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Supplier Evaluation and Selection: Laura AITER Cengiz ÇOKAY Güven GÜL
Supplier Evaluation and Selection: Laura AITER Cengiz ÇOKAY Güven GÜL
Laura AITER
Cengiz OKAY
Gven GL
Agenda
Importance
of Supplier Selection
Supplier Selection Process
Supplier Evaluation Criterias
Supplier Evaluation Methods
AHP
Other Methods
time
Basic screening and elimination due to lack
of must requirements
Calculate
FINANCIAL HEALTH
EXPERTISE
OPERATIONAL PERFORMANCE METRICS
BUSINESS PROCESSES & PRACTICES
ENABLING BEHAVIORS OR CULTURAL FACTORS
RISK FACTORS
Financial Health
In order to evaluate if a potential supplier is in good
financial position, a buyer can use indicators such as:
Sales
Profitability
Liquidity
ROI
Debt ratio
Transparency of finances
Expertise
The purchasing department of the firm should choose
its suppliers according to its capabilities:
Network capabilities
Quality and production capabilities (dedicated
level?)
Technical level compared to sector average
Spread of technical creation
Investment in R&D
Operational Performance
There are a large number of criteria in this category, such
as:
On-time delivery
Lead time
Responsiveness
Inventory management and control: reorder management,
forecasting capabilities
Order acceptance, processing & fulfillement
Customer service
Preventive maintenance
Hours of operators training in Total Quality Control (TQC) or
JIT
Risk Factors
A suppliers
Criteria Selection
AHP Process
State the Objectives
Define the Criteria
Pick the Alternatives
Establish Hierarchy
Pairwise Comparison
Synthesize Judgments
Check Consistency Index
Comparison between Criteria and Alternatives
Calculate Final Rankings
AHP Process
Objective is to open an ice cream shop for young children and families.
Establish Criteria
Neighborhood
Visibility
Competition
Price
Identify Alternatives
Suburban Shopping Center
Main Business District
Suburban Mall Location
Example based on Decision By Objectives (How to convince others that you are
right)
By: Ernest Forman, DSc., George Washington University & Mary Ann Selly, Expert
Choice Inc.
AHP Process
Hierarchical
Arrangement
AHP Process
Hierarchical
Arrangement
AHP Process
Pairwise
Comparison Matrix
1- Equally preferred
2 - Equally to moderately preferred
3 - Moderately preferred
4 - Moderately to strongly preferred
5 - Strongly preferred
6 - Strongly to very strongly preferred
7 - Very Strongly preferred
9 - Extremely preferred
8 - Very Strongly to extremely preferred
AHP Process
Synthesize Judgments
Check Consistency Index
AHP Process
Comparison between
Criteria and Alternatives
AHP Process
Linear Programming
Manufacturing supply chain design and evaluation GeWang Samuel H. Huang John P. Dismukes
Ghodsypour
Questions
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The Analytic Hierarchy Process (AHP) is a structured technique for helping people deal with
complex decisions . Rather than prescribing a "correct" decision, the AHP helps people to determine one.
Based on mathematics and human psychology, it was developed by Thomas L. Saaty in the 1970s and has
been extensively studied and refined since then. The AHP provides a comprehensive and rational framework
for structuring a problem, for representing and quantifying its elements, for relating those elements to overall
goals, and for evaluating alternative solutions. It is used throughout the world in a wide variety of decision
situations, in fields such as government, business, industry, healthcare, and education.
Several firms supply computer software to assist in applying the process.
Users of the AHP first decompose their decision problem into a hierarchy of more easily comprehended subproblems, each of which can be analyzed independently. The elements of the hierarchy can relate to any
aspect of the decision problemtangible or intangible, carefully measured or roughly estimated, well- or
poorly-understoodanything at all that applies to the decision at hand.
Once the hierarchy is built, the decision makers systematically evaluate its various elements, comparing
them to one another in pairs. In making the comparisons, the decision makers can use concrete data about
the elements, or they can use their judgments about the elements' relative meaning and importance. It is the
essence of the AHP that human judgments, and not just the underlying information, can be used in
performing the evaluations.
The AHP converts these evaluations to numerical values that can be processed and compared over the
entire range of the problem. A numerical weight or priority is derived for each element of the hierarchy,
allowing diverse and often incommensurable elements to be compared to one another in a rational and
consistent way. This capability distinguishes the AHP from other decision making techniques.
In the final step of the process, numerical priorities are derived for each of the decision alternatives. Since
these numbers represent the alternatives' relative ability to achieve the decision goal, they allow a
straightforward consideration of the various courses of action.