چکیده:
Undoubtedly, one of the important effects of twentieth-century developments in the business and manufacturing environment is globalization. Competition has increased, and numerous competitors across all parts of the world are competing across national and international borders. In current conditions, production has moved beyond a limited decision within a national territory to global borders and has become a strategic decision. If in marketing, the market is defined by the customer and the market is at a global level, then the customer is also a global customer and is no longer defined within a national scope. In this arena, the basis of competition and production has also changed, and the emergence of globalized production conditions has forced manufacturing companies to think about production operations with global perspectives and to re-evaluate their approach to international competitions. The present article examines one of the most important dimensions of this issue, namely supplier selection, considering two essential points: 1) having production dimensions on a global scale and 2) strategic cooperation, and attempts to provide an answer to one of the most fundamental questions facing the country's industrial managers by presenting an applied model titled 'Global Strategic Supplier Selection Model' and testing it in the country's automotive industry. This fundamental question is: Which supplier should be selected in the company's supply chain so that the competitive capability of the company group increases in terms of global production dimensions?
خلاصه ماشینی:
The present article examines one of the most important dimensions of this issue, namely supplier selection, considering two essential points: 1) possessing global scale production dimensions and 2) strategic cooperation.
The objective function of the model is defined as minimizing the operational risk of each manufacturer in a non-linear form as follows: To explain the objective function, the following points must be considered: It represents the score of each supplier that has been earned from the three stages designed in the model based on equation number 2; in other words, since it is obtained from the evaluation of the three criteria of the model, it indicates the capability of the supplier in terms of company criteria (score 1S), in terms of global scale production criteria (score 2S), and in terms of strategic cooperation criteria.
coefficient of variation (Refer to the page image) factor is defined and the supplier with the highest is prioritized, Chart 1 will be obtained, which indicates the priority of selections based on operational capability (average score of stages).
This index is a combination of both criteria and, according to the logic of the model, since the higher the average score of a manufacturer in the three stages and, conversely, the lower its standard deviation, the higher the priority for selection, thus the supplier's operational risk decreases.
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