Under the ravages of COVID-19, global supply chains have encountered unprecedented disruptions. Past experiences cannot fully explain the situations nor provide any suitable responses to these fatal shocks on supply chain management (SCM), especially in todays’ highly intertwined/globalized business environment. This research thus revisits and rechecks the crucial components for global SCM during such special periods, and the basic essence of such management covers numerous perspectives that can be categorized into a multiple criteria decision making (MCDM) approach. To handle this complex issue appropriately, one can introduce a fusion intelligent system that involves data envelopment analysis (DEA), rough set theory (RST), and MCDM to understand the reality of the analyzed problem in a faster and better manner. Based on the empirical results, we rank the priorities in order as cash management and information (D), raw material supply (B), global management strategy (C), and productivity and logistics (A) for improvement in SCM. This finding is confirmed by companies now undergoing a downsizing strategy in order to survive in this harsh business environment.
The COVID-19 outbreak has had considerably harsh impacts on the global economy, such as shutting down and paralyzing industrial production capacity and increasing the unemployment rate. For enterprises, relying on past experiences and strategies to respond to such an unforeseen financial crisis is not appropriate or sufficient. Thus, there is an urgent requirement to reexamine and revise an enterprise’s inherent crisis management architecture so as to help it recover sooner after having encountered extremely negative economic effects. To fulfill this need, the present paper introduces a fusion architecture that integrates artificial intelligence and multiple criteria decision making to exploit essential risk factors and identify the intertwined relations between dimensions/criteria for managers to prioritize improvement plans and deploy resources to key areas without any waste. The result indicated the accurate improvement priorities, which ran in the order of financial sustainability (A), customer and stakeholders (B), enablers’ learning and growth (D), and internal business process (C) based on the measurement of the impact. The method herein will help to effectively and efficiently support crisis management for an organization confronting COVID-19. Among all the criteria, maintaining fixed reserves was the most successful factor regarding crisis management.
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