Savunma Sanayindeki Bir İşletmede Tedarik Zinciri Risk Azaltma Stratejilerinin Bulanık DEMATEL Yöntemiyle Analizi

Yıl 2020, Cilt: 8 Sayı: 3, 2005 - 2028, 31.07.2020

Sinan Çıkmak Asuman Üstündağ Mustafa Cahit Ungan

https://doi.org/10.29130/dubited.730052

Cited By: 2

Öz

Belirsizliğin yüksek olduğu günümüz iş dünyasında işletmeler tedarik zincirlerindeki riskleri azaltmak için doğru stratejiler kullanmalıdırlar. İşletmelerin kendileri için uygun olan stratejileri seçerken bu stratejilerin birbirlerine olan etkilerini de göz önünde bulundurmaları gerekmektedir. Bu çalışmanın amacı Türk savunma sanayinde en yaygın olarak kullanılan risk azaltma stratejilerini ve bunların arasındaki nedensellik ilişkilerini tespit etmektir. Savunma sanayinde faaliyet gösteren bir işletmeden toplanan veriler bulanık DEMATEL yöntemi kullanılarak analiz edilmiştir. Karşılıklı ilişki ve bağımlılıkların analiz edilmesinde en uygun yöntem olması nedeniyle DEMATEL tercih edilmiştir. Ayrıca uzman yargılarının sayısal değerlere dönüştürülebilmesi amacıyla bulanık teoriden faydalanılmıştır. Elde edilen sonuçlar sırasıyla en önemli risk azaltma stratejilerinin çeviklik, iş birliği, risk paylaşımı, tedarikçi seçme ve geliştirme olduğunu göstermiştir. Diğer stratejileri en fazla etkileyen stratejilerin ise standartlaştırma/ortak parça kullanımı, doğru talep tahmini ve bilgi paylaşımı olduğu görülmektedir. Diğer stratejilerden en fazla etkilenen stratejilerin ise sırasıyla stok bulundurma, çeviklik, risk paylaşımı ve esnek taşımacılık olduğu bulunmuştur. Savunma sanayisinin hassas üretim teknikleri kullanıyor olması, özel kalite standartlarına gereksinim duyması ve çok sayıda alt parçadan oluşan karmaşık ürün yapıları tedarik zincircilerinin risklere karşı hassasiyetini arttırmaktadır. Bu nedenle savunma sanayisindeki işletmelerin uygun risk azaltma stratejilerini belirlemesi önem taşımaktadır. Bu çalışma için yapılan bir literatür taraması savunma sanayi tedarik zincirinde risk azaltma stratejileri ile ilgili bir çalışmanın bulunmadığını göstermiştir. Bu nedenle bu çalışmanın literatüre önemli bir katkı sağlayacağı düşünülmektedir. Ayrıca, çalışmanın sonuçlarının uygulamacılara daha doğru kararlar vermede yardımcı olacağı umulmaktadır.

Anahtar Kelimeler

Tedarik Zinciri Risk Yönetimi, Risk Azaltma Stratejileri, Bulanık DEMATEL

Analysis of Supply Chain Risk Mitigation Strategies in a Defense Industry Company Using Fuzzy DEMATEL Method

Öz

In today's uncertain business environments, companies use various strategies to mitigate risks in their supply chains. To identify the appropriate strategies, businesses need to take interrelationships among the risk mitigation strategies into account. The aim of this study is two-fold. Firstly, it attempts to identify the most commonly used risk mitigation strategies in the Turkish defense industry. Secondly, it purports to explore the causal relationships among the strategies. Data collected from a company operating in the defense industry were analyzed using the fuzzy DEMATEL method. DEMATEL was used in the study since it is the most suitable method for analyzing mutual relationships among supply chain risks. Also, the fuzzy theory was used to transform expert judgments into numerical values. The results showed that the most important risk mitigation strategies are agility, collaboration, risk sharing, supplier selection, and development, respectively. The most influential strategies are found to be standardization/part commonality, accurate demand forecasting, and information sharing. On the other hand, inventory holding, agility, risk-sharing, and flexible transportation are affected the most by the other strategies. The defense industry’s sensitive production techniques, strict quality standards, and complex product structures consisting of many subcomponents increase the vulnerability of its supply chains against risks. A literature review for this study showed that there is no study on risk mitigation strategies in the defense supply chain. Therefore, it is considered that this study will make an important contribution to the literature. Also, the findings will guide practitioners to make more sound decisions.

Anahtar Kelimeler

Fuzzy DEMATEL, Risk Mitigation Strategies, Supply Chain Risk Management

Kaynakça

• [1] C. S. Tang, “Perspectives in supply chain risk management,” International Journal of Production Economics, vol. 103, no. 2, pp. 451–488, 2006.
• [2] P. S. Ceryno, L. F. Scavarda, ve K. Klingebiel, “Supply chain risk: Empirical research in the automotive industry,” Journal of Risk Research, vol. 18, no. 9, pp. 1145–1164, 2015.
• [3] J. H. Thun and D. Hoenig, “An empirical analysis of supply chain risk management in the German automotive industry,” International Journal of Production Economics, vol. 131, no. 1, pp. 242–249, 2011.
• [4] A. Wieland and C. Marcus Wallenburg, “Dealing with supply chain risks: Linking risk management practices and strategies to performance,” International Journal of Physical Distribution and Logistics Management, vol. 42, no. 10, pp. 887–905, 2012.
• [5] W. Ho, T. Zheng, H. Yildiz, and S. Talluri, “Supply chain risk management: A literature review,” International Journal of Production Research, vol. 53, no. 16, pp. 5031–5069, 2015.
• [6] J. Hallikas, I. Karvonen, U. Pulkkinen, V. M. Virolainen, and M. Tuominen, “Risk management processes in supplier networks,” International Journal of Production Economics, vol. 90, no. 1, pp. 47–58, 2004.
• [7] G. Tuncel and G. Alpan, “Risk assessment and management for supply chain networks: A case study,” Computers in Industry, vol. 61, no. 3, pp. 250–259, 2010.
• [8] B. Tomlin, “On the value of mitigation and contingency strategies for managing supply chain disruption risks,” Management Science, vol. 52, no. 5, pp. 639–657, 2006.
• [9] D. Kern, R. Moser, E. Hartmann, and M. Moder, “Supply risk management: Model development and empirical analysis,” International Journal of Physical Distribution & Logistics Management, vol. 42, no. 1, pp. 60–82, 2012.
• [10] R. Rajesh, V. Ravi, and R. Venkata Rao, “Selection of risk mitigation strategy in electronic supply chains using grey theory and digraph-matrix approaches,” International Journal of Production Research, vol. 53, no. 1, pp. 238–257, 2015.
• [11] R. C. Banlaoi, “Globalization’s impact on defence industry in Southeast Asia,” in Globalization and Defence in the Asia-Pacific, New York, USA: Routledge, 2009, pp. 194–218.
• [12] Y. Küçükseyhan, “Türkiye savunma sanayi sektör raporu,” Türkiye Odalar ve Borsalar Birliği Savunma Sanayi Sektör Meclisi, Türkiye, 2017.
• [13] A. Rahimi, A. Raad, A. Alem Tabriz, and A. Motameni, “Providing an interpretive structural model of agile supply chain practices,” Journal of Modelling in Management, vol. 15, no. 21, pp. 661–684, 2019.
• [14] M. Essig, S. Tandler and M. Scheckenhofer, “Defence supply chain management: Conceptual framework and first empirical findings,” in Public Procurement Proceedings of the International Public Procurement Conference (IPPC), 2010, pp. 1-31.
• [15] N. Perlekar and J. J. Thakkar, “Risk management framework for outsourcing in the defence sector: A case from India,” International Journal of Production Research, vol. 57, no. 18, pp. 5892-5919, 2019.
• [16] S. Maiti. (2018, February 20). Supply Chain Management in Aerospace and Defense [Online]. Available: https://www.ey.com/Publication/vwLUAssets/ey-ad-edge-supply-chain-management-in-aerospace-and-defense/$File/ey-ad-edge-supply-chain-management-in-aerospace-and-defense.pdf
• [17] W. Chang, A. E. Ellinger, and J. Blackhurst, “A contextual approach to supply chain risk mitigation,” International Journal of Logistics Management, vol. 26, no. 3, pp. 642–656, 2015.
• [18] Y. Fan and M. Stevenson, “A review of supply chain risk management: definition, theory, and research agenda,” International Journal of Physical Distribution & Logistics Management, vol. 48, no. 3, pp. 205–230, 2018.
• [19] S. Chopra and M. M. S. Sodhi, “Managing risk to avoid: Supply-chain breakdown,” MIT Sloan Management Review, vol. 46, no. 1, pp. 52-61, 2004.
• [20] U. Jüttner, H. Peck, and M. Christopher, “Supply chain risk management: outlining an agenda for future research,” International Journal of Logistics Research and Applications, vol. 6, no. 4, pp. 197–210, 2003.
• [21] C. S. Tang, “Robust strategies for mitigating supply chain disruptions,” International Journal of Logistics Research and Applications, vol. 9, no. 1, pp. 33–45, 2006.
• [22] I. Manuj and J. T. Mentzer, “Global supply chain risk management,” Journal of Business Logistics, vol. 29, no. 1, pp. 133–155, 2008.
• [23] R. Rajesh and V. Ravi, “Modeling enablers of supply chain risk mitigation in electronic supply chains: A grey-DEMATEL approach,” Computers and Industrial Engineering, vol. 87, pp. 126–139, 2015.
• [24] S. Li, S. S. Rao, T. S. Ragu-Nathan, and B. Ragu-Nathan, “Development and validation of a measurement ınstrument for studying supply chain management practices,” Journal of Operations Management, vol. 23, no. 6, pp. 618–641, 2005.
• [25] K. Park, “Flexible and redundant supply chain practices to build strategic supply chain resilience: Contingent and resource-based perspectives,” Ph.D. dissertation, Manufacturing and Technology Management, University of Toledo, Ohio, ABD, 2011.
• [26] A. S. Kohli and J. B. Jensen, “Assessing effectiveness of supply chain collaboration: An empirical study,” Supply Chain Forum: An International Journal, vol. 11, no. 2, pp. 2–16, 2010.
• [27] G. Li, H. Fan, P. K. C. Lee, and T. C. E. Cheng, “Joint supply chain risk management: An agency and collaboration perspective,” International Journal of Production Economics, vol. 164, pp. 83–94, 2015.
• [28] M. M. Naim, A. T. Potter, R. J. Mason, and N. Bateman, “The role of transport flexibility in logistics provision,” International Journal of Logistics Management, vol. 17, no. 3, pp. 297–311, 2006.
• [29] I. N. Pujawan, “Assessing supply chain flexibility: A conceptual framework and case study,” International Journal of Integrated Supply Management, vol. 1, no. 1, pp. 79–97, 2004.
• [30] E. M. Tachizawa and C. Gimenez, “Assessing the effectiveness of supply flexibility sources: An empirical research,” International Journal of Production Research, vol. 47, no. 20, pp. 5791–5809, 2009.
• [31] T. M. Simatupang and R. Sridharan, “An integrative framework for supply chain collaboration,” International Journal of Logistics Management, vol. 16, no. 2, pp. 257–274, 2005.
• [32] M. Cao, M. A. Vonderembse, Q. Zhang, and T. S. Ragu-Nathan, “Supply chain collaboration: Conceptualisation and instrument development,” International Journal of Production Research, vol. 48, no. 22, pp. 6613–6635, 2010.
• [33] J. Chen, A. S. Sohal, and D. I. Prajogo, “Supply chain operational risk mitigation: A collaborative approach,” International Journal of Production Research, vol. 51, no. 7, pp. 2186–2199, 2013.
• [34] A. Ç. Buran, “Tedarik zinciri risklerinin azaltılmasında işbirliği yaklaşımı: Üretim işletmelerinde bir araştırma,” Doktora tezi, İşletme Bölümü, Dumlupınar Üniversitesi, Kütahya, Türkiye, 2016.
• [35] B. Baud-Lavigne, B. Agard, and B. Penz, “Mutual impacts of product standardization and supply chain design,” International Journal of Production Economics, vol. 135, no. 1, pp. 50–60, 2012.
• [36] N. Sharma, B. S. Sahay, R. Shankar, and P. R. S. Sarma, “Supply chain agility: Review, classification and synthesis,” International Journal of Logistics Research and Applications, vol. 20, no. 6, pp. 532–559, 2017.
• [37] X. li, C. Chung, T. J. Goldsby, and C. W. Holsapple, “A unified model of supply chain agility: The work-design perspective,” International Journal of Logistics Management, vol. 19, no. 3, pp. 408–435, 2008.
• [38] M. J. Braunscheidel and N. C. Suresh, “The organizational antecedents of a firm’s supply chain agility for risk mitigation and response,” Journal of Operations Management, vol. 27, no. 2, pp. 119–140, 2009.
• [39] M. Bruce, L. Daly, and N. Towers, “Lean or agile: A solution for supply chain management in the textiles and clothing industry ?,” International Journal of Operations and Production Management, vol. 24, no. 1–2, pp. 151–170, 2004.
• [40] G. L. Schlegel and R. J. Trent, Supply Chain Risk Management: An Emerging Discipline, 1st ed., Boca Raton, USA: CRC Press, 2015.
• [41] Y. Fang and B. Shou, “Managing supply uncertainty under supply chain cournot competition,” European Journal of Operational Research, vol. 243, no. 1, pp. 156–176, 2015.
• [42] A. Ghadge, S. Dani, R. Ojha, and N. Caldwell, “Using risk sharing contracts for supply chain risk mitigation: A buyer-supplier power and dependence perspective,” Computers and Industrial Engineering, vol. 103, pp. 262–270, 2017.
• [43] S. Hosseini and K. Barker, “A Bayesian Network Model For resilience-based supplier selection,” International Journal of Production Economics, vol. 180, pp. 68–87, 2016.
• [44] C. Y. Chiang, C. Kocabasoglu-Hillmer, and N. Suresh, “An empirical investigation of the impact of strategic sourcing and flexibility on firm’s supply chain agility,” International Journal of Operations and Production Management, vol. 32, no. 1, pp. 49–78, 2012.
• [45] A. Golmohammadi and E. Hassini, “Investment strategies in supplier development under capacity and demand uncertainty,” Decision Sciences, 2020, doi: doi.org/10.1111/deci.12419.
• [46] T. M. Simatupang and R. Sridharan, “The collaborative supply chain,” International Journal of Logistics Management, vol. 13, no. 1, pp. 15–30, 2002.
• [47] H. L. Lee, V. Padmanabhan, and S. Whang, “Information distortion in a supply chain: The bullwhip effect,” Management Science, vol. 50, no. 12, pp. 1875–1886, 2004.
• [48] I. Kilubi, “The strategies of supply chain risk management – a synthesis and classification,” International Journal of Logistics Research and Applications, vol. 19, no. 6, pp. 604–629, 2016.
• [49] S. Talluri, T. J. Kull, H. Yildiz, and J. Yoon, “Assessing the efficiency of risk mitigation strategies in supply chains,” Journal of Business Logistics, vol. 34, no. 4, pp. 253–269, 2013.
• [50] L. Liu, S. Li, and Y. Wu, “Supply chain risk management in chinese chemical industry based on stochastic chance-constrained programming model,” Applied Mathematics and Information Sciences, vol. 8, no. 3, pp. 1201–1206, 2014.
• [51] S. K. Sharma and A. Bhat, “Supply chain risks: Development of model and empirical evidence,” International Journal of Applied Management Science, vol. 6, no. 1, pp. 45–64, 2014.
• [52] F. Aqlan and S. S. Lam, “Supply chain risk modelling and mitigation,” International Journal of Production Research, vol. 53, no. 18, pp. 5640–5656, 2015.
• [53] A. Qazi, J. Quigley, A. Dickson, B. Gaudenzi, and Ş. Ö. Ekici, “Cost and benefit analysis of supplier risk mitigation in an aerospace supply chain,” in International Conference on Industrial Engineering and Systems Management (IESM), Seville, Spain, 2015, pp. 850–857.
• [54] T. J. Kull and S. Talluri, “A supply risk reduction model using integrated multicriteria decision making,” IEEE Transactions on Engineering Management, vol. 55, no. 3, pp. 409–419, 2008.
• [55] M. D. Sherwin, H. R. Medal, C. A. MacKenzie, and K. J. Brown, “Identifying and mitigating supply chain risks using fault tree optimization,” IISE Transactions, vol. 52, no. 2, pp. 236–254, 2020.
• [56] C. Tang and B. Tomlin, “The power of flexibility for mitigating supply chain risks,” International Journal of Production Economics, vol. 116, no. 1, pp. 12–27, 2008.
• [57] M. M. H. Chowdhury and M. A. Quaddus, “A multiple objective optimization based QFD approach for efficient resilient strategies to mitigate supply chain vulnerabilities: The case of garment industry of Bangladesh,” Omega, vol. 57, pp. 5–21, 2015.
• [58] A. Gabus and E. Fontela, “World problems, an invitation to further thought within the framework of DEMATEL,” Battelle Geneva Research Centre, 1972.
• [59] W. W. Wu and Y. T. Lee, “Developing global managers’ competencies using the fuzzy DEMATEL method,” Expert Systems with Applications, vol. 32, no. 2, pp. 499–507, 2007.
• [60] C. W. Hsu, T. C. Kuo, S. H. Chen, and A. H. Hu, “Using DEMATEL to develop a carbon management model of supplier selection in green supply chain management,” Journal of Cleaner Production, vol. 56, pp. 164–172, 2013.
• [61] R. J. Lin, “Using Fuzzy DEMATEL to evaluate the green supply chain management practices,” Journal of Cleaner Production, vol. 40, pp. 32–39, 2013.
• [62] G. H. Tzeng, C. H. Chiang, and C. W. Li, “Evaluating intertwined effects in e-learning programs: A novel hybrid mcdm model based on factor analysis and DEMATEL,” Expert Systems with Applications, vol. 32, no. 4, pp. 1028–1044, 2007.
• [63] M.-L. Tseng, Yuan, H. Lin, M.-L. Tseng, and Y. H. Lin, “Application of fuzzy DEMATEL to develop a cause and effect model of municipal solid waste management in metro manila,” Environmental Monitoring and Assessment, vol. 158, pp. 519–533, 2009.
• [64] K. Govindan and A. Chaudhuri, “Interrelationships of risks faced by third party logistics service providers: A DEMATEL based approach,” Transportation Research Part E: Logistics and Transportation Review, vol. 90, pp. 177–195, 2016.
• [65] S. Chirra and D. Kumar, “Evaluation of supply chain flexibility in automobile industry with fuzzy DEMATEL approach,” Global Journal of Flexible Systems Management, vol. 19, no. 4, pp. 305–319, 2018.
• [66] C. J. Lin and W. W. Wu, “A causal analytical method for group decision-making under fuzzy environment,” Expert Systems with Applications, vol. 34, no. 1, pp. 205–213, 2008.
• [67] B. Chang, C. W. Chang, and C. H. Wu, “Fuzzy DEMATEL method for developing supplier selection criteria,” Expert Systems with Applications, vol. 38, no. 3, pp. 1850–1858, 2011.
• [68] Q. Zhou, W. Huang, and Y. Zhang, “Identifying critical success factors in emergency management using a fuzzy DEMATEL method,” Safety Science, vol. 49, no. 2, pp. 243–252, 2011.
• [69] W. W. Wu, “Segmenting critical factors for successful knowledge management implementation using the fuzzy DEMATEL method,” Applied Soft Computing Journal, vol. 12, no. 1, pp. 527–535, 2012.
• [70] S. Altuntas, H. Selim, and T. Dereli, “A fuzzy DEMATEL-based solution approach for facility layout problem: A case study,” International Journal of Advanced Manufacturing Technology, vol. 73, no. 5–8, pp. 749–771, 2014.
• [71] S. Routroy and C. V. Sunil Kumar, “Analyzing supplier development program enablers using fuzzy DEMATEL,” Measuring Business Excellence, vol. 18, no. 4, pp. 1–26, 2014.
• [72] S. Luthra, K. Govindan, R. K. Kharb, and S. K. Mangla, “Evaluating the enablers in solar power developments in the current scenario using fuzzy DEMATEL: An Indian perspective,” Renewable and Sustainable Energy Reviews, vol. 63, pp. 379–397, 2016.
• [73] M. Tyagi, P. Kumar, and D. Kumar, “Assessment of critical enablers for flexible supply chain performance measurement system using fuzzy DEMATEL approach,” Global Journal of Flexible Systems Management, vol. 16, no. 2, pp. 115–132, 2015.
• [74] Ü. Özdemir, “Investigation of occupational accidents occurred in ports by using fuzzy DEMATEL and fuzzy TOPSIS methods,” Journal of ETA Maritime Science, vol. 4, no. 3, pp. 235–247, 2016.
• [75] J. Gopal, A. K. Sangaiah, A. Basu, and X. Z. Gao, “Integration of fuzzy DEMATEL and FMCDM approach for evaluating knowledge transfer effectiveness with reference to GSD project outcome,” International Journal of Machine Learning and Cybernetics, vol. 9, no. 2, pp. 225–241, 2018.
• [76] H. Chen-Yi, C. Ke-Ting, and T. Gwo-Hshiung, “FMCDM with fuzzy DEMATEL approach for Customers’ Choice behavior model”. International Journal of Fuzzy Systems, vol. 9, no. 4, pp. 236-246, 2007.
• [77] A. Özdemir and F. Tüysüz, “An integrated fuzzy DEMATEL and fuzzy ANP based balanced scorecard approach: Application in Turkish Higher Education Institutions,” Journal of Multiple-Valued Logic and Soft Computing, vol. 28, no. 2-3, pp. 251-287, 2017.
• [78] S. K. Mangla, S. Luthra, S. K. Jakhar, M. Tyagi, and B. E. Narkhede, “Benchmarking the logistics management implementation using delphi and fuzzy DEMATEL,” Benchmarking: An International Journal, vol. 25, no. 6, pp. 1795–1828, 2018.
• [79] A. Baykasoǧlu, V. Kaplanoglu, Z. D. U. Durmuşoglu, and C. Şahin, “Integrating fuzzy DEMATEL and fuzzy hierarchical TOPSIS methods for truck selection,” Expert Systems with Applications, vol. 40, no. 3, pp. 899–907, 2013.
• [80] S. Opricovic and G. H. Tzeng, “Defuzzification within a multicriteria decision model,” International Journal of Uncertainty, Fuzziness and Knowledge-Based Systems, vol. 11, no. 5, pp. 635–652, 2003.
• [81] D. Y. Öksüz ve Z. Öztürk, “Türkiye’de savunma sanayinin sanayi sektörünün gelişim sürecindeki rolü,” Dünden Bugüne Ekonomi Yazıları II, 1. baskı, A. Orhan, M. R. İnce, ve S. Demir, Ed., Kocaeli, Türkiye: Umuttepe Yayınları, 2019.
• [82] D. M. Gligor, M. C. Holcomb, and T. P. Stank, “A multidisciplinary approach to supply chain agility: Conceptualization and scale development,” Journal of Business Logistics, vol. 34, no. 2, pp. 94–108, 2013.
• [83] O. Khan and Y. C. Greaves, “Mitigating supply chain risk through ımproved agility: Lessons from a UK retailer,” International Journal of Agile Systems and Management, vol. 3, no. 3–4, pp. 263–281, 2008.
• [84] S. Dani and R. Ranganathan, “Agility and supply chain uncertainty: A scenario planning perspective,” International Journal of Agile Systems and Management, vol. 3, no. 3–4, pp. 178–191, 2008.
• [85] A. Lockamy and K. McCormack, “Examining operational risks in supply chains,” Supply Chain Forum: An International Journal, vol. 10, no. 1, pp. 2–14, 2009.
• [86] O. Lavastre, A. Gunasekaran, and A. Spalanzani, “Supply chain risk management in French companies,” Decision Support Systems, vol. 52, no. 4, pp. 828–838, 2012.
• [87] A. Ghadge, S. Dani, R. Ojha and N. Caldwell, “Using risk sharing contracts for supply chain risk mitigation: A buyer-supplier power and dependence perspective,” Computers and Industrial Engineering, vol. 103, pp. 262–270, 2017.
• [88] D. Pramanik, S.C. Mondal and A. Haldar, “Resilient supplier selection to mitigate uncertainty: Soft-computing approach,” Journal of Modelling in Management, 2020, doi: 10.1108/JM2-01-2019-0027.
• [89] H. M. Alzoubi and R. Yanamandra, “Investigating the mediating role of ınformation sharing strategy on agile supply chain,” Uncertain Supply Chain Management, vol. 8, no. 2, pp. 273–284, 2020.
• [90] T. Wakolbinger and J. M. Cruz, “Supply chain disruption risk management through strategic information acquisition and sharing and risk-sharing contracts,” International Journal of Production Research, vol. 49, no. 13, pp. 4063–4084, 2011.