Fuzzy hierarchy analytic method of enterprise supply chain financial risk

2021 ◽  
pp. 1-10
Author(s):  
Huali Deng ◽  
Aoduo Zhang

Supply chain finance refers to one or more companies upstream and downstream of the industrial supply chain. According to the core company of each node, based on actual transactions, use customized and standardized financing transaction methods to control capital flows or control assets. The right to provide comprehensive financial products and services between supply chain nodes. This article only needs to introduce the financial risk analysis of the enterprise supply chain based on the fuzzy analytic hierarchy process. This paper proposes a fuzzy analytic hierarchy process, which uses a combination of qualitative and quantitative risk assessment methods to assess financial risks, and designs a financial risk assessment system by constructing a fuzzy judgment matrix. It also proposes a comprehensive judgment of the financial risk assessment method. The impact of various risk factors on financial services provides a basis for risk prevention. The experimental results of this paper show that the fuzzy analytic hierarchy process evaluation method is relatively objective and can effectively evaluate the financial risks of the enterprise supply chain. From the weight analysis, it can be concluded that the technical risk weight value is 0.47, which accounts for the largest proportion and is the most important risk.

Author(s):  
Rodrigo Barbosa de Santis ◽  
Leonardo Golliat ◽  
Eduardo Pestana de Aguiar

The supplier selection problem has been discussed in literature within the supply chain management subject and it is extremely important due to its impact on the entire supply chain configuration, strategy and performance. This work presents a decision model based on the fuzzy analytic hierarchy process method and its application in a real case of maintenance supplier selection in a large Brazilian railway operator. Eight criteria were adopted - technical capacity, financial status, relationship, operations management, security management, infrastructure, historic performance and costs - for evaluating five potential suppliers. In the case study, both first and second ranked suppliers by the method have been selected by the company for providing the services and the model was adopted as a standard procedure within the organization for contracts over US$ 300,000.


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