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考量買方風險接受態度的供應商選擇：結合效用函數的簡單多屬性評比方法
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where
u
i
is the utility function for criteria
i
,
X
ij
is the score of criterion
i
for alternative
j
,
b
i
is the best possible value while
c
i
is the worst possible value of criterion
i
, and
r
i
is the risk
aversion factor such that the decision-maker is risk-averse if 0 <
r
i
< 1, risk-neutral if
r
i
= 1,
and risk-seeking if
r
i
> 1. On the other hand, in terms of cost-related attributes, the utility
function can be defined as follows (Keeney and Raiffa, 1993):
(4)
4. Case Study
Company AS is a semiconductor manufacturing company that focuses on assembly and
testing services; that is, company AS is in the upstream of the supply chain. In order to make
its supply chain more agile and resilient, Company AS developed an Intergraded Business
and Logistics Hub (IBLH) in 2008. The business hub focuses on information sharing while
the logistics hub is for inventory and distribution management (Lu, Tsai, Chen, and Lee,
2013).
Company AS has hundreds of suppliers. This case study focuses on a main product S of
the company, which has four suppliers, one of which is the major supplier. Even after the
earthquake that hit the northeast of Japan on March 11, 2011, Company AS still uses the
main supplier with the others as backup suppliers for product S. In this case study, the
proposed method was employed to evaluate and rank the four suppliers of product S.
In order to gather data, a series of surveys were conducted on 10 procurement managers
(experts) of company AS. Three questionnaires were designed to collect the following data:
the weight of each attribute, the importance of each criterion, the weights of the important
criteria, and the measurements of each alternative on the selected criteria.
Questionnaire 1 aimed to obtain the weight of each attribute and the importance of each
criterion with each attribute. In determining the weight for each attribute, the 10 experts were
asked to rate each attribute from the scale of 1-10, with 1 being the lowest and 10 being the
highest. Then, the experts were asked which criteria are important under different scenarios.
This research addresses the supplier selection problem considering buyers’ risk-taking
behaviors and investigates their supplier selection decisions under different demand
(forecast) scenarios. Procurement managers tend to use different suppliers when market
demand forecasts vary. While there may exist many possible demand scenarios, these
scenarios can basically be categorized into three types: (i) market demand remains stable (or