层次分析法在服装零售连锁企业第三方物流评选中的应用

文章从服装零售连锁企业对于物流管理特殊需求着手分析,通过层次分析法,并结合服装零售连锁企业的特点,提出关于服装企业第三方物流商的评选方法。     

第三方逆向物流决策研究

分析了企业在决定逆向物流业务外包时要考虑的影响因素,给出了企业逆向物流业务外包的决策程序框图。在此基础上,研究了如何建立指标体系,运用层次分析法对备选的第三方逆向物流企业进行评价。     

基于层次分析法的第三方物流服务商选择研究

随着物流业的发展,第三方物流迎来了发展的机遇,对于大多数选择将物流业务外包的企业而言,如何选择合适的第三方物流服务商将是重大的问题,研究了层次分析法这种原理简单、操作可行的适用于多目标评价决策问题的方法在选择第三方物流服务商中的应用。     

层次分析法在第三方物流供应商选择中的应用

针对第三方物流供应商选择的问题,将与决策总是有关的元素分解成目标、准则、方案等层次,在此基础之上进行定性和定量分析的决策方法。通过从层次分析可以将半定性、半定量问题转化为定量问题的有效途径,将各种因素层次化,并逐层比较多种关联因素,为分析和预测事物的发展提供可比较的定量依据。     

基于层次分析法的制造商对第三方物流企业选择

为了有效降低物流成本、提高物流服务质量，制造商该如何选择合适的第三方物流企业，针对该问题利用层次分析法，并结合举例分析阐明了此问题，具有一定的理论意义和实践操作价值。     

汽车行业第三方物流服务提供商的评价与选择

随着中国汽车消费的迅速膨胀,汽车市场呈现稳步、快速发展态势.为强化核心竞争力,降低成本,提高服务质量,越来越多的汽车生产厂家选择第三方物流.本文通过研究汽车行业物流现状,分析汽车物流的内涵与特点,提出了一套汽车行业第三方物流服务提供商的选择流程.该流程包括:明确物流外包需求、描述问题、利用层次分析方法构建第三方物流服务提供商选择模型、实施阶段以及持续的评价服务.希望能够为汽车行业第三方物流服务提供商的评价与选择提供一定帮助.     

汽车行业第三方物流服务提供商的评价与选择

随着中国汽车消费的迅速膨胀,汽车市场呈现稳步、快速发展态势。为强化核心竞争力,降低成本,提高服务质量,越来越多的汽车生产厂家选择第三方物流。本文通过研究汽车行业物流现状,分析汽车物流的内涵与特点,提出了一套汽车行业第三方物流服务提供商的选择流程。该流程包括：明确物流外包需求、描述问题、利用层次分析方法构建第三方物流服务提供商选择模型、实施阶段以及持续的评价服务。希望能够为汽车行业第三方物流服务提供商的评价与选择提供一定帮助。     

汽车行业第三方物流服务提供商的评价与选择

随着中国汽车消费的迅速膨胀,汽车市场呈现稳步、快速发展态势。为强化核心竞争力,降低成本,提高服务质量,越来越多的汽车生产厂家选择第三方物流。本文通过研究汽车行业物流现状,分析汽车物流的内涵与特点,提出了一套汽车行业第三方物流服务提供商的选择流程。该流程包括:明确物流外包需求、描述问题、利用层次分析方法构建第三方物流服务提供商选择模型、实施阶段以及持续的评价服务。希望能够为汽车行业第三方物流服务提供商的评价与选择提供一定帮助。     

基于模糊层次分析法的第三方物流企业活力评价

运用模糊数学和层次分析法评价第三方物流企业的活力,将企业活力指标分解为获利能力、竞争能力、创新能力、协调能力和管理能力,并结合一个算例介绍模糊建模与求解模型的方法。     

连锁零售企业物流配送模式选择

对连锁零售企业选择第三方物流的动因和物流外包的流程进行了较深入的探讨。     

Decision making in mergers: An application of the analytic hierarchy process

A critical element in the success or failure of an acquisition outcome is the ability to identify compatible acquisitions. This study focuses on the operational problem of effectively ranking a set of potential acquisition candidates against a multivariate set of attributes. The paper illustrates the usefulness of the Analytic Hierarchy Process methodology in this regard. The model is fairly easy to use and is flexible enough to permit the decision maker to consider multiple viewpoints and multiple attributes that may be qualitative or quantitative in nature. The suitability of the model is illustrated by applying it to a hypothetical example.     

Deriving utilities using the analytic hierarchy process

The analytic hierarchy process is used to derive the utilities of outcomes in a decision problem. Such utilities may be verifiable or adjusted by the familiar standard gamble procedure. For multiattribute outcomes, the methodology may be easier to employ than scoring rule procedures.     

食品行业冷链物流的发展

本文通过企业冷链物流运作实例,说明硬件设施、危害分析和关键控制点体系、标准化、精益冷链物流等管理要素在企业的应用,并分析了企业自营或第三方物流参与经营冷链物流的市场行为。     

Modelling a sustainable requalification problem by analytic hierarchy process

Quality & Quantity - Decision problems are often characterized by a great number of alternative actions and by the complexity of relationships between factors involved in the process. This...     

A simulation study of estimation methods in the analytic hierarchy process

This paper uses a simulation analysis to investigate the statistical accuracy and rank preservation capability of the AHP estimation methods. The methods under study consist of: the eigenvalue, mean transformation, row geometric mean, column geometric mean, harmonic mean and simple row average. The methods are compared under three distributions for error term—gamma, lognormal and uniform—and under two types of input matrices of various sizes.     

Selection of enterprise resource planning software using analytic hierarchy process

Selecting ERP (Enterprise Resource Planning) software is crucial to enhance productivity because it provides high-quality services for end users. The choice of an ERP is a problem that should undertake deeper scrutiny. For example, several criteria are usually present, having different tradeoffs. Analysts and managers, when deciding which ERP to acquire, have key considerations to address when facing the myriad of available software suites with market presence. Multicriteria modelling are used to help decision makers select ERPs and one commonly used technique for helping the process of addressing such problems is Analytic Hierarchy Process (AHP). Our work have surveyed the literature on selection of ERP and we have discovered that acquisition and monthly costs, ERP reputation and references, level of support and training, deployment experience, ERP’s feature set, easiness of use, efficiency and reliability, and maintainability are key criteria. We have used those criteria to create an AHP model for deciding the best one according to judgements of importance. The focus of our work is directed for small and medium organizations. We have created a model for ERP selection of a healthcare facility and computed numerical results using pairwise comparisons and group decision-making by selected managers according to their expertise.     

The allocation of intangible resources: the analytic hierarchy process and linear programming

An intangible is an attribute that has no scale of measurement. Intangibles such as effort and skill arise in conjunction with resource allocation but are not usually included directly in a mathematical model because of the absence of a unit of measurement. However, intangibles can be quantified through relative measurement (priorities). Intangible resource allocation uses these priorities along with normalized measures of tangibles (when present) in a linear programming model with coefficients and variables measured in relative terms. The priorities of tangible resources from the optimal solution can then be used to assign monetary values to priorities of any intangible resources.     

Capital budgeting in hospital management using the analytic hierarchy process.

In recent years, the health care industry has been experiencing change to a degree unprecedented since the inception of the Medicare program. With traditional in-hospital care on the decline, hospitals are being forced to compete for business. They must identify within their own systems feasible alternatives for dealing with these changes and then determine which ones will best accomplish the goals of the organization. This paper offers a procedure that utilizes the analytic hierarchy process--a multicriteria decision-making tool that helps arrange the possible alternatives in hierarchical order given the priorities of relevant decision makers. An application of the method to a mid-sized hospital is presented. Although the procedure is structured, it is flexible enough to be updated for the realities of any health care institution.