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Supply chain collaboration within the Iranian construction industry

Zahra Toroghi Bidabadi

Zahra Toroghi Bidabadi

Shahid Beheshti UniversityTehran,
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Bidabadi, Zahra Toroghi
, 
Mujtaba Hosseinalipour

Mujtaba Hosseinalipour

Shahid Beheshti UniversityTehran,
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Hosseinalipour, Mujtaba
, 
Mohammad Reza Hamidizadeh

Mohammad Reza Hamidizadeh

Shahid Beheshti UniversityTehran,
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Hamidizadeh, Mohammad Reza
 e 
Amirhossein Mohebifar

Amirhossein Mohebifar

Tarbiat Modares UniversityTehran,
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Mohebifar, Amirhossein
  
14 mar 2017
Supply chain collaboration within the Iranian construction industry's Cover Image
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Categoria dell'articolo: Research Article
Pubblicato online: 14 mar 2017
Pagine: 1437 - 1445
Ricevuto: 18 nov 2015
Accettato: 05 giu 2016
DOI: https://doi.org/10.1515/otmcj-2016-0004
Parole chiave
© 2016 Zahra Toroghi Bidabadi et al., published by De Gruyter Open
This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 License.

Fig. 1

Definition of collaboration levels.
Definition of collaboration levels.

Fig. 2

Framework for collaboration in construction supply chain.
Framework for collaboration in construction supply chain.

Fig. 3

The membership function of the fuzzy number.
The membership function of the fuzzy number.

Fig. 4

Prioritization of main factors affecting the use of collaboration (a) and prioritizing the sub-criteria of managerial factor (b).
Prioritization of main factors affecting the use of collaboration (a) and prioritizing the sub-criteria of managerial factor (b).

Fig. 5

Prioritizing the sub-criteria of structural factor (a) and prioritizing the sub-criteria of financial factor (b).
Prioritizing the sub-criteria of structural factor (a) and prioritizing the sub-criteria of financial factor (b).

Fig. 6

Prioritization of the exceptive positive results from the use of collaboration.
Prioritization of the exceptive positive results from the use of collaboration.

Positive resultsPositive results
Higher QualityLower Cost
Lower TimeHigher Quality
Lower CostLower Time

The significant patterns of the sub-criteria of organizational factor and financial factor_

A2B1A2B2A2B3AlphaA3B1A3B2A3B3Alpha
0.3430.3440.3110.10.3010.3210.3770.1
0.3430.3460.3100.30.2980.3220.3790.2
0.3420.3480.3080.50.2960.3220.3800.3
0.3420.3490.3080.70.2950.3220.3820.4
0.3410.3520.3060.90.2940.3210.3830.5
0.3410.3530.30510.2930.3210.3850.6

The significant patterns of the main factors and the sub-criteria of managerial factor_

A1A2A3AlphaA1B1A1B2A1B3Alpha
0.4890.2400.2700.10.4770.2550.2670.1
0.4920.2370.2690.30.4850.2520.2620.3
0.4940.2360.2690.50.4910.2500.2580.5
0.4950.2350.2680.70.4950.2350.2680.7
0.4960.2360.2670.90.4980.2480.2520.9
0.4960.2360.26610.4990.2480.2511

Specific symbol of criteria and sub-criteria_

SymbolFactorSymbolFactor
A1ManagerialA1B1Manager's commitment to the goals
A1B2Manager's trust to share the information system
A1B3Manager's justice and impartiality of communications with other members of the supply chain
A2StructuralA2B1Existence of the culture of collaboration within the organization
A2B2Knowledge, information and experience of employees
A2B3Correct definition of the roles and responsibilities in the organization chart
A3FinancialA3B1Spending money for use of updated information sharing system
A3B2Use of financial resources to control and update project information
A3B3Use of financial resources for training members (how to collaborate with each other)

Linguistic scale for importance (Fuzzy AHP)_

Triangular fuzzy scaleLinguistic scale for importance
uml
311Equally preferred
531Moderately preferred
753Strongly preferred
975Very strongly preferred
1197Extremely preferred
Lingua:
Inglese
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