Abstract
As the complexity of supply chains increases, the enhancement of resilience for mitigating sustainable disruption risks in supply chains is an important issue. Quality function deployment (QFD) has been successfully applied in many domains to solve multicriteria decision-making (MCDM) problems. However, research on developing two houses of quality to connect sustainable supply chain disruption risks, resilience capacities, and resilience-enhancing features in elevator manufacturing supply chains by using the MCDM approach is lacking. This study aims to develop a framework for exploring useful decision-making by integrating the MCDM approach and QFD. By applying the framework, supply chain resilience can be improved by identifying the major sustainable risks and the key resilience to mitigate these risks. Important managerial insights and practical implications are obtained from the framework implementation in a case study of the elevator manufacturing industry. To strengthen resilience and thus mitigate key risks, the most urgent tasks are to connect the working site and the backstage to enhance product development and design and to share real-time job information. When these features are strengthened, agility, capacity, and visibility can be improved. Finally, unexpected events lead to changes in supplier delivery dates, and factors such as typhoon and lack of critical capacities/skilled employees with the greatest impact can be alleviated. This framework will provide an effective and pragmatic approach for constructing sustainable supply chain risk resilience in the elevator manufacturing industry.
Highlights
In today’s global economy, enterprises strive to stay responsive to evolving customer demands
We propose an integrated framework to elaborate the connections between sustainable supply chain disruption risks (SSCDRs) and resilience capacities (RCs) and the connections between RCs and resilience-enhancing features (RFs), which are used for improving RCs and mitigating SSCDRs
In terms of supply chain risks and resilience capacities in the first HoQ, Table 3 shows that the top-three risks are ‘unexpected events lead to changes in supplier delivery dates’, ‘typhoon’, and ‘lack of critical capacities/skilled employees’
Summary
In today’s global economy, enterprises strive to stay responsive to evolving customer demands. In response to international competition and operations, manufacturers need to closely cooperate with their suppliers, distributors, and customers to construct a robust supply chain system [2]. Manufacturers should design a supply chain system to obtain the required production resources and establish strategies to operate worldwide [3]. This operational strategy will increase the complexity of supply chains in terms of coordination and collaboration [4]. The increasing complexity and instability of supply chain systems in the face of risks have a significant negative influence on sustainable supply chain performance [5].
Sign-in/Register to view highlights & summary Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
