Search

Owing to ill-structured, dynamic environments and the presence of multiple decision-makers with conflicting viewpoints, comprehension, analysis and support of the supplier evaluation process becomes more and more difficult. Moreover, with the complexities of issues such as the role of leadership, the influence of group formation, and analysis of disagreements, it cannot be predictable that there will ever exist a solution to cope with all imprecise, multi-criteria/multi-actor situations. A fuzzy association rules-based approach may be suited for the judgement of human subjects. In this paper, we develop an approach based on Fuzzy Association Rule Mining to support the decision makers by enhancing the flexibility in making decisions for evaluating suppliers with both tangibles and intangibles attributes. Also, by checking the fuzzy classification rules, the goal of knowledge acquisition can be achieved in a framework in which assessments could be established without constraints, and consequently checked and compared in several details. The efficacy and intricacy of the proposed model for finding fuzzy association rules from the database for supplier assessment is demonstrated with the help of numerical examples. [ABSTRACT FROM AUTHOR]

This paper presents findings based on an extensive survey of Indian automobile companies. Five companies have been selected for detailed case studies. Their experiences in the manufacturing strategy process are analysed. Although the companies represented a diversity in terms of sales volume, product range and geographic location, they shared several commonalties including use of advanced manufacturing technologies and other improvement activities. Competitive strength was sustained through quality, innovation and delivery. The process of strategy formulation varied among the companies in terms of participants, complexity and degree of formalization, the practice of each company is different. The process of manufacturing strategy formulation seems to be in line with corporate strategy, though the companies followed a traditional top down approach in formulation of manufacturing strategy under the umbrella of corporate strategy. A taxonomy is proposed using cluster analysis where the companies are classified in four strategic manufacturing groups: reactive enterprise, neutral enterprise, active enterprise and proactive enterprises. Competitive priorities, order winners and critical success factors are identified for these companies after rigorous discussions with the managers. Based on strategic manufacturing issues, the manufacturing competence index for the companies has been worked out. A framework for manufacturing strategy is also proposed based on experiences of the case companies. [ABSTRACT FROM AUTHOR]