A fuzzy-TOPSIS approach to enhance emergency logistics supply chain resilience

2020 ◽  
Vol 38 (6) ◽  
pp. 6991-6999
Author(s):  
Xue Ge ◽  
Jiaqi Yang ◽  
Haiyan Wang ◽  
Wanqing Shao
2021 ◽  
Vol 13 (22) ◽  
pp. 12743
Author(s):  
Muhammad Hamza Naseem ◽  
Jiaqi Yang ◽  
Ziquan Xiang

In the past few years, reverse logistics practices have successfully managed to gain more attention in various industries and among supply chain researchers and experts. This is due to globalization, environmental concerns, and customer requirements, which have asserted industries’ concerns for reverse logistics management. In E-commerce, the process of reverse logistics originates with parcel refusal, undelivered goods, and exchanges. In developing countries like Pakistan, the adoption and implications of reverse logistics are still at their early stages. E-commerce companies give more attention to forward logistics and ignore logistics’ upstream flow in the supply chain. This study aims to identify, as well as list, the barriers and obtain the solutions to those identified barriers, and rank the barriers and their solutions so that logisticians and experts can solve them as per their priority. From the extensive literature review and experts’ opinions, we have found 14 barriers in implementing effective reverse logistics. Eight solutions to those barriers were also found from the literature review. This paper proposed the methodology based on fuzzy analytical hierarchy process (fuzzy-AHP), which used to get the weights of each barrier by using pairwise comparison, and fuzzy technique for order performance by similarity to ideal solution (fuzzy-TOPSIS) method, which was adopted for the final ranking of solutions to reverse logistics. The case of the Pakistan E-commerce industry is used in the proposed method.


2017 ◽  
Vol 40 (3) ◽  
pp. 254-269 ◽  
Author(s):  
Xun Li ◽  
Qun Wu ◽  
Clyde W. Holsapple ◽  
Thomas Goldsby

Purpose This paper aims to investigate the impact of three critical dimensions of supply chain resilience, supply chain preparedness, supply chain alertness and supply chain agility, all aimed at increasing a firm’s financial outcomes. In a turbulent environment, firms require resilience in their supply chains to prepare for potential changes, detect changes and respond to actual changes, thus providing superior value. Design/methodology/approach Using survey data from 77 firms, this study develops scales for preparedness, alertness and agility. It then tests their hypothesized relationships with a firm’s financial performance. Findings The results reveal that the three dimensions of supply chain resilience (i.e. preparedness, alertness and agility) significantly impact a firm’s financial performance. It is also found that supply chain preparedness, as a proactive resilience capability, has a greater influence on a firm’s financial performance than the reactive capabilities including alertness and agility, suggesting that firms should pay more attention to proactive approaches for building supply chain resilience. Originality/value First, this study develops a comparatively comprehensive definition for supply chain resilience and explores its dimensionality. Second, this study provides empirically validated instruments for the dimensions of supply chain resilience. Third, this study is one of the first to provide empirical evidence for direct impact of supply chain resilience dimensions on a firm’s financial performance.


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