing Organization

2022 ◽  
Author(s):  
Shibbir Ahmad ◽  
Mohammad Kamruzzaman
Keyword(s):  
Supply Chain ◽  
Supplier Selection ◽  
Selection Criteria ◽  
Manufacturing Industry ◽  
Supply Chain Optimization ◽  
Apparel Manufacturing ◽  
Manufacturing Organizations ◽  
Manufacturing Organization ◽  
The Right

Abstract In this study, implemented artificial nueral network (Ann) in apparel manufacturing organizations to optimize the supply chain converging on right supplier selection by analyzing their performance criteria.Moreover, data collected from three diffrents factory to analyze the efficiney and profit -loss status of that units. Furthermore, analyze the supplier selection criteria of three suppliers in order to select the right supplier at the real time in apparel manufacturing industry . This study shows that it can be saved 20 % of the total cost.

scholarly journals A hybrid approach of neutrosophic sets and DEMATEL method for developing supplier selection criteria

2018 ◽  
Vol 22 (3) ◽  
pp. 257-278 ◽  
Author(s):  
Mohamed Abdel-Basset ◽  
Gunasekaran Manogaran ◽  
Abduallah Gamal ◽  
Florentin Smarandache
Keyword(s):  
Supplier Selection ◽  
Selection Criteria ◽  
Hybrid Approach ◽  
Neutrosophic Sets

scholarly journals Analyzing the Process of Supplier Selection Criteria and Methods

2019 ◽  
Vol 32 ◽  
pp. 1024-1034 ◽  
Author(s):  
Hamed Taherdoost ◽  
Aurélie Brard
Keyword(s):  
Supplier Selection ◽  
Selection Criteria

Green supplier selection using an AHP-Entropy-TOPSIS framework

2015 ◽  
Vol 20 (3) ◽  
pp. 327-340 ◽  
Author(s):  
James Freeman ◽  
Tao Chen
Keyword(s):  
Supply Chain ◽  
Supplier Selection ◽  
Selection Criteria ◽  
Second Phase ◽  
Structured Interviews ◽  
Entropy Weight ◽  
Two Phase ◽  
Analytic Hierarchy ◽  
Content Type ◽  
Green Supplier Selection

Purpose – This paper aims to focus on development of a green supplier selection model using an index system based on a combination of traditional supplier and environmental supplier selection criteria. Strategies that balance economic and environmental performance are increasingly sought after as enterprises that increasingly focus on the sustainability of their operations. Green supply chain management (GSCM) in particular, enables the integration of environmentally friendly suppliers into the supply chain to be systematised to fit with specific environmental regulations and policies. More persuasively, GSCM allows enterprises to improve profits whilst lowering impacts on the global environment. Design/methodology/approach – A two-phase survey approach was adopted for the research. For the first phase, semi-structured interviews with senior management representatives of the case company – a Chinese-based electronic machinery manufacturer – were used to determine green supplier selection criteria. For the second phase, a two-part questionnaire survey was undertaken, the first part providing the data for an analytic hierarchy process (AHP) analysis of the first-phase criteria and the second with collecting data for an Entropy weight analysis. The resultant AHP and Entropy weights were then combined to form compromised weights – which, using technique for order preference by similarity to the ideal solution (TOPSIS) methodology, were translated into preferential rankings of suppliers. Findings – Senior managers were found to rank traditional criteria more highly than environmental alternatives – the implication being that for the company, concerned, it may take some time before environmental awareness is fully assimilated into GSCM practice. Originality/value – The paper moves us a significant step closer to the application more widely, of innovative AHP-Entropy/TOPSIS methodology to real-world SCM problems.

The classification of supplier selection criteria with respect to lean or agile manufacturing strategies

2017 ◽  
Vol 28 (2) ◽  
pp. 232-249 ◽  
Author(s):  
Mohamed El Mokadem
Keyword(s):  
Supplier Selection ◽  
Selection Criteria ◽  
Small Sample Size ◽  
Principal Component ◽  
Agile Manufacturing ◽  
Small Sample ◽  
Underlying Structure ◽  
Principal Component Factor Analysis ◽  
Content Type

Purpose The purpose of this paper is to investigate how manufacturing strategies could affect the supplier selection criteria used by business firms. Design/methodology/approach Survey strategy was used to empirically understand the research argument. First, principal component factor analysis was employed to validate the underlying structure of the supplier selection criteria. Then, simple regression analysis was employed to test the research hypotheses. Findings Organizations pursuing lean strategies will emphasize factors that improve their efficiency when selecting their suppliers, while organizations pursuing agile strategies will assert factors that improve their ability to respond to customer unique requirements when selecting their suppliers. Research limitations/implications This study provides new insight for researchers to understand the effect of manufacturing strategies on the classification of supplier selection criteria. However, the small sample size might limit the ability to generalize research findings. Further research is required to confirm the findings using a wider sample. Practical implications This research provides practitioners with useful insights into how to select their suppliers based on their manufacturing strategies. Originality/value This paper classifies supplier selection criteria into three distinct groups: lean, agile, and common capabilities. Lean capability refers to the list of criteria that are highly relevant in selecting suppliers for lean implementers. Agile capability refers to the list of criteria that are highly relevant in selecting suppliers for agile implementers. Finally, common capability refers to the list of criteria that have comparable relevance in selecting suppliers for both lean and agile implementers.

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