Unveiling Supply Chain Nervousness: A Strategic Framework for Disruption Management under Fuzzy Environment

Abstract

Supply chains are increasingly vulnerable to disruptions due to the complex and interconnected nature of global business operations. Supply chain nervousness (SCN) leads to inefficiencies and disruptions in the flow of goods and services. Managing SCN is critical for sustaining the continuity of business operations in today’s dynamic and uncertain business environment. To address this issue, this study proposes a strategic framework that integrates key components of supply chain nervousness management and establishes a robust framework that prioritizes these factors based on their relative importance. By incorporating the fuzzy-ELECTRE methodology into the analysis, the proposed framework acknowledges the inherent uncertainties and imprecisions present in supply chain disruptions. It offers a systematic and comprehensive approach to prioritizing and managing SCN factors, considering both qualitative and quantitative assessments. To validate the effectiveness of the proposed framework, a case study is conducted in a real-world supply chain context. The results highlight demand variability as the factor with the greatest impact on SCN. Moreover, the results demonstrate the framework’s ability to effectively manage SCN by providing valuable insights for practitioners and researchers seeking to understand the causes of supply chain nervousness and mitigate its impact. The contributions of this research lie in providing decision-makers with a strategic framework for disruption management under fuzzy environments. The proposed approach enhances the understanding of SCN and enables proactive decision making to mitigate its negative consequences.

A Developed Model and Fuzzy Multi-Criteria Decision-Making Method to Evaluate Supply Chain Nervousness Strategies

“…In light of the COVID-19 pandemic, a fuzzy analytic hierarchy process (FAHP) analysis was performed to rank the primary supply chain capabilities [34]. The fuzzy ELECTRE approach was used to manage and prioritize the SCN factor [4].…”

The multifaceted perspectives of future business continuity- aftermath of COVID 19

“…Organizations need to prioritize customer satisfaction and ensure minimal disruption to customer services during times of crisis. 33 This includes having effective communication channels in place to provide timely updates, addressing customer concerns promptly, and implementing alternative service delivery options if needed. By prioritizing customer support, organizations can maintain customer loyalty, trust, and minimize the negative impact on the business during disruptions.…”

Fuzzy-FMEA Theory Approach for Prioritizing Supply Chain Nervousness Factors

“…Problem Addressed Methodology [25] Nervousness in MRP systems under uncertainty Simulation modeling [26] Quantify nervousness in stochastic inventory control demand Rolling horizon planning procedure [27] Examining solutions for overcoming master production schedule nervousness Simulation model [28] Exploring undesirable effects of nervousness master production scheduling Simulation and mixed-integer programming model [29] Addressing the implications of the statistical findings compared to simulated MRP environments Simulation model [30] Considering the economic effect of the production schedule caused by nervousness Wagner-Whitin method [31] Stochastic lot sizing nervousness problem Mixed-integer programming [32] Unveiling SCN and presenting a strategic framework for disruption management under a fuzzy environment Fuzzy-DEMATEL [33] SCN analysis Fuzzy-ELECTRE [9] Introduction of global supply chain nervousness (GSCN) Delphi-fuzzy-AHP…”