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Mobile Technologies
Published in Kris MY Law, Andrew WH Ip, Brij B Gupta, Shuang Geng, Managing IoT and Mobile Technologies with Innovation, Trust, and Sustainable Computing, 2021
Shuang Geng, Yingsi Tan, Lu Yang
Supply-Chain Management (SCM) is defined as the management of exchanges of materials and information in the logistics process stretching from the purchasing of raw materials to the delivery of end-products to end customers, so linking several firms (Cooper et al., 1997). M-SCM changes the landscape of SCM as it utilizes software and mobile devices to empower managers to conduct SCM activities in a wireless environment anytime and anywhere (Szymczak, 2013). By connecting to the server of corporations, mobile devices enable users to transmit and obtain data across different functions along the supply chain. Mobile supply-chain software application integrates the intra-business and inter-business operations by providing real-time logistics data and requirements. This shortens the time of dealing with customer needs and inquiries, and increases the transparency of the whole supply chain.
Fuzzy Decision Making in SCM
Published in Turan Paksoy, Çiğdem Koçhan, Sadia Samar Ali, Logistics 4.0, 2020
Belkιz Torğul, Turan Paksoy, Sandra Huber
In recent years, mindfulness of the essential role of purchasing has increased for protection of competition by a company. The most important task of the purchasing process is the selection of an innovative supplier with high quality, low cost, on-time delivery capabilities (Tidwell and Sutterfield 2012). In the new global market, managers have recognized the importance of selecting the most suitable suppliers among alternatives and emphasized it is a critical factor for the success of companies (Galankashi et al. 2016a). This decision significantly affects an organization’s overall supply chain performance. Selecting the right suppliers will reduce purchasing costs, enhance sustainable relationships, decrease production lead-time, increase customer satisfaction, profitability and quality of products and competitiveness in the market. Consequently, selecting the right suppliers requires much more than scanning a set of price lists and depends on a wide range of factors, both quantitative and qualitative (Wang and Yang 2009; Ho et al. 2010; Mavi et al. 2016).
Multiple Objective Decision-Making Methods in Supplier Selection
Published in Sachin K. Mangla, Sunil Luthra, Suresh Kumar Jakhar, Anil Kumar, Nripendra P. Rana, Sustainable Procurement in Supply Chain Operations, 2019
The decision of supplier selection is a vital and crucial for buyers and enterprises. The complexity increases when different supplier performances and related factors are taken into consideration, which effects the selection decision. Managers should analyze and report the significance of a number of factors to convert the indicators into precise empirical measures (Bai and Sarkis 2010). The goal of supplier selection is to determine the suppliers with high potential and sustainability, which would satisfy business demands in the long term with acceptable costs. A correct selection of suppliers lowers purchasing costs and increases customer satisfaction, thus competition power. Buyers and sellers have to consider each and every factor to increase their profit. According to de Boer et al. (2001), there are four steps to supplier selection: the determination of the aim of supplier selection, definition of decision criteria, pre-selection of possible suppliers, and final decision. The most vital element is supplier selection is the criteria upon which the selection would be made. In this regard, the selection of the supplier based on appropriate criteria will result in the right decision. Supplier selection traditionally depends on the analyses of objectives, which include quality, price/cost, and after-sale services. Additionally, suppliers’ attributes such as their financial position, reputation, facility capacity, communication, and location create the previous information about them and present the importance of criteria (Johnson et al. 2005).
A novel hierarchical fuzzy inference system for supplier selection and performance improvement in the oil & gas industry
Published in Journal of Decision Systems, 2023
Amir Homayoun Sarfaraz, Amir Karbassi Yazdi, Peter Wanke, Elaheh Ashtari Nezhad, Raheleh Sadat Hosseini
Evaluating supplier performance for planning operational improvements is vital for organisations and supply chains (Neri et al., 2021). Adequate suppliers can reduce the purchasing costs considerably while increasing an organisation’s competitiveness capability. In most industries, the cost of raw materials constitutes a major part of the finished product price (Musarat et al., 2020). Supplier evaluation is usually carried out in time intervals in order to explore the differences between expected and actual performance. After supplier evaluation and classification, improvement plans for each are defined with the goal of achieving the expected performance (Mohammed et al., 2021). The procedure of selecting and assessing suppliers is vital to the organisation’s success in supply chain management. In fact, supplier selection can be considered a multi-criteria decision-making problem that assesses their performance in terms of quantitative and qualitative criteria. In many practical circumstances, however, the decision-makers cannot simply express their judgement based on the alternatives by means of exact numerical values (Tian et al., 2020). Besides, it is noteworthy that many traditional methods for evaluating suppliers do not consider some hidden transaction costs. Hence, the major objectives of supplier selection and evaluation are to lower the systemic risks and maximise the benefits of purchasing from different suppliers. As a practical corollary, companies prefer to cooperate with suppliers that are able to meet the required performance (Okwu & Tartibu, 2020).
Applications of Artificial Intelligence in Cross Docking: A Systematic Literature Review
Published in Journal of Computer Information Systems, 2022
Amna Altaf, Adnen El Amraoui, Francois Delmotte, Christophe Lecoutre
Supply Chain (SC) is a setup of interlinked businesses involved in the manufacturing, selling, purchasing and delivery of products or services to the consumers.1–3 The technological advancement in the areas of communication systems, information storage and data processing can particularly play a vital role in the progression of the supply chain domain.4,5 One such approach used for the efficient and effective execution of SC cycle is cross docking. Cross-docking is a concept of handling inventory and its distribution in such a way that material is moved directly from receiving to shipment vehicle.6 This essentially reduces the time and cost by eliminating the need of storage, order picking and excessive handling activities as the number of inbound and outbound trucks are reduced and sustainability is enhanced.7,8 With the advent of innovation in distribution methods, more and more companies are adopting the cross-docking techniques for streamlining their distribution functions by improving the timely deliveries of materials.9–11 The success story reference for the implementation of cross-docking system includes: Wal-mart’s Supply-chain network,12 Toyota automobile final assembly lines 13 and postal service industry.14
Two-phase selection framework that considers production costs of suppliers and quality requirements of buyers
Published in International Journal of Production Research, 2019
Chun-Ming Yang, Kuen-Suan Chen
Globalisation and the development of information technology are ramping up competition from lower-cost suppliers overseas (Viswanadham and Samvedi 2013; Su and Chen 2018). Maintaining one’s competitive advantage in the global market requires the selection of the right suppliers and the production of high-quality products (Chen, Yang, and Chen 2015; Wetzstein et al. 2016; Zouadi, Yalaoui, and Reghioui 2018). Ghorabaee et al. (2017), Dupont et al. (2018), and Jain et al. (2018) reported that the evaluation and selection of suppliers is a key role of supply chain managers, due to the fact that the purchase of materials and services can eat up more than 50% of the total revenue (Weber, Current, and Benton 1991). Carr and Pearson (1999) and Benton (2013) stated that some companies spend more than 80% of their revenue on the purchase of materials and services from outside suppliers. Holweg, Reichhart, and Hong (2011) indicated that the cost of components accounts for 70% of the total costs in most companies. Ferreira and Borenstein (2012) reported that the cost of purchasing goods and services accounts for 50% to 60% of every dollar earned. Arabsheybani, Paydar, and Safaei (2018) expressed that an unsuitable supplier could increase the cost of goods by as much as 30%, thereby reducing revenue. The selection of good suppliers can reduce purchasing costs and improve competitiveness with benefits for buyers and suppliers alike (Omurca 2013; Wu, Liao, and Yang 2013; Banaeian et al. 2018).