Cilt 7 Sayı 4 (2019): Business & Management Studies: An International Journal
Makaleler

BİLGİ VE İLETİŞİM TEKNOLOJİLERİNDE GENEL BİR STRATEJİK TEDARİKÇİ SEÇİM MODELİ

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  • Ali Emre KARAÖZ,
  • Kemal TEKİN,
  • Göknur Arzu AKYÜZ
Ali Emre KARAÖZ
University of Turkish Aeronautical Association
Biyografi
Kemal TEKİN
Türk Hava Kurumu Üniversitesi
Biyografi
Göknur Arzu AKYÜZ
Türk Hava Kurumu Üniversitesi
Biyografi

Yayınlanmış 23.09.2019

Anahtar Kelimeler

  • Strategic Supplier Selection, Supplier Rating, ANP, TOPSIS, Multi-Criteria Models
  • Stratejik Tedarikçi Seçimi, Tedarikçi Derecelendirme, ANP, TOPSIS, Çok Kriterli Modeller

Nasıl Atıf Yapılır

BİLGİ VE İLETİŞİM TEKNOLOJİLERİNDE GENEL BİR STRATEJİK TEDARİKÇİ SEÇİM MODELİ. (2019). Business & Management Studies: An International Journal, 7(4), 1573-1604. https://doi.org/10.15295/bmij.v7i4.1142

Nasıl Atıf Yapılır

BİLGİ VE İLETİŞİM TEKNOLOJİLERİNDE GENEL BİR STRATEJİK TEDARİKÇİ SEÇİM MODELİ. (2019). Business & Management Studies: An International Journal, 7(4), 1573-1604. https://doi.org/10.15295/bmij.v7i4.1142

Öz

Tedarikçi derecelendirme ve seçim konusu, tedarik zinciri yönetiminde stratejik önem kazanmıştır ve tedarikçi seçim süreci, literatürde çok kriterli karar verme konusu olarak görülmektedir. Bu çalışma, bilgi ve iletişim teknolojileri (BİT) sektöründe mal ve hizmet sağlayan tedarikçiler için stratejik tedarikçi seçimine odaklanmaktadır. Örnek şirkette karşılaştırmalı bir analiz yapılmıştır. Analiz sırasında, şirkette kullanılan kriterlerin literatürde var olan kriterlere göre eşleştirilmesi yapılmış ve karşılaştırmalı çalışma iki farklı ağırlık seti ile gerçekleştirilmiştir. Önerilen entegre TOPSIS - [ANP-TOPSIS] yaklaşımından elde edilen sonuçların daha ayırımcı sonuçlarla sonuçlandığı ortaya çıkmıştır. Kullanılan karşılaştırmalı yaklaşıma ve karar destek sistemine olan gereksinime dayanarak, tedarikçi seçimi için genelleştirilmiş bir model ve bu genelleştirilmiş model ile bağlantılı olarak bir karar destek sisteminin kavramsal tasarımı önerilmektedir.

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