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Most of the decisions in real-life problems need to be made in the absence of complete knowledge about the consequences of the decision. Furthermore, in some of these problems, the probability and/or the number of different outcomes are also unknown (named deep uncertainty). Therefore, all the probability-based approaches (such as stochastic programming) are unable to address these problems. On the other hand, involving various stakeholders with different (possibly conflicting) criteria in the problems brings additional complexity.The main aim and primary motivation for writing this thesis have been to deal with deep uncertainty in Multi-Criteria Decision-Making (MCDM) problems, especially with long-term decision-making processes such as strategic planning problems.To achieve these aims, we first introduced a two-stage scenario-based structure for dealing with deep uncertainty in Multi-Objective Optimisation (MOO)/MCDM problems. The proposed method extends the concept of two-stage stochastic programming with recourse to address the capability of dealing with deep uncertainty through the use of scenario planning rather than statistical expectation. In this research, scenarios are used as a dimension of preference (a component of what we term the meta-criteria) to avoid problems relating to the assessment and use of probabilities under deep uncertainty. Such scenario-based thinking involved a multi-objective representation of performance under different future conditions as an alternative to expectation, which fitted naturally into the broader multi-objective problem context. To aggregate these objectives of the problem, the Generalised Goal Programming (GGP) approach is used. Due to the capability of this approach to handle large numbers of objective functions/criteria, the GGP is significantly useful in the proposed framework. Identifying the goals for each criterion is the only action that the Decision Maker (DM) needs to take without needing to investigate the trade-offs between different criteria.Moreover, the proposed two-stage framework has been expanded to a three-stage structure and a moving horizon concept to handle the existing deep uncertainty in more complex problems, such as strategic planning. As strategic planning problems will deal with more than two stages and real processes are continuous, it follows that more scenarios will continuously be unfolded that may or may not be periodic. "Stages", in this study, are artificial constructs to structure thinking of an indefinite future. A suitable length of the planning window and stages in the proposed methodology are also investigated.Philosophically, the proposed two-stage structure always plans and looks one step ahead while the three-stage structure considers the conditions and consequences of two upcoming steps in advance, which fits well with our primary objective. Ignoring longterm consequences of decisions as well as likely conditions could not be a robust strategic approach. Therefore, generally, by utilising the three-stage structure, we may e...

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