2692-4048ISSN (Online)
2770-0070ISSN (Print)
Volume 6 , Issue 1 , PP: 43-61, 2021 | Cite this article as | XML | Html | PDF | Full Length Article
Abedallah Z. Abualkishik 1 * , Rasha Almajed 2 , Amer Ibrahim 3
Doi: https://doi.org/10.54216/FPA.060105
Political-economic liberalization, modern communication technologies, and low-cost transportation have prompted companies to outsource an increasing amount of commercial activities to other countries. This exporting has often resulted in complex supply chain configurations. Considering that human and ecological regulation in these countries is often insufficient or poorly enforced, stakeholders place the responsibility of ensuring socially and environmentally sustainable product specifications across their supply chains on firms with particular emphasis. This research presents a combined fuzzy spherical AHP-WASPAS method basis for environmental global procurement planning that takes subsupplier sustainability considerations into account. From the present study, standards (containing risk considerations) were devised and then improved with the assistance of experts in the field and case decision-makers in order to avoid literature bias. Next, providers and semi were evaluated collectively using the agreed sustainability criteria. In previous studies, this methodology proved unsatisfactory. The problem is rectified in two stages, as shown below. In the first phase, fuzzy AHP is used to define parameter weights for inclusive sustainable supplier evaluation, so in the second phase, fuzzy WASPAS is employed to assess supplier performance in relation to evaluation criteria. Economic factors held the highest weight among some of the five ecological sustainability (financial, health, environment, and social), whereas worldwide risk assessments carried the least. This research suggests that global threats are not yet important selection factors for suppliers. Moreover, the proposed framework may help pave the way for the creation of managerial decision-making tools to aid firms in tackling sustainability risks that occur farther downstream in their supply chains. When major organizations are under intense scrutiny from their stakeholders, these vital tools are extremely important.
AHP , WASPAS , Spherical fuzzy sets , Supplier Selection.
[1] A. B. Steven, Y. Dong, and T. Corsi, “Global sourcing and quality recalls: An empirical study of outsourcing-supplier concentration-product recalls linkages,” Journal of Operations Management, vol. 32, no. 5, pp. 241–253, 2014.
[2] F. A. G. Den Butter, “The transaction management perspective on procurement in the era of globalisation,” International Journal of Procurement Management, vol. 5, no. 2, pp. 123–139, 2012.
[3] B. Fahimnia, C. S. Tang, H. Davarzani, and J. Sarkis, “Quantitative models for managing supply chain risks: A review,” European journal of operational research, vol. 247, no. 1, pp. 1–15, 2015.
[4] I. J. Chen and A. Paulraj, “Towards a theory of supply chain management: the constructs and measurements,” Journal of operations management, vol. 22, no. 2, pp. 119–150, 2004.
[5] F. T. S. Chan, N. Kumar, M. K. Tiwari, H. C. W. Lau, and K. Choy, “Global supplier selection: a fuzzy- AHP approach,” International Journal of production research, vol. 46, no. 14, pp. 3825–3857, 2008.
[6] M. Andersen and T. Skjoett‐Larsen, “Corporate social responsibility in global supply chains,” Supply chain management: an international journal, 2009.
[7] F. T. S. Chan and N. Kumar, “Global supplier development considering risk factors using fuzzy extended AHP-based approach,” Omega, vol. 35, no. 4, pp. 417–431, 2007.
[8] K. Hodal, C. Kelly, and F. Lawrence, “Revealed: Asian slave labour producing prawns for supermarkets in US, UK,” The Guardian, vol. 10, 2014.
[9] S. Gold, A. Trautrims, and Z. Trodd, “Modern slavery challenges to supply chain management,” Supply chain management: an international journal, 2015.
[10] D. R. Krause, S. Vachon, and R. D. Klassen, “Special topic forum on sustainable supply chain management: introduction and reflections on the role of purchasing management,” Journal of Supply Chain Management, vol. 45, no. 4, pp. 18–25, 2009.
[11] P. Kraljic, “Purchasing must become supply management,” Harvard business review, vol. 61, no. 5, pp. 109–117, 1983.
[12] H. Schiele, “Supply-management maturity, cost savings and purchasing absorptive capacity: Testing the procurement–performance link,” Journal of purchasing and supply management, vol. 13, no. 4, pp. 274– 293, 2007.
[13] K. Foerstl, M. C. Schleper, and M. Henke, “Purchasing and supply management: From efficiency to effectiveness in an integrated supply chain,” Journal of Purchasing and Supply Management, vol. 23, no. 4, 2017.
[14] K. Hafeez, Y. Zhang, and N. Malak, “Core competence for sustainable competitive advantage: a structured methodology for identifying core competence,” IEEE transactions on engineering management, vol. 49, no. 1, pp. 28–35, 2002.
[15] A. Kak and H. Sushil, “Sustainable competitive advantage with core competence: a review,” Global Journal of flexible systems management, vol. 3, no. 4, pp. 23–38, 2002.
[16] Y.-H. Cheng and C.-Y. Yeh, “Core competencies and sustainable competitive advantage in air-cargo forwarding: evidence from Taiwan,” Transportation journal, vol. 46, no. 3, pp. 5–21, 2007.
[17] R. Dulmin and V. Mininno, “Supplier selection using a multi-criteria decision aid method,” Journal of purchasing and supply management, vol. 9, no. 4, pp. 177–187, 2003.
[18] C. Kahraman, U. Cebeci, and Z. Ulukan, “Multi‐criteria supplier selection using fuzzy AHP,” Logistics information management, 2003.
[19] S. A. Yawar and S. Seuring, “Management of social issues in supply chains: a literature review exploring social issues, actions and performance outcomes,” Journal of Business Ethics, vol. 141, no. 3, pp. 621– 643, 2017.
[20] A. J. Hillman and G. D. Keim, “Shareholder value, stakeholder management, and social issues: what’s the bottom line?,” Strategic management journal, vol. 22, no. 2, pp. 125–139, 2001.
[21] L. De Boer, E. Labro, and P. Morlacchi, “A review of methods supporting supplier selection,” European journal of purchasing & supply management, vol. 7, no. 2, pp. 75–89, 2001.
[22] K. Govindan, S. Rajendran, J. Sarkis, and P. Murugesan, “Multi criteria decision making approaches for green supplier evaluation and selection: a literature review,” Journal of Cleaner Production, vol. 98, pp. 66–83, 2015.
[23] W. Ho, X. Xu, and P. K. Dey, “Multi-criteria decision making approaches for supplier evaluation and selection: A literature review,” European Journal of operational research, vol. 202, no. 1, pp. 16–24, 2010.
[24] P. Agarwal, M. Sahai, V. Mishra, M. Bag, and V. Singh, “A review of multi-criteria decision making techniques for supplier evaluation and selection,” International journal of industrial engineering computations, vol. 2, no. 4, pp. 801–810, 2011.
[25] B. Alavi, M. Tavana, and H. Mina, “A dynamic decision support system for sustainable supplier selection in circular economy,” Sustainable Production and Consumption, vol. 27, pp. 905–920, 2021.
[26] H. Kaur and S. P. Singh, “Multi-stage hybrid model for supplier selection and order allocation considering disruption risks and disruptive technologies,” International Journal of Production Economics, vol. 231, p. 107830, 2021.
[27] S. Khoshfetrat, M. Rahiminezhad Galankashi, and M. Almasi, “Sustainable supplier selection and order allocation: a fuzzy approach,” Engineering Optimization, vol. 52, no. 9, pp. 1494–1507, 2020.
[28] M. A. Kaviani, A. K. Yazdi, L. Ocampo, and S. Kusi-Sarpong, “An integrated grey-based multi-criteria decision-making approach for supplier evaluation and selection in the oil and gas industry,” Kybernetes, 2019.
[29] H. Lu, S. Jiang, W. Song, and X. Ming, “A rough multi-criteria decision-making approach for sustainable supplier selection under vague environment,” Sustainability, vol. 10, no. 8, p. 2622, 2018.
[30] C. Yu, W. Zhao, and M. Li, “An integrated sustainable supplier selection approach using compensatory and non-compensatory decision methods,” Kybernetes, vol. 48, no. 8, pp. 1782–1805, 2018.
[31] F. Firouzi and O. Jadidi, “Multi-objective model for supplier selection and order allocation problem with fuzzy parameters,” Expert Systems with Applications, vol. 180, p. 115129, 2021.
[32] J. A. Ventura, K. A. Bunn, B. B. Venegas, and L. Duan, “A coordination mechanism for supplier selection and order quantity allocation with price-sensitive demand and finite production rates,” International Journal of Production Economics, vol. 233, p. 108007, 2021.
[33] A. K. Nasr, M. Tavana, B. Alavi, and H. Mina, “A novel fuzzy multi-objective circular supplier selection and order allocation model for sustainable closed-loop supply chains,” Journal of Cleaner production, vol. 287, p. 124994, 2021.
[34] S. Kayapinar Kaya and E. Aycin, “An integrated interval type 2 fuzzy AHP and COPRAS-G methodologies for supplier selection in the era of Industry 4.0,” Neural Computing and Applications, vol. 33, no. 16, pp. 10515–10535, 2021.
[35] R. Baki, “An integrated, multi-criteria approach based on environmental, economic, social, and competency criteria for supplier selection,” RAIRO: Recherche Opérationnelle, vol. 55, p. 1487, 2021.
[36] F. Kutlu Gündoğdu and C. Kahraman, “A novel spherical fuzzy analytic hierarchy process and its renewable energy application,” Soft Computing, vol. 24, no. 6, pp. 4607–4621, 2020.
[37] M. Mathew, R. K. Chakrabortty, and M. J. Ryan, “A novel approach integrating AHP and TOPSIS under spherical fuzzy sets for advanced manufacturing system selection,” Engineering Applications of Artificial Intelligence, vol. 96, p. 103988, 2020.
[38] E. K. Zavadskas, Z. Turskis, J. Antucheviciene, and A. Zakarevicius, “Optimization of weighted aggregated sum product assessment,” Elektronika ir elektrotechnika, vol. 122, no. 6, pp. 3–6, 2012.
