supply chain management
Akbar Rahimi; Alireza Boshehri; Arash Jafarian
Abstract
The oppressive sanctions of the superpowers in the supply of our country's military equipment, as well as the use of a significant number of helicopters with military and civilian applications (including transportation, rescue, agriculture, fire, crisis management, etc.), in the country, The importance ...
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The oppressive sanctions of the superpowers in the supply of our country's military equipment, as well as the use of a significant number of helicopters with military and civilian applications (including transportation, rescue, agriculture, fire, crisis management, etc.), in the country, The importance of Iran Helicopter Support and Renovation Company (Panha) has doubled and the functional diversity of these helicopters has made it necessary for the company to move towards design and construction. Given the company's mission and existing constraints, including sanctions, effective supply chain management is a key factor in its success. Disruptions as a result of unexpected events are an integral part of the company's supply chain, and applying the supply chain resilience approach to deal with these unexpected events, rapid recovery and return to normal (before the event), as the only A company providing support and modernization services for helicopters in Iran is essential.The purpose of this research is to develop a supply chain resilience model for Panha Company. First, the supply chain resilience practices are identified, then, according to the necessity of the applicability of the final model, practices is categorized in the form of a two-dimensional matrix of importance - feasibility. Also, using fuzzy Delphi method, the most important practices and performance measures related to Penha Company were extracted. Finally, using interpretive structural modeling, a model is presented that shows the relationships between important and feasible practices of the company's supply chain resilience.
Adel Azar; Ali rajabzadeh ghatromi; Atieh akhavan
Abstract
Measuring sustainable production indicators is becoming an important environmental activity due to government directives and increasing awareness among the people to protect the environment and reduce waste. Sustainable production indicators can be used to evaluate the effect of different production ...
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Measuring sustainable production indicators is becoming an important environmental activity due to government directives and increasing awareness among the people to protect the environment and reduce waste. Sustainable production indicators can be used to evaluate the effect of different production and management activities and as a result, a reliable mechanism will be created for monitoring sustainable production performance in achieving company's sustainability. The purpose of this paper is to enhance the level of sustainability in Isfahan oil refinery through identifying sustainable production indicators and determining the relationships between them in order to develop sustainable production model and also determining the indicators effects intensity on each other. After reviewing related literature and interviewing with experts, 12 sustainable production indicators in the refinery are identified. Then, using ISM technique relationship between indicators are determined. Also we used fuzzy DEMATEL to determine the intensities of relationships. The results show that implementation of supervision and control, resources with high productivity, technology with high productivity, and optimizing the production schedule to improve productivity are the main indicators in achieving sustainable production in the refinery
Mohammad Valipour Khatir; Zeinolabedin Akbarzadeh
Abstract
Manufacturing strategies as the most common internal controllable capability of companies, play a key role in achieving sustainable competitive advantage. The identification and development of these strategies requires a clear understanding of their role in gaining competitive advantage and their mutual ...
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Manufacturing strategies as the most common internal controllable capability of companies, play a key role in achieving sustainable competitive advantage. The identification and development of these strategies requires a clear understanding of their role in gaining competitive advantage and their mutual effects on each other. In this regard, this paper has presented practical approach to evaluate manufacturing strategies using fuzzy Quality Function Deployment (QFD) and Interpretive Structure Modeling (ISM) techniques. The results of fuzzy QFD show that the studied company has suitable situation in competitive factors contains facilities for sale, the product variety and production technology, while the cost and delivery speed are not desirable. In the following, the ISM technique was used to prioritize the resource allocation in manufacturing strategies; the findings show that human resource empowerment has the highest implementation priority in the Foladin Zob Amol (FZA) company
Ali Atashsooz; Kamran Feizi; Abolfazl Kazazi; Laya Olfat
Abstract
In a complex and volatile environment of the supply chain, any attempt to reduce the risks may increase or decrease other risks; thus, achieving an overall picture of the risks of supply chain and relationships between them are necessary and will lead to more effective and comprehensive strategy to response ...
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In a complex and volatile environment of the supply chain, any attempt to reduce the risks may increase or decrease other risks; thus, achieving an overall picture of the risks of supply chain and relationships between them are necessary and will lead to more effective and comprehensive strategy to response to risks. The purpose of this paper is identifying and extracting the potential risks of supply chain using interpretive structural modeling (ISM) approach. In order to do that, first an in-depth litreture review has done and Delphi method with content validity has used, and then, the ISM model, representing the structure of risks relationship has extract. The results show that the external environment supply chain risks (natural risks, political/social, policy and macroeconomic), at a low levels of the model, have the most impact on other risks and are as a emerging and or increasing factor for industrial environment (market and product competition; market inputs, communications and collaboration) and organizational environment risks (operational, financial, strategic, commitment and organizational culture and employee).
