An integrated Delphi-MCDM-Bayesian Network framework for production system selection

Dohale, Vishwas; Gunasekaran, Angappa; Akarte, Milind; Verma, Priyanka

doi:10.1016/j.ijpe.2021.108296

Cited by 42 publications

(41 citation statements)

References 76 publications

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“…Delphi is an iterative method that aids the processing of the experts’ opinions on the studied phenomenon recursively until the arrival of the consensus amongst experts’ opinions (Delbecq et al, 1975 ; Dohale et al, 2019 ; Dohale, Ambilkar, et al, 2021 ; Dohale, Gunasekaran, et al, 2021 ; Dohale, Verma, et al, 2021 ; Emovon et al, 2018 ). Delphi comprises continuous brainstorming to collect the data on validation of the topic under investigation (Moktadir et al, 2019 ).…”

Section: Methodsmentioning

confidence: 99%

“…barriers, criteria, performance measures, enablers, etc. using experts’ opinions (Emovon et al, 2018 ; Kumar et al, 2021 ); (2) Delphi utilizes organized procedure to gather experts opinions and conducts anonymous assessments of the responses (Linstone & Turoff, 2002 ); (3) Each expert equally collaborates in Delphi; thus the issues concerning influential personalities, conflict of opinions, and group pressures can be eliminated resulting in more accurate judgments (Dohale et al, 2021 ; Dohale, Gunasekaran, et al, 2021 ; Dohale, Verma, et al, 2021 ; Gulati et al, 2018 ); (4) Delphi can consider the experts from a wide geographical area (Linstone & Turoff, 2002 ).…”

Section: Methodsmentioning

confidence: 99%

“…Selecting appropriate experts is crucial in the Delphi procedure (Devaney & Henchion, 2018 ; Dohale, Ambilkar, et al, 2021 ; Dohale, Gunasekaran, et al, 2021 ; Dohale, Verma, et al, 2021 ). We assessed the experts based on the three criteria—(1) knowledge and experience of the topic of investigation (minimum five years of experience); (2) current working position within the organization; and (3) availability and interest to participate in the study (Bokrantz et al, 2017 ).…”

Section: Methodsmentioning

confidence: 99%

“…As the nature of disasters and their induced risk to supply chains is different, the nature of barriers posed by the different disasters can be different (Cozzolino, 2012 ; Dohale et al, 2021 ; Dohale, Ambilkar, et al, 2021 ; Dohale, Gunasekaran, et al, 2021 ; Dohale, Gunasekaran, et al, 2021 ; Dohale, Verma, et al, 2021 ; Dohale, Verma, et al, 2021 ). Pandemics are the unique kind of disasters that creates a negative impact on a massive multi-country or worldwide scale, which may or may not be observed during natural disaster (Dora & Kumar, 2020 ; Thompson & Anderson, 2021 ).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Recently, the COVID-19 pandemic has disrupted the supply chain network worldwide, resulting in substantial business and economic losses globally, and took away millions of lives (Dohale, Ambilkar, et al, 2021 ; Dohale, Gunasekaran, et al, 2021 ; Dohale, Verma, et al, 2021 ). As reported by World Bank, the global GDP could observe the contraction of 5.2% and stated it as the “deepest global recession in decades” (World Bank, 2020 ).…”

Section: Introductionmentioning

confidence: 99%

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Examining the barriers to operationalization of humanitarian supply chains: lessons learned from COVID-19 crisis

et al. 2022

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Humanitarian supply chains (HSC) have vital significance in mitigating different disruptive supply chain risks caused due to natural or man-made activities such as tsunami, earthquakes, flooding, warfare, or the recent COVID-19 pandemic. Each kind of disaster poses a unique set of challenges to the operationalization of HSC. This study attempts to determine the critical barriers to the operationalization of HSC in India during the COVID-19 pandemic. Initially, we determined and validated 10 critical barriers to HSC operationalization through a Delphi method. Further, we analyzed the barriers by computing the driving and dependence power of each barrier to determine the most critical ones. To do so, we coined a distinct form of interpretive structural modeling (ISM) by amalgamating it with the neutrosophic approach, i.e. Neutrosophic ISM. The findings indicate, “lack of Government subsidies and support, lack of skilled and experienced rescuers, and lack of technology usage” are the most critical barriers that influence the streamline operations of HSC during the COVID-19 outbreak, unlike other disruptions. This is the first-of-its-kind research work that has identified and analyzed the critical barriers to HSC operationalization during COVID-19 in the Indian context. The results and recommendations of the study can aid policymakers and HSC professionals in formulating suitable strategies for successful HSC operations. Supplementary Information The online version contains supplementary material available at 10.1007/s10479-022-04752-x.

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