فصلنامه چشم انداز مدیریت صنعتی
سال دوازدهم شماره 2 (پیاپی 46، تابستان 1401)

In this paper, inspired by a real case study, a hierarchical approach is presented for supplier development and supporting its critical decisions in each stage. Supplies needing development and their eligible suppliers for development are first identified using the best-worst multi-criteria decision-making method. The related decision criteria are selected based on the literature review and subjective opinions of procurement experts. Finally, a bi-objective mathematical model is proposed for selecting and allocating candidate development plans to each candidate supplier. The objectives of the proposed model include maximizing the degree of achievement of the development goals of the buyer and maximizing the net present value of the development plans’ portfolio (i.e. the selected development plans for eligible suppliers). The computational results and derived managerial insights demonstrate the effectiveness and applicability of the proposed approach and its ability to support supplier development decisions for the buyer.

Strategic planning is necessary for success and creating competitive advantage in a complex and dynamic environment of today's organizations. Balanced Scorecard is a relatively new tool for planning strategies and implementing strategy. One of the main stages related to the Balanced Scorecard deployment in organizations or companies, is prioritization of strategic objectives in the strategy map. In this paper, prioritized strengths, weaknesses, opportunities and threats of the organization are considered as criteria for evaluating strategic goals. There are different approaches for strategic objective prioritization. In this paper, strengths, weakness, opportunities, and threats were considered as criteria of a decision matrix. Then Fuzzy Technique for Ordering Preferences Similarity to Ideal Solution (TOPSIS) technique, one of the best techniques in Multi-Criteria Decision Making, was used for prioritization of strategic objectives. Using Fuzzy TOPSIS needs to weight of criteria. According to the internal relationships between strengths, weakness, opportunities, and threats, Analytical Network Process (ANP) was used to weight them. Finally, a case study is provided to illustrate the effectiveness of the proposed method.

In public organizations, depending on the economic climate of the country, such as recession or economic prosperity, the allocated budget varies. In such conditions, these organizations face the problem of defining the types of development projects outsourcing and determining the appropriate method of payment to contractors is critical. because the lack of proper management in the amount and time of budget expenditures can impose costs on the organization beyond expectations. In this study, recession, equilibrium and economic prosperity, is considered an effective factor in budget allocation. Therefore, for cost minimization and risk coverage, we present a robust scenario-based optimization model that incorporates the completion times, expediting costs, delay penalties and budget uncertainties to evaluate internal resources and available contractors for conducting the project and to determine the optimal solution and payment scheduling that minimizes the total cost. The slight difference between the maximum and minimum response stability under different management attitudes indicates the effectiveness of the proposed approach. Our results demonstrate that when the project completion time is promoted and there are no considerations for quality and technical knowledge, it is necessary to issue outsourcing allowance and the activities should be designed in a manner that they can be outsourced.

These days, due to the increasing acceleration of globalization process all around the world, the supply chain has taken on new dimensions and has become much more complex than before. This research is a qualitative study to propose an intelligent supply chain model for providing services in Omid entrepreneurship fund. This research has been conducted by grounded theory approach, Strauss and Corbin model and it has progressed to the theoretical saturation of the interviewees. Population of interest were selected through purposeful sampling from university experts and managers of Omid entrepreneurship fund. A total of 14 semi-structured in-depth interviews were conducted. From the text of the interviews, 1165 open codes were counted and finally 38 codes were selected as main components. To code, atlas TI software version 8 was resorted and the components were identified and a conceptual model of the research was drawn. The most important major factors include intelligent information flow, intelligent financial resources flow, information technology, intelligent communication, transparency, sharing and expert human resources. The components of other factors are categorized under the main categories and then the results and consequences of the implementation of the intelligent supply chain are divided into four levels: company, customers, community and government.

Reducing inventory costs is among the essential strategies for survival and profitability in today’s competitive environment. Classical inventory models have been developed to minimize inventory costs. However, they have several limiting assumptions. In this study, a three-level logistic chain consisting of a manufacturer, a distributor, and a retailer is considered. The problem of optimizing the inventory model for the distributor is examined. The distributor orders the products from the manufacturer. However, the manufacturer does not simultaneously deliver the total order and sends them in several discrete instances. In other words, it employs the multi-delivery strategy. Furthermore, the retailer’s demand is discrete and equal to a fixed amount at each equal interval of time. The distributor aims to determine the optimal order quantity and the optimal plan of receiving orders to minimize the total costs. Finally, the proposed problem is analyzed in a numerical example, and the results are compared with the classical inventory model. The results show that the proposed model has better performance with increasing holding and fixed ordering costs.

Process plants turnaround maintenance projects in upstream oil industry, which includes many capital-intensive installations and equipments, are very important. Accurate risk identification and evaluation of such project’s risks is an important step to significant decrease in financial, human and environmental damages of them. A new framework for such projects risk asessment is presented in this article. According to this framework, risks were identified according to expert’s judgment, using interviews and brain storming at first. Then, using fuzzy Delphi method, ten risks have been chosen as most important risks and then, analyzed using a hybrid fuzzy SWARA and EDAS method based on traoezodial fuzzy numbers. According to research   findings, on time financial providence from project owner with an appraisal score of 0.83 ranked the highest and equipment failure during operations with an appraisal score of 0.04 ranked the lowest among the oil upstream process plants turnaround project’s risks.

Today, computer equipment is one of the most important assets of any organization, and its maintenance is very important. Considering that process management is one of the ways to investigate the current situation of the organization and pave the way for its improvement and modification, the present study aimed to manage the maintenance processes of computer systems at the Yazd University, which were carried out with a multilateral view. It has tried to identify gaps and deficiencies in the process of maintenance of these equipment. For this purpose, first, the university's IT department was compared with other similar organizations and the processes related to the maintenance and repair of computer equipment were documented. Then, the nine-month data on equipment failure reporting was extracted to inform the process of failures, to investigate the relationships between them, as well as to help re-engineer the processes. The data was analyzed using data analysis techniques. Finally, considering the existing problems and also the framework for classification of the maintenance processes of the educational unit, practical solutions appropriate to the university conditions are determined through surveys of experts and analytical hierarchy process (AHP).

Performance evaluation is necessary for sustainable and green production of companies such as thermal power plants. Sustainability Balanced Scorecard (SBSC) is a common model in this area. Assumption in SBSC is perspectives/indicators/sub-indicators (elements) weight equality that may be problematic in real-world problems. In this paper, firstly a mathematical model was presented to calculate global weight of elements in hierarchical structure by Best-Worst Method (BWM). Then, four properties of the desirable practical structure of the elements were defined by getting idea from designing hierarchical structure concepts in the Analytic Hierarchy Process. Then, an algorithm was presented to design multi-level structure of problems elements and give weights to them using the proposed giving weight model, four properties of the desirable practical structure, and Consistency Ratio Thresholds. A four-level hierarchical structure including 50 identified performance evaluation elements of SBSC model was presented using the proposed algorithm for giving structure and weight to performance evaluation SBSC elements in Iranian thermal power plants according to green and sustainable production. Finally, by considering the elements used in the resulting structure, a suitable indicators list of Iranian thermal power plants according to green and sustainable production was derived. The findings indicate the suitability of the proposed algorithm.

The main purpose of this study is to identify traditional, green and resilience evaluation criteria in the performance of green and resilient suppliers and rank them with the path analysis approach, SWARA and TOPSIS in Fanavaran Petrochemical Company. The research method is applied in terms of purpose and descriptive-survey in terms of data collection. The statistical population is 55 experts that due to their limitations, the opinions of all members of the society were studied in the first stage with path analysis. In the second stage, 30 experts were selected as a statistical sample for ranking criteria and in the third stage, 10 supply managers were selected to supplier ratings. Among the traditional criteria, the sub-criterion "quality" in the first rank and the sub-criterion "trading volume" in the last rank; Among the green criteria, "observance of necessary standards" as the most important sub-criterion and "observance of environmental issues" in the last rank; Among the resilience criteria, "agility" was in the first place and "complexity" in the last place. In the final evaluation of the main criteria, the criterion of "resilience" came in the first rank, the criterion of "green" in the second rank and the criterion of "traditional" in last.

Innovation emerges from a combination of knowledge elements in organizations, and knowledge is considered the primary raw material for innovation. Open innovation is one of the latest innovative approaches, which increases the probability of success and organizational development and creates investment risks. In this regard, this study examines the Knowledge Management Capabilities (KMC) on Innovation Performance (IP) with the mediating effect of Open Innovation (OI). Data was collected in 2020 from 25 technology units in Pardis Technology Park, located in Pardis city, Tehran.. Likert scale was used throughout collection, and the data was analyzed using PLS-based SEM approach. The results show a positive and strong relationship between KMC and OI, OI and IP, IP and OP. Also, there is no significant relationship between KMC and IP in the technology park. It can not make good use of the effects of OP in the relationship between KMC and IP. Therefore, KMC must be addressed for innovation to be effective in knowledge-based organizations. OI is also critical and decisive in new organizations and selective knowledge. Also, in new organizations, the OI approach is very effective and soft methods should be used more than before.