Please use this identifier to cite or link to this item: http://hdl.handle.net/10739/899
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dc.contributor.authorVerma, Rakesh-
dc.contributor.authorKoul, Saroj-
dc.contributor.authorGovindan, Kannan-
dc.date.accessioned2017-10-23T07:51:16Z-
dc.date.available2017-10-23T07:51:16Z-
dc.date.issued2009-12-02-
dc.identifier.citationInternational Journal of Business Performance and Supply Chain Modelling, Vol 1No 4 (2009): 333-345en_US
dc.identifier.urihttp://www.inderscience.com/info/inarticle.php?artid=33749-
dc.identifier.urihttp://hdl.handle.net/10739/899-
dc.descriptionScopus Index-
dc.description.abstractVendor selection is of strategic importance in any industry. This paper uses fuzzy tools for vendor selection to improve decision-making through a more systematic and logical approach. Expert opinion is portrayed by allocating different fuzzy weights to the linguistic data in the form of triangular fuzzy numbers (TFN). The scores are evaluated using fuzzy arithmetic operations and the index of optimism is used to evaluate the vendors. Also, to bring inconsistency in the evaluation, results are compared with the fuzzy technique for order preference by similarity to an ideal solution (TOPSIS), another well known multicriteria decision-making (MCDM) approach affected by uncertainty. This concept, if adopted, can be used for any industry where vendor selection is based on a set criteria and linguistic judgment variables.en_US
dc.formattexten_US
dc.publisherInderscience Publisheren_US
dc.subjectvendor selectionen_US
dc.subjecttriangular fuzzy numbersen_US
dc.subjectTFNen_US
dc.subjectmulti-attribute decision makingen_US
dc.subjectMADMen_US
dc.subjectfuzzy TOPSISen_US
dc.subjectuncertaintyen_US
dc.subjectmulticriteria decision making, MCDM.en_US
dc.titleVendor selection and uncertaintyen_US
dc.typejournal-articleen_US
dc.contributor.affiliationJGBS-
dc.contributor.affiliationNITIE, Mumbai, India-
dc.contributor.affiliationUniversity of Southern Denmark-
dc.rightlicenseden_US
Appears in Collections:JGU Research Publications

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