Analytic Hierarchy Process (AHP) for Supply Chain 4.0 Risks Management

Zekhnini, Kamar; Cherrafi, Anass; Bouhaddou, Imane; Benghabrit, Youssef

doi:10.1007/978-3-030-51186-9_7

Cited by 19 publications

(12 citation statements)

References 26 publications

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“…The AHP method, introduced by Saaty (1980), is widely used as a multi-criteria decision-making method in a range of decisions and applications (Improta et al 2019;Zekhnini et al 2020;Saaty 1980). This approach has advantages because it is simple to use and can incorporate the opinions of numerous experts and decision makers (Wong and Li 2008;Baffoe 2019).…”

Section: Analytic Hierarchy Process (Ahp)mentioning

confidence: 99%

“…AHP is used in several stages (Improta et al 2019;Zekhnini et al 2020, Baffoe 2019Lin and Wu 2008;Albayrak and Erensal 2004;Nasiri et al 2020;Tu et al 2020). ( 1) Creation of a hierarchy model, (2) creation of a pairwise comparison matrix, (3) calculation of priority and eigen value, and (4) verification of the pairwise comparison's consistency.…”

Section: Analytic Hierarchy Process (Ahp)mentioning

confidence: 99%

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Health Services and Patient Satisfaction in IRAN during the COVID-19 Pandemic: A Methodology Based on Analytic Hierarchy Process and Artificial Neural Network

Khansari

Arbabi

Jamshidi

et al. 2022

JRFM

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The aim of this study is to identify and classify the most important factors affecting patient satisfaction in the COVID-19 pandemic crisis considering economic effects. This is an analytical study using the analytic hierarchy process (AHP) method and ANN-MLP (Artificial neural network based on multilayer perceptron model as a supervised learning algorithm) as an innovative methodology. The questionnaire was completed by 72 healthcare experts (N = 72). The inter-class correlation (ICC) coefficient value was confirmed in terms of consistency to determine sampling reliability. The findings show that interpersonal care and organizational characteristics have the greatest and least influence, respectively. Furthermore, the observations confirm that the highest and lowest effective sub-criteria, respectively, are patient safety climate and accessibility. Based on the study’s objective and general context, it can be claimed that private hospitals outperformed public hospitals in terms of patient satisfaction during the COVID-19 pandemic. Focusing on performance sensitivity analysis shows that, among the proposed criteria to achieve the study objective, the physical environment criterion had the highest difference in private and public hospitals, followed by the interpersonal care criterion. Furthermore, we used a multilayer perceptron algorithm to assess the accuracy of the model and distinguish private and public hospitals as a novelty approach. Overfitting results in finding an MLP model which is reliable, and the accuracy of the model is acceptable.

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Section: Analytic Hierarchy Process (Ahp)mentioning

confidence: 99%

Section: Analytic Hierarchy Process (Ahp)mentioning

confidence: 99%

Health Services and Patient Satisfaction in IRAN during the COVID-19 Pandemic: A Methodology Based on Analytic Hierarchy Process and Artificial Neural Network

Khansari

Arbabi

Jamshidi

et al. 2022

JRFM

View full text Add to dashboard Cite

show abstract

“…When the relevant literature is examined, it can be seen that AHP method was used in similar studies. For example, Zekhnini et al (2020) investigated key supply chains 4.0 risks and examined the relationship between them. Also, Gupta et al (2021) determined important factors for manpower readiness for digitization of logistics operations.…”

Section: Business Andmentioning

confidence: 99%

Prioritizing the Digitalization Barriers: An AHP Application in the Turkish Logistics Industry

Durgut¹,

Ayaz²,

Kasapoğlu³

2022

berj

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“…Consumers, governments and managers throughout the world are pressuring businesses to manage their operations’ responsibly to enhance their sustainable performance. In this regard, Industry 4.0 (I4.0) technologies and circular economy (CE) have been recognized as powerful parts of the sustainability and resilience response, assisting firms in becoming more viable (Zekhnini et al ., 2020a, b). Circular digital supply chain (CDSC) management is defined as “the coordinated forward and reverse supply chains via purposeful business ecosystem integration for value creation from products/services, by-products, and useful waste flows through prolonged life cycles that improve the economic social and environmental sustainability of the organization while integrating different enabling technologies” (Chaouni Benabdellah et al.…”

Section: Introductionmentioning

confidence: 99%

“…Digitalization, globalization and natural disasters have all impacted most industrial sectors in recent years (Zekhnini et al ., 2020a, b). Consumers, governments and managers throughout the world are pressuring businesses to manage their operations’ responsibly to enhance their sustainable performance.…”

Section: Introductionmentioning

confidence: 99%

Blockchain technology for viable circular digital supplychains: an integrated approach for evaluating the implementation barriers

Benabdellah

Zekhnini

Cherrafi

et al. 2023

BIJ

Self Cite

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PurposeBlockchain technology (BT) is creating a new standard for all business operations. It can assist businesses in handling the complexity of circular digital supply chain (DCM) management. Despite this optimistic view, several barriers hinder its implementation. In this regard, this study contributes to Industry 4.0, circular economy (CE), the viability with a critical emphasis on its potential ramifications and influence on the future agenda while using BT technology in the supply chain (SC). In addition, the research reduces the knowledge gap by investigating and ranking the key barriers to the deployment of BT in viable circular digital supply chains (VCDSCs) and studies their interdependencies and causal relationships. The purpose of this paper is to address these issues.Design/methodology/approachThe barriers to BT adoption in the VCDSC are identified through a thorough literature review and considering viability performance. These barriers are then classified using the analytical hierarchy process (AHP) method. Decision-making trial and evaluation laboratory (DEMATEL) is then employed to examine the cause/effect, correlation, and connection among the 14 barriers selected barriers from the AHP classification to estimate each barrier's overall degree of impact over the others.FindingsThis paper identifies and analyzes the BT adoption barriers in the VCDSC as well as examines how the key barriers interact. As a result, according to the AHP/DEMATEL method, the most prominent influencing barriers to the BT implementation in the VCDSC are “Data transparency,” “Market competition,” “Missing infrastructure,” “Lack of standardization,” “Complex protocol,” “Lack of industry involvement,” “Financial constraints,” “Missing infrastructure,” “Data transparency” and “Interoperability.” The outcomes offer a potential path for identifying important barriers as well as insight into the implementation of BT in the SC while integrating different capabilities such as viability, sustainability and CE principles.Practical implicationsManagers and researchers will benefit from this research by gaining an understanding of the challenges that must be prioritized and examined for BT to be implemented successfully in the VCDSC.Originality/valueThe use and implementation of blockchain-enabled VCDSC continue to face challenges despite an increase in relevant practice and research. Despite the benefits of BT, managers struggle to apply such technology in the context of their company. In this respect, this paper uses an integrated AHP–DEMATEL for categorizing the BT barriers as well as the interrelationship between them. In this respect, this paper presents the BT barriers studied are those related to the use of BT in the SC while integrating different paradigms such as viability, digitalization and CE. While many studies look at the barriers to BT adoption; none of them has ever included the viable capability, which means the ability to “react agilely to positive changes, be resilient to absorb negative events and re-cover after disruptions and survive at long-term periods.” The study concludes with insightful comments based on the findings and suggestions for eradicating those obstacles and their associated effects.

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Analytic Hierarchy Process (AHP) for Supply Chain 4.0 Risks Management

Cited by 19 publications

References 26 publications

Health Services and Patient Satisfaction in IRAN during the COVID-19 Pandemic: A Methodology Based on Analytic Hierarchy Process and Artificial Neural Network

Health Services and Patient Satisfaction in IRAN during the COVID-19 Pandemic: A Methodology Based on Analytic Hierarchy Process and Artificial Neural Network

Prioritizing the Digitalization Barriers: An AHP Application in the Turkish Logistics Industry

Blockchain technology for viable circular digital supplychains: an integrated approach for evaluating the implementation barriers

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