A framework for measuring the performance of service supply chain management

Cho, Dong Won; Lee, Young Hae; Ahn, Sung Hwa; Hwang, Min Kyu

doi:10.1016/j.cie.2011.11.014

Cited by 250 publications

(202 citation statements)

References 38 publications

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“…Thus, an inaccurate supplier selection decision simultaneously affects the service delivery performance. In order to establish a permanent customer satisfaction, reliable supplier relationship with suppliers is a necessity in the service supply chain (Cho et al, 2012). In this context, supplier selection problem gains more importance in the service supply chains.…”

Section: Supplier Selection In Hospitality Industrymentioning

confidence: 99%

“…These characteristics need to be considered when the supplier selection criteria are determined in the service supplier selection process (Baltacioglu et al, 2007). In order for the supplier relationship management system to perform successfully in the service industry, service firms and their suppliers should collaboratively create and deliver services faster and at the lowest total cost (Cho et al, 2012). Price, quality and on-time delivery are the most considered three supplier selection criteria in the literature; however they are not enough to select strategic supplier in today's competitive environment.…”

Section: Supplier Selection In Hospitality Industrymentioning

confidence: 99%

“…For example, suppliers may provide food and drink; materials using in the hotel or supporting services such as cleaning, laundry, facility and maintenance. That is to say, supplier relationship management is one of the core functions of the hotel supply chains (Cho et al, 2012).…”

Section: Supplier Selection In Hospitality Industrymentioning

confidence: 99%

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Supplier Selection in Hospitality Industry Using ANP

Önder¹,

Kabadayı²

2015

IJARBSS

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Strategic supply chain management has gained more importance with the effect of globalization. In today's global market, well-managed supply chain is one of the most important requirements to be successful in the market. The main idea of the supply chain management is generation of good relationships between chain members to serve customers accurately. Indeed, the definitive operation levels between supply chain members determine the quality of final product/service in a supply chain. Since supply chain success highly depends on a strong collaboration between chain members, the supplier selection is a strategic decision making process which affects all supply chain performance. This strategic decision-making process involves evaluation of tangible and intangible criteria to select right suppliers with multiple objectives. Hence, supplier selection problem can be considered as a multi-criteria decision problem. In this study, the supplier selection problem is solved in a service supply chain by using one of the popular multi-criteria decision making method, analytical network process (ANP).

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Section: Supplier Selection In Hospitality Industrymentioning

confidence: 99%

Section: Supplier Selection In Hospitality Industrymentioning

confidence: 99%

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Supplier Selection in Hospitality Industry Using ANP

Önder¹,

Kabadayı²

2015

IJARBSS

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“…AHP is a quantitative technique that facilitates structuring a complex multiattribute problem, and provides an objective methodology for deciding which among the existing sets of solution strategies is most effective and appropriate for solving a problem (Cho et al 2012). The procedures of the AHP involve the application of several essential steps (Isaai et al 2011;Taliba et al 2011).…”

Section: Analytical Hierarchy Processmentioning

confidence: 99%

“…Analytical hierarchy process (AHP), a decision-making method developed for prioritizing alternatives when multiple criteria must be considered, allows the decision maker to structure complex problems in the form of hierarchies, or sets of integrated levels (Cho et al 2012). This research, thus, guided by the wealth of literature evolved by related industries, seeks to analyze the complexity of the multi-criteria and propose the possible reconfiguration of this into a hierarchy of multiple levels with the goal or objective positioned at the highest, the criteria and sub-criteria occupying the middle, and the alternatives at the base (Saaty 1980;Crowe et al 1998).…”

Section: Analytical Hierarchy Processmentioning

confidence: 99%

Applying Analytical Hierarchy Process to Supplier Selection and Evaluation in the Hospitality Industry: A Multiobjective Approach

Chung¹

2015

Acta Oeconomica

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The present study's primary objective is to identify contributing factors in selecting and evaluating a seafood supplier within the Taiwanese hospitality industry. It illustrates the application of a multicriteria decision-making process to supplier selection within a service setting where it is less common than in a manufacturing context. To implement the study, a survey instrument was created and submitted to Taiwanese hospitality fi rms, namely hotels and restaurants, to identify contributing factors in the selection of a seafood supplier within six initial areas concerning food hygiene, staff training, crisis management, information technology, competitive ability, and logistics and quality assurance. The analytic hierarchical process (AHP) was then applied to the survey results, and the fi rst-and second-level hierarchical factors were rigorously identifi ed and ranked. These can be regarded as useful benchmarks in identifying and ranking the selection and evaluation of a food supplier within the industry. The present study enhances the understanding of supplier selection in the hospitality industry and provides insights which hospitality fi rms can apply in managing their supply chains. The managerial and research implications of these fi ndings are discussed.

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Sustainability in The Banking Industry: A Strategic Multi‐Criterion Analysis

2017

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The current paper aims to develop an effective and integrated MCDM model for the evaluation of the sustainability practices in the banking services, employing a multi‐stage, fuzzy MCDM model that integrates the Balanced Scorecard, fuzzy AHP and fuzzy TOPSIS. The approach aims to evaluate sustainability from the following four perspectives: financial stability, customer relationship management, internal business process and environment‐friendly management system. A real implementation dealing with the six largest commercial banks in India is discussed. The results highlights the critical aspects of the evaluation criteria and the issues in improving sustainable banking performances. Regarding the sustainability issues, it is shown that the environment‐friendly management system takes a back seat compared with the other criteria. Furthermore, the results show that there is a misunderstanding of the role that corporate social responsibility plays with respect to environmental issues. The developed evaluation model offers a valuable management tool for banks' administrators by assisting them in strategic choices in order to achieve their objective of sustainability and sustainable banking. Moreover, it offers a measuring tool with unique features that complements the emerging trend of integrated reporting considering uncertainty. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment

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A framework for measuring the performance of service supply chain management

Cited by 250 publications

References 38 publications

Supplier Selection in Hospitality Industry Using ANP

Supplier Selection in Hospitality Industry Using ANP

Applying Analytical Hierarchy Process to Supplier Selection and Evaluation in the Hospitality Industry: A Multiobjective Approach

Sustainability in The Banking Industry: A Strategic Multi‐Criterion Analysis

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