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3. Findings
The identified key dimensions were “supply risk” and “environmental risk.” The
management implications of supply risk are that the risk will influence the internal
management of procedures and control methods in a purchasing company when the
quality, delivery, finances, and cost management of suppliers are unusual. Environmental
risk dimensions cannot completely control the purchasing company. Risk events occurring
in the same location can easily disrupt or even break the upstream and downstream supply
chain components, because increasing the distance causes considerable difficulty in
processing, hence reducing timeliness. The managerial implications for a procurement
enterprise should be regular supervision and counseling for suppliers of technology
integration, quality management, corrective measures, employee education and training,
DEMATEL
ANP
d+r
(Prominence)
d-r
(Relation)
Network map
(Inner and outer
dependence)
Determining the
key factors
Causal diagram
of the key factors
Causal diagram
Unweighted supermatrix (T*)
Unweighted supermatrix (W*)
Weight of criteria
Weighted supermatrix (W)
Direct-relation matrix (Z)
Normalized Z (X)
Total influence-relation matrix
(T)
Threshold limit value
Figure 7 Operation Process of DANP (Hu and Huang, 2013)