Dirençli Tedarik Zinciri Yönetiminde Kritik Risk Faktörlerinin Swara Yöntemi İle Belirlenmesi

Öz

İnsanlık tarihinde ilk olarak fiziksel dağıtım şeklinde ortaya çıkan tedarik zinciri yönetimi günümüzde birçok faktörden etkilenen küresel bir sektör haline gelmiştir. Artık şirketler uluslararası alanda faaliyet gösterebilmekte, uluslararası tedarikçilerle iş birliği yapabilmektedir. Bu durum tedarik zincirlerinin doğru stratejilerle yürütülmediğinde dalgalanmalara ve kırılmalara yol açarak aksamalara neden olmaktadır. Dünya genelinde finansal krizler ve doğal afetlerle birlikte tedarik zincirlerinde sorunlar görülse de, bu sorunlar Covid 19 pandemisi döneminde zirve yapmıştır. Sadece ulusal firmalar değil küresel anlamda tüm firmalar tedarik sorunu yaşamış, büyük ölçekli firmalar bile faaliyet yürütemez bir hale gelmiştir. Tüm bu durumlar afet dönemleri karşısında tedarik zincirlerinin dirençli olması gerekliliğini ortaya koymuştur. Afet durumlarının zararlarının minimize edilmesi ve tedarik sorunları yaşamaması için tedarik zincirlerinin dirençli olması gerekmektedir. Covid 19 pandemisi ile beraber dirençli tedarik zincirleri ya da dayanıklı tedarik zincirleri üzerine çalışmalar yoğunlaşmış olsa da farklı yöntemler ve bakış açılarıyla literatürün zenginleştirilmesi gerekmektedir. Bu nedenle bu çalışma tasarlanmış ve çok kriterli karar verme yöntemlerinden SWARA yöntemleriyle dirençli tedarik zinciri yönetiminde önemli rol oynayan kritik risk faktörlerinin ve önem derecelerinin belirlenmesi amaçlanmıştır. Bu doğrultuda literatürde yapılan detaylı incelemeler sonucunda kritik risk faktörleri belirlenmiş, tedarik zinciri yönetiminde rol alan altı uzman tarafından ise karşılaştırılarak ağırlıklandırılmıştır. Yapılan analizler sonucunda kritik risk faktörleri belirlenerek, sıralanmış ve yöneticilerin hangi konulara öncelik vermesi gerektiği belirlenmiştir. Tedarik zinciri yönetiminde dirençliliği etkileyen söz konusu kritik risk faktörlerinin bilinmesi, işletme yöneticilerinin bunların farkına vararak organizasyonlarını dizayn etmelerinde ve dirençli bir yapı oluşturmaları bakımından önem arz etmektedir. Bu bakımdan çalışma sonuçları, tedarik zincirlerinin dirençlilik bakımından tasarlanmasına, işletmelerin kendilerini kontrol ederek süreçlerini iyileştirmelerine ve sektörel çalışanların dirençli tedarik zinciri algılarını belirlemelerine katkıda bulunacaktır.

Anahtar Kelimeler

• Dirençli Tedarik Zinciri Yönetimi
• Çok Kriterli Karar Verme
• SWARA

DETERMINING THE CRITICAL RISK FACTORS IN RESILIENT SUPPLY CHAIN MANAGEMENT WITH SWARA METHOD

Öz

The supply chain management, which first emerged in the history of mankind in the form of physical distribution, has become a global sector influenced by many factors. Nowadays, companies can operate internationally and cooperate with international suppliers. This situation causes disruptions by causing fluctuations and breakages when supply chains are not carried out with the right strategies. Although there are problems in supply chains worldwide with financial crises and natural disasters, these problems peaked during the Covid 19 pandemic. Not only national companies but also all companies globally have experienced supply problems, and even large-scale companies have become unable to operate. All these situations have revealed the need for supply chains to be resilient in the face of disaster periods. Supply chains need to be resilient in order to minimize the damages of disaster situations and avoid supply problems. Although studies on resilient supply chains or resilient supply chains have intensified with the Covid 19 pandemic, the literature needs to be enriched with different methods and perspectives. Accordingly, this study was designed and aimed to determine the critical risk factors and their importance levels that play an important role in resilient supply chain management with SWARA methods, one of the multi-criteria decision-making methods. In this respect, critical risk factors were identified as a result of detailed examinations in the literature, and they were compared and weighted by six experts involved in supply chain management. As a result of the analyses, critical risk factors were identified and ranked, and it was determined which issues should be prioritized by managers. It is important for business managers to be aware of these critical risk factors that affect resilience in supply chain management, to design their organizations by recognizing them and to create a resilient structure. The results of this study will contribute to the design of supply chains in terms of resilience, to improve the processes of businesses by controlling themselves and to determine the perceptions of sectoral employees about resilient supply chains.

Anahtar Kelimeler

• Resilient Supply Chain Management
• Multi-Criteria Decision Making
• SWARA

Kaynakça

1. "Baryannis G, Validi S, Dani S, Antoniou G (2019) Supply chain risk management and artifcial intelligence: state of the art and future research directions. Int J Prod Res 57(7):2179–2202"
2. "Blackhurst J, Craighead CW, Elkins D, Handfield RB (2005) An empirically derived agenda of critical research issues for managing supply-chain disruptions. Int J Prod Res 43(19):4067–4081"
3. "Bofelli A, Fratocchi L, Kalchschmidt M (2021) Doing the right thing or doing things right: what is better for a successful manufacturing reshoring? Oper Manag Res 1–16"
4. Albayrak, A. (2020). Müşteri Ilişkilerinin Müşteri Hizmet Seviyesine Etkileri (Master's thesis, Maltepe University (Turkey)).
5. Belhadi A, Kamble S, Jabbour CJC, Gunasekaran A, Ndubisi NO, Venkatesh M (2021) Manufacturing and service supply chain resilience to the COVID-19 outbreak: Lessons learned from the automobile and airline industries. Technol Forecast Soc Chang 163:120447
6. Blanchard, D. (2017) Tedarik Zinciri Yönetimi En İyi Uygulamalar. Tanyaş M, Düzgün M (Çev.). İstanbul: Nobel Yayın Dağıtım (s. 6-54)
7. Cai X, Chen J, Xiao Y, Xu X, Yu G (2013) Fresh-product supply chain management with logistics outsourcing. Omega 41(4):752–765 Carter CR (2000) Ethical issues in international buyer–supplier relationships: a dyadic examination. J Oper Manag 18(2):191–208
8. Chowdhury MMH, Quaddus MA (2015) A multiple objective optimization based QFD approach for efcient resilient strategies to mitigate supply chain vulnerabilities: The case of garment industry of Bangladesh. Omega 57:5–21

9. Christopher, M. ve Peck, H. (2004). International Journal of Logistics Management , Vol. 15, No. 2, pp1-13, 2004. 15(2), 1–13.
10. Das, D., Datta, A., Kumar, P., Kazancoglu, Y., & Ram, M. (2022). Building supply chain resilience in the era of COVID-19: An AHP-DEMATEL approach. Operations Management Research, 15(1), 249-267.
11. Day JM (2014) Fostering emergent resilience: the complex adaptive supply network of disaster relief. Int J Prod Res 52(7):1970–1988
12. Dube N, Van der Vaart T, Teunter RH, Van Wassenhove LN (2016) Host government impact on the logistics performance of international humanitarian organisations. J Oper Manag 47:44–57
13. Farahani RZ, Elahipanah M (2008) A genetic algorithm to optimize the total cost and service level for just-in-time distribution in a supply chain. Int J Prod Econ 111(2):229–243
14. Fiksel J, Croxton KL, Pettit TJ (2015) From risk to resilience: learning to deal with disruption. MIT Sloan Manag Rev 56(2):78–86
15. Goran S (2004) Key areas, causes and contingency planning of corporate vulnerability in supply chains: A qualitative approach. Int J Phys Distrib Logist Manag 34:728–748. https://doi.org/10.1108/ 09600030410567496
16. Guide VDR Jr, Jayaraman V, Linton JD (2003) Building contingency planning for closed-loop supply chains with product recovery. J Oper Manag 21(3):259–279
17. Gulledge T, Chavusholu T (2008) Automating the construction of supply chain key performance indicators. Ind Manag Data Syst 108:750–774.
18. Hugos MH (2002). Essentials of supply chain management. John Wiley & Sons.
19. Ivanov, D, Dolgui A (2020) Viability of intertwined supply networks: extending the supply chain resilience angles towards survivability. A position paper motivated by COVID-19 outbreak. Int J Prod Res 58(10):2904–2915
20. Jabbour CJC, de Sousa Jabbour ABL (2016) Green human resource management and green supply chain management: Linking two emerging agendas. J Clean Prod 112:1824–1833
21. Johnson N, Elliott D, Drake P (2013) Exploring the role of social capital in facilitating supply chain resilience. Supply Chain Management: an International Journal 18(3):324–336
22. Kayhan, R., & Arslan, F. M. (2024). TEDARİK ZİNCİRİ DİRENÇLİLİĞİNİN ŞİMDİSİ VE SONRASI: BİR BİBLİYOMETRİK ANALİZ. Pazarlama ve Pazarlama Araştırmaları Dergisi, 17(2), 369-416.
23. Keating B (2009) Managing ethics in the tourism supply chain: The case of Chinese travel to Australia. Int J Tour Res 11(4):403–408
24. Kelle P, Akbulut A (2005) The role of ERP tools in supply chain information sharing, cooperation, and cost optimization. Int J Prod Econ 93:41–52
25. Kristianto Y, Helo P, Jiao JR, Sandhu M (2012) Adaptive fuzzy vendor managed inventory control for mitigating the Bullwhip efect in supply chains. Eur J Oper Res 216(2):346–355
26. Kroes JR, Ghosh S (2010) Outsourcing congruence with competitive priorities: Impact on supply chain and frm performance. J Oper Manag 28(2):124–143
27. Lee HL, So KC, Tang CS (2000) The value of information sharing in a two-level supply chain. Manage Sci 46(5):626–643
28. Legg S, Hutter M (2007) Universal intelligence: A definition of machine intelligence. Mind Mach 17(4):391–444
29. Lengnick-Hall ML, Lengnick-Hall CA, Rigsbee CM (2013) Strategic human resource management and supply chain orientation. Hum Resour Manag Rev 23(4):366–377
30. Mani D, Barua A, Whinston A (2010) An Empirical Analysis of the Impact of Information Capabilities Design on Business Process Outsourcing Performance. MIS Q 34:39–62. https://doi.org/10. 2307/20721414
31. Pereira RC, Christopher M, Da Silva LA (2014) Achieving supply chain resilience: the role of procurement. Supply Chain Manag: Int J 19(5/6):626–642
32. Petersen KJ, Handfeld RB, Ragatz GL (2005) Supplier integration into new product development: coordinating product, process and supply chain design. J Oper Manag 23(3–4):371–388
33. Politis Y, Giovanis A, Binioris S (2014) Logistics service quality and its efects on customer satisfaction in the manufacturing companies’ supply chains. J Model Manag 9(2):215–237. https://doi.org/ 10.1108/jm2-05-2012-0016
34. Ponomarov SY, Holcomb MC (2009) Understanding the concept of supply chain resilience. Int J Logist Manag 20(1):124–143
35. Ragatz GL, Handfeld RB, Petersen KJ (2002) Benefts associated with supplier integration into new product development under conditions of technology uncertainty. J Bus Res 55(5):389–400
36. Rajesh R (2017) Technological capabilities and supply chain resilience of frms: A relational analysis using Total Interpretive Structural Modeling (TISM). Technol Forecast Soc Chang 118:161–169
37. Sabri EH & Beamon BM (2000). A multi-objective approach to simultaneous strategic and operational planning in supply chain design. Omega, 28(5), 581-598.
38. Seth N, Deshmukh SG, Vrat P (2006) A framework for measurement of quality of service in supply chains. Supply Chain Management: an International Journal 11(1):82–94. https://doi.org/10. 1108/13598540610642501
39. Seville E, Opstal VD, Vargo J (2015) A Primer in resiliency: seven principles for managing the unexpected. Glob Bus Organ Excell 34(3):6–18
40. Simangunsong E, Hendry LC, Stevenson M (2016) Managing supply chain uncertainty with emerging ethical issues. Int J Oper Prod Manag 36(10):1272–1307. https://doi.org/10.1108/ IJOPM-12-2014-0599
41. Skipper J, Hanna J, Cegielski C (2009) Supply Chain Contingency Planning and Firm Adoption: An Initial Look at Diferentiating the Innovators. Transp J 48(2):40–62
42. Talluri S, Narasimhan R (2004) A methodology for strategic sourcing. Eur J Oper Res 154(1):236 Vanpoucke E, Ellis S (2019) Building supply-side resilience – a behavioural view. Int J Oper Prod Manag 40(1):11–33
43. Yu W, Jacobs MA, Salisbury WD, Enns H (2013) The efects of supply chain integration on customer satisfaction and fnancial performance: An organizational learning perspective. Int J Prod Econ 146(1):346–358
44. Yurdoğlu, H., & Kundakcı, N. (2017). SWARA ve WASPAS yöntemleri ile sunucu seçimi. Balıkesir Üniversitesi Sosyal Bilimler Enstitüsü Dergisi, 20(38), 253-270.