PurposeIn the ever‐changing world, vendor selection and evaluation are very important in supply chain management. Recently, there has been extensive research in the areas of vendor selection and evaluation under certainty/uncertainty without time axis, but there has been very little research in the selection of vendor with time axis. The purpose of this paper is to address this gap in the research.Design/methodology/approachTraditional approaches have been neglecting multi‐period planning horizon for vendor selection, and many decision makers or experts select vendors based on their practice and intuition. To overcome these problems, a dynamic model supporting vendors with time axis has been developed which is not always crisp, rather it involves a high degree of fuzziness and uncertainty. The authors use fuzzy analytic hierarchy process (AHP) to propose the decision model.FindingsThe research provides a mathematical system that captures the uncertainties associated with human cognitive processes in order to select the vendor. The findings of this study provide meaningful and advanced knowledge to decision makers by demonstrating a simple, efficient method to enhance the ability to predict an appropriate vendor period wise.Originality/valueThis research provides detailed step‐by‐step procedures to choose the best vendor selection and evaluation under uncertainty with time axis in a supply chain. It will be of value to other researchers and the department members in any firm who are responsible for selecting the vendor.
Purpose In the present scenario of global competition and economic recession, most of the organizations are facing tough challenge to survive in the market because of shortening product life cycle and reducing profit margin. Customers are seeking better design, production and delivery, which have made firms to concentrate on flexibility in supply chains. Therefore, the purpose of this study is to identify major factors and develop a suitable framework for flexibility in supply chains. Design/methodology/approach Based on literature review, about 14 factors have been identified. To develop relationship among these factors, a team of five experts from industry and academia was formed. Based on inputs from experts, different relationships are developed among factors to form structural self-interaction matrix (SSIM). Based on this matrix, a flexibility framework is developed by interpretive structural modelling approach. Findings Top management commitment, strategy development for flexible SC, application of advance technology and IT tools, information sharing in SC members, trust development among supply chain members have emerged as major driving factors. Logistics and warehouse management, suppliers flexibility, distribution flexibility and manufacturing flexibility have emerged as dependent factors. Research limitations/implications Framework developed in this study is based on interpretive structural modelling. This framework can be further validated with some case analysis and empirical findings. Originality/value Findings of the study can be useful for industry professionals to develop strategies for flexible supply chains. It will help them in taking new initiatives for making supply chains more responsive and proactive for customers demand.
Purpose -The purpose of this paper is to report empirical research about the chronological development of the organizational structure, functions (functional groups) and competencies of the corporate communication(/public relation) -CC(/PR) department of the central public sector enterprises (CPSEs) in India. This paper also attempts to identify the specific organizational goals that influence CC(/PR) departmental structure and its effectiveness. Design/methodology/approach -In total, 34 selected CPSEs reflecting most of the salient features of the public sector in India are identified. Key personnel (or designates) in the CC(/PR) departments are contacted to take an online survey that is built after analyzing previously reported instruments appropriate in this context. Analyses are conducted using SPSS 10.0. Findings -Data analysis shows that in many PSUs, the development of full-fledged CC departments is still at a nascent stage; however, in other PSUs development of CC is already streamlined with company vision and is mature as a division. Key acceptable PR roles include communication for the desired perception among target audience and brand sustainability. In established CC departments, CC is a strategic management tool, synchronizing all intentional forms of internal and external communications, thus helping the PSUs to define its corporate image and improve corporate performance. Through the built-in measurement systems, PSUs are encouraged to become global players. Originality/value -The paper empirically measures the efficiency of CC(/PR) departments of 34 operating CPSEs concerned with the development of the engineering industry in India. This paper would be of value to researchers and practitioners seeking to promote, practice or influence the structuring of CC(/PR) departments.
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