Providing a Comprehensive Interpretive Structural Model of Supply Chain Resilience Barriers

Disruptions are considered as an integral part of the supply chains of today's organizations, and since competition between organizations has been replaced by competition between their supply chains, supply chains that can maintain their capability in the event of disruptions and continue their activities, they are the winners of this competition. Therefore, making the supply chains of today's organizations more resilient is necessary, and identifying the obstacles in front of them and trying to resolve these obstacles is considered as the most important initial key action in the organizations' supply chain resilience. Considering the importance of the Iran Energy Resources Development Company in the production and development of advanced hybrid systems and arrays consisting of energy production systems and storage systems in the form of telecommunication and car batteries, this research aims to identify the key obstacles facing Tab Its supply chain has been developed and the hierarchical model of these barriers has been developed. In order to achieve this goal, first, through literature review and interviews with experts, the obstacles to the resilience of the energy resources development company were identified, and then by using comprehensive interpretive structural modeling (TISM), a model was presented that the relationships between these it shows the obstacles and why they are. The analysis of driving power or the dependence of obstacles was also investigated using the Mic-Mc method. In this research, 10 important and fundamental obstacles were identified in the path of making the supply chain of the Energy Resources Organization more resilient, and the final comprehensive structural interpretative model of the research, in addition to showing how and why the relationships between these obstacles, showed that the lack of effective communication with suppliers and the lack of storage Strategic inventory is the most important obstacles to the resilience of the supply chain of this organization. Since these obstacles were also identified as motivating obstacles in the Mic-Mak model, therefore, the main focus of managers in removing obstacles should be in the initial levels of the hierarchical model presented in this research.