外文資料翻譯--運(yùn)用灰色關(guān)系分析選擇供營(yíng)商的聯(lián)合方法-其他專(zhuān)業(yè)-資料下載頁(yè)
2025-01-19 10:25本頁(yè)面
【導(dǎo)讀】析階層過(guò)程為評(píng)估和選擇供營(yíng)商開(kāi)發(fā)出一個(gè)新的模型。文章旨在展示該模型在實(shí)。地代表供營(yíng)商選擇決定，以及是否包括影響供營(yíng)商選擇的所有關(guān)鍵因素。管理是公司保持競(jìng)爭(zhēng)力的基石之一。供應(yīng)鏈?zhǔn)羌鲜龉δ苡谝惑w為這些組織活動(dòng)創(chuàng)造了一個(gè)一般計(jì)劃的戰(zhàn)略手段，該。購(gòu)買(mǎi)在多數(shù)生產(chǎn)組織中占據(jù)重要地位，因?yàn)橘?gòu)買(mǎi)的零件、組成部分及各種元。件一般能占最終產(chǎn)品總值的40-60%。的收益會(huì)比用于生產(chǎn)組織中的其他銷(xiāo)售區(qū)域的同等費(fèi)用降低對(duì)贏利的有更大的影響。供應(yīng)商的選擇旨在選出能夠持續(xù)滿(mǎn)足消費(fèi)者需求和成本合理的最具潛力的供營(yíng)商。這些標(biāo)準(zhǔn)和措施被用來(lái)考察所有被考慮的供營(yíng)商以。及反應(yīng)顧客的需要與它的供應(yīng)和技術(shù)戰(zhàn)略。采購(gòu)包含了購(gòu)買(mǎi)原材料、組織的組。第5部分是使用AHP和GRA提出的聯(lián)合方法。究做了全面回顧和調(diào)查。并且提出AHP作為一個(gè)多重標(biāo)準(zhǔn)決策制定工具的各種應(yīng)用領(lǐng)域。HandeldetAHP幫助下在他們的供應(yīng)商評(píng)估決定方面提出集成環(huán)境問(wèn)題。的概念通過(guò)把重量從AHP轉(zhuǎn)換成模糊的數(shù)字來(lái)實(shí)現(xiàn)。
【正文】 utes involved in the vendor selection have been chosen by conducting a survey. A questionnaire consisting of these factors was designed for the survey. A respondent to the survey is selected randomly from different functional areas of the Original Equipment Manufacturers pany who are directly involved with the materials supplied by the vendors. Based on the survey conducted, the major influencing attributes and subattributes involved in vendor selection are given in Table 1. It prises of four levels for selecting the best vendor. Level 1 represents the goal . selection of best vendor。 Level 2 represents the five attributes, Quality (Q), Delivery (D), Engineering/technical capability (E), Service (S) and Price (R)。 Level 3 represents 21 subattributes。 and Level 4 represents the number of vendors. 4. Solution Methodology In this work, the multi criteria decisionmaking tools such as AHP and GRA are adopted to solve the vendor selection problem after selecting attributes and subattributes. In the first part, the AHP approach is used, since it can bine both qualitative and quantitative criteria making it an appropriate approach for solving the current problem. GRA approach is used in the second part because the calculations involved are faster and simpler than in AHP. The overview of AHP and GRA approaches are discussed below. . Overview of AHP The AHP12 is a decision making approach designed to aid in the solution of plex multiple criteria problems in a number of application domains. This method has been found to be an effective and practical approach that can consider plex and unstructured decisions. The AHP is proposed in this research in order to handle both tangible and intangible factors and subfactors affecting vendor selection decisions. The selection of the methodology is based on the characteristics of the problem and the consideration of the advantages and drawbacks of other methodologies. The decisionmaker judges the importance of each criterion in pairwise parisons. The oute of AHP is a prioritized ranking or weighting of each decision alternative. The research in this paper has focused on formulating an AHP and GRAbased integrated approach to select a best vendor for the rubber manufacturing plant. Basically, there are three steps for considering decision problems by AHP: constructing hierarchies。 parative judgment。 and synthesis of priorities, described as follows. . Establishment of a structural hierarchy This step allows a plex decision to be structured into a hierarchy descending from an overall objective to various ?attributes?, ?subattributes?, and so on until the lowest level. The objective or the overall goal of the decision is represented at the top level of the hierarchy. The attributes and subattributes contributing to the decision are represented at the intermediate levels. Finally, the decision alternatives or selection choices are laid down at the last level of the hierarchy. According to Saaty,12 a hierarchy can be constructed by creative thinking, recollection and using people?s perspectives. He further notes that there is no set of procedures for generating the levels to be included in the hierarchy. Zahedi14 ments that the structure of the hierarchy depends upon the nature or type of managerial decision. Also, the number of the levels in a hierarchy depends on the plexity of the problem being analyzed and the degree of detail of the problem that an analyst requires to solve. As such, the hierarchical representation of a system may vary from one person to another.
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