Abstract
This paper presents a decision framework that highlights the integration of manufacturing strategy (MS) and sustainability along with strategic responses as a significant component. This integration raises complexity and uncertainty in decision-making following the number of subjective components with their inherent relationships that must be brought into context and the huge amount of required information in eliciting judgments. Thus, a proposed hybrid multicriteria decision-making (MCDM) approach in the form of an integrated probabilistic fuzzy analytic network process (PROFUZANP) is adopted in this work. In this method, analytic network process (ANP) serves as the main framework in identifying policy options of manufacturing strategy. Fuzzy set theory (FST) is used to describe vagueness in decision-making which is carried out by eliciting judgments in pairwise comparisons using linguistic variables with corresponding triangular fuzzy numbers (TFNs). Probability theory is used to handle randomness in aggregating judgments of multiple decision-makers. Results show that a stakeholder-oriented approach is considered the most relevant strategic response in developing a sustainable manufacturing strategy. The contribution of this work lies in identifying the policies which constitute a sustainable manufacturing strategy using an integrated MCDM approach under uncertainty.
Highlights
The work of Wickham Skinner in 1969 became the focal point of discussion regarding the role of manufacturing strategy in attaining corporate goals and objectives
Scholars agree that manufacturing strategy could only support business strategy if a sequence of decisions over structural and infrastructural categories is consistent over a considerable amount of time [6]
Manufacturing strategy has evolved as a diverse field covering theoretical and empirical works across various disciplines; the field is criticized over its lack of progress on its integration with current approaches [5] with emphasis on sustainability
Summary
The work of Wickham Skinner in 1969 became the focal point of discussion regarding the role of manufacturing strategy in attaining corporate goals and objectives. Skinner [1] developed the hierarchical top-down strategy framework that links corporate strategy, business strategies, and functional strategies which include manufacturing strategy [2] This framework eventually became the guidelines of later approaches in this research domain [3,4,5]. Structural decision areas include process technology, facilities, capacity, and vertical integration while infrastructural decision areas contain organization, manufacturing planning and control, quality, new product introduction, and human resources. Each of these decision areas involves a finite number of policy options available to the decisionmaker. Manufacturing strategy has evolved as a diverse field covering theoretical and empirical works across various disciplines; the field is criticized over its lack of progress on its integration with current approaches [5] with emphasis on sustainability
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