SWOT Framework Based on Fuzzy Logic, AHP, and Fuzzy TOPSIS for Sustainable Retail Second-hand Clothing in Liberia

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Results of FAHP pairwise comparison of SWOT group and sub-factors

			Fuzzy AHP
SWOT Grp	S	W	O	T
S	(1, 1, 1)	(2, 3, 4)	(2, 3, 4)	(0.25, 0.333, 0.5)
W	(0.25, 0.333, 0.5)	(1, 1, 1)	(4, 5, 6)	(0.2, 0.25, 0.333)
O	(0.25, 0.333, 0.5)	(0.166, 0.2, 0.25)	(1, 1, 1)	(4, 5, 6)
T	(2, 3, 4)	(3, 4, 5)	(0.166, 0.2, 0.25)	(1, 1, 1)
Strengths	S1	S2	S3	S4	S5
S1	(1, 1, 1)	(0.25, 0.333, 0.5)	(0.166, 0.2, 0.25)	(0.25, 0.333, 0.5)	(0.142, 0.166, 0.2)
S2	(2, 3, 4)	(1, 1, 1)	(1, 1, 1)	(2, 3, 4)	(2, 3, 4)
S3	(4, 5, 6)	(1, 1, 1)	(1, 1, 1)	(2, 3, 4)	(1, 1, 1)
S4	(2, 3, 4)	(0.25, 0.333, 0.5)	(0.25, 0.333, 0.5)	(1, 1, 1)	(0.25, 0.333, 0.5)
S5	(5, 6, 7)	(0.25, 0.333, 0.5)	(1, 1, 1)	(2, 3, 4)	(1, 1, 1)
Weaknesses	W1	W2	W3	W4	W5	W6
W1	(1, 1, 1)	(0.142, 0.166, 0.2)	(0.142, 0.166, 0.2)	(0.25, 0.333, 0.5)	(4, 5, 6)	(1, 1, 1)
W2	(5, 6, 7)	(1, 1, 1)	(1, 1, 1)	(5, 6, 7)	(5, 6, 7)	(5, 6, 7)
W3	(5, 6, 7)	(1, 1, 1)	(1, 1, 1)	(4, 5, 6)	(6, 7, 8)	(6, 7, 8)
W4	(4, 5, 6)	(0.142, 0.166, 0.2)	(0.166, 0.2, 0.25)	(1, 1, 1)	(4, 5, 6)	(5, 6, 7)
W5	(0.25, 0.333, 0.5)	(0.142, 0.166, 0.2)	(0.125, 0.142, 0.166)	(0.166, 0.2, 0.25)	(1, 1, 1)	(1, 1, 1)
W6	(1, 1, 1)	(0.142, 0.166, 0.2)	(0.125, 0.142, 0.166)	(0.142, 0.166, 0.2)	(1, 1, 1)	(1, 1, 1)
Opportunities	O1	O2	O3	O4
O1	(1, 1, 1)	(4, 5, 6)	(4, 5, 6)	(4, 5, 6)
O2	(0.166, 0.2, 0.25)	(1, 1, 1)	(4, 5, 6)	(2, 3, 4)
O3	(0.166, 0.2, 0.25)	(0.166, 0.2, 0.25)	(1, 1, 1)	(0.166, 0.2, 0.25)
O4	(0.166, 0.2, 0.25)	(0.25, 0.333, 0.5)	(4, 5, 6)	(1, 1, 1)
Threats	T1	T2	T3	T4	T5	T6
T1	(1, 1, 1)	(4, 5, 6)	(0.142, 0.166, 0.2)	(0.25, 0.333, 0.5)	(0.111, 0.111, 0.125)	(0.111, 0.125, 0.142)
T2	(0.166, 0.2, 0.25)	(1, 1, 1)	(0.125, 0.142, 0.166)	(1, 1, 1)	(0.111, 0.111, 0.125)	(0.125, 0.142, 0.166)
T3	(5, 6, 7)	(6, 7, 8)	(1, 1, 1)	(5, 6, 7)	(0.25, 0.333, 0.5)	(2, 3, 4)
T4	(2, 3, 4)	(1, 1, 1)	(0.166, 0.2, 0.25)	(1, 1, 1)	(0.111, 0.111, 0.125)	(0.142, 0.166, 0.2)
T5	(8, 9, 9)	(8, 9, 9)	(2, 3, 4)	(8, 9, 9)	(1, 1, 1)	(5, 6, 7)
T6	(7, 8, 9)	(6, 7, 8)	(0.25, 0.333, 0.5)	(5, 6, 7)	(0.142, 0.166, 0.2)	(1, 1, 1)

Summarized table of SWOT categorized strategies

SO1	It's easier shopping second-hand clothes because it has a solid country-wide presence with a great variety of products and increased choosability options which creates employment avenues that lead to poverty alleviation and women empowerment in particular
SO2	SHC are quality products, durable and affordable for the local majority. Both retailers and suppliers can independently operate businesses with a much faster realization of improvements. If its serviceability range is more comprehensive for consumers, it will extend the garment's life-cycle and reduce fast fashion demand
SO3	Institutional loan opportunities coupled with quantity discounts from wholesalers to retailers may lead to low capital requirements for beginners as well as promote market expansion
WO1	Obtaining financial assistance to startups will promote new market expansion for young entrepreneurs
WO2	Providing skillsets that will improve those clothes that sometimes require alteration creates additional employment avenues.
WO3	The corporation between members of the supply chain could ease the lack of storage/warehouse facilities as well as regulate the increasing pressure to provide lower prices in the competitive environment
ST1	Fast-changing consumers’ choices, particularly in the clothing segment, has created a strong demand for SHC nation-wide upsetting intense competition from new entrants
ST2	Unstable tax schemes and import duties will significantly affect the importation of quality and affordable SHC products for the local majority
ST3	Regulators improving on unstable prices and exchange rates due to dual currency and frequent demolition of market structures will promote the local textile industry in upcycling. Policies on banning the importation of SHC will derail progress in poverty alleviation and women empowerment.
WT1	Due to a volatile tax system, exchange rates, dual currencies, import duties, and the constant breakdown of market structures, retailers face more uncertainties as prices from wholesalers are high, and consumers are reluctant to buy
WT2	The supply chain lacks a sound delivery system due to poor logistics infrastructure to transport goods around
WT3	Consumers’ choices keep changing at a faster pace due to competition from the Fast Fashion market and the growing number of new entrants

Pairwise comparison matrix

	X1	X2	X3	X4	X5
X1	a1⁄a1	a1⁄a2	a1⁄a3	a1⁄aj	a1⁄an
X2	a2⁄a1	a2⁄a2	a2⁄a3	a2⁄aj	a2⁄an
X3	a3⁄a1	a3⁄a2	a3⁄a3	a3⁄aj	a3⁄an
X4	ai ⁄a1	ai ⁄a2	ai ⁄a3	ai ⁄aj	ai ⁄an
X5	an ⁄a1	an ⁄a2	an ⁄a3	an ⁄aj	an ⁄an

Group and ensemble weights of SWOT group from AHP & FAHP computations

Factors	Group Weights		Ensemble Weights
	AHP	FAHP
S	0.255	0.321	0.288
W	0.111	0.197	0.154
O	0.193	0.185	0.189
T	0.442	0.298	0.370

Local, global, and ensemble weights of all sub-factors from AHP & FAHP computations

Factors	Local Weights		Group Weights		Global Weights		Ensemble Weights
	AHP	FAHP	AHP	FAHP	AHP	FAHP
S1	0.086	0.056			0.022	0.018	0.020
S2	0.280	0.316			0.071	0.102	0.086
S3	0.255	0.279	0.255	0.321	0.065	0.089	0.077
S4	0.136	0.112			0.035	0.036	0.035
S5	0.243	0.237			0.062	0.076	0.069
W1	0.082	0.065			0.009	0.013	0.011
W2	0.321	0.353			0.036	0.070	0.053
W3	0.324	0.360	0.111	0.197	0.036	0.071	0.053
W4	0.150	0.141			0.017	0.028	0.022
W5	0.059	0.037			0.007	0.007	0.007
W6	0.064	0.043			0.007	0.008	0.008
O1	0.474	0.581			0.091	0.107	0.099
O2	0.247	0.230	0.193	0.185	0.048	0.043	0.045
O3	0.097	0.053			0.019	0.010	0.014
O4	0.182	0.136			0.035	0.025	0.030
T1	0.060	0.040			0.027	0.012	0.019
T2	0.043	0.028			0.019	0.008	0.014
T3	0.230	0.252	0.442	0.298	0.102	0.075	0.088
T4	0.060	0.047			0.027	0.014	0.020
T5	0.420	0.469			0.186	0.140	0.163
T6	0.186	0.164			0.082	0.049	0.065

Respondents

Measure	Items	Red Light		Waterside		Duala		Omega
		Freq	%	Freq	%	Freq	%	Freq	%
Gender	Male	4	10	9	30	3	15	1	10
	Female	36	90	21	70	17	85	11	90
Age	10–19	2	5	3	10	1	5	1	10
	20–29	18	45	9	30	5	25	2	20
	30–39	5	12.5	9	30	6	30	3	30
	40–49	6	15	5	16.7	5	25	2	20
	50–59	4	10	2	6.7	2	10	1	10
	60 & above	5	12.5	2	6.7	1	5	1	10
Total		40	100	30	100	20	100	10	100

Results of AHP pairwise comparison of SWOT group and sub-factors

			AHP
SWOT Grp	S	W	O	T
S	1.000	2.000	2.000	0.500
W	0.500	1.000	0.333	0.333
O	0.500	3.000	1.000	0.333
T	2.000	3.000	3.000	1.000
CR=0.07		λmax=4.19		CI=0.06
Strengths	S1	S2	S3	S4	S5
S1	1.000	0.500	0.333	0.500	0.250
S2	2.000	1.000	1.000	2.000	2.000
S3	3.000	1.000	1.000	2.000	1.000
S4	2.000	0.500	0.500	1.000	0.500
S5	4.000	0.500	1.000	2.000	1.000
CR=0.03		λmax=5.16		CI=0.04
Weaknesses	W1	W2	W3	W4	W5	W6
W1	1.000	0.250	0.250	0.500	2.000	1.000
W2	4.000	1.000	1.000	4.000	4.000	4.000
W3	4.000	1.000	1.000	3.000	5.000	5.000
W4	2.000	0.250	0.333	1.000	3.000	4.000
W5	0.500	0.250	0.200	0.333	1.000	1.000
W6	1.000	0.250	0.200	0.250	1.000	1.000
CR=0.04		λmax=6.27		CI=0.05
Opportunities	O1	O2	O3	O4
O1	1.000	3.000	3.000	3.000
O2	0.333	1.000	3.000	2.000
O3	0.333	0.333	1.000	0.333
O4	0.333	0.500	3.000	1.000
CR=0.09		λmax=4.26		CI=0.08
Threats	T1	T2	T3	T4	T5	T6
T1	1.000	3.000	0.250	0.500	0.142	0.166
T2	0.333	1.000	0.200	1.000	0.142	0.200
T3	4.000	5.000	1.000	4.000	0.500	2.000
T4	2.000	1.000	0.250	1.000	0.142	0.250
T5	7.000	7.000	2.000	7.000	1.000	4.000
T6	6.000	5.000	0.500	4.000	0.250	1.000
CR=0.08		λmax=6.51	CI=0.10	CR=0.08

Experts involved in the identification, and categorization of SWOT factors

Expert	Years of experience	Academic Qualification
1	>17	PhD
2	>14	PhD
3	>14	PhD
4	>12	PhD Candidate
5	>10	MBA
6	>8	MSc

SWOT factors for SHC retailing

Strengths		Weaknesses
S1	There is a strong presence of SHC country-wide with a great variety of products and increased choosability options	W1	Lack of storage/warehouse facilities and pressure to provide lower prices in the competitive environment
S2	SHC are quality products, durable and affordable for the local majority	W2	Prices from wholesalers are high because of the high importation and other related costs
S3	Retailers and suppliers can independently operate businesses and grow financially faster	W3	Obtaining financial assistance to startups is difficult for young entrepreneurs
S4	The serviceability range is more comprehensive for consumers such that it extends garment's life-cycle and reduces fast fashion demand	W4	Poor supply chain delivery systems. There is no good logistics infrastructure to transport goods around
S5	It's easier shopping second-hand; this gives space to boost sales and market growth improvements	W5	Clothes are less hygienic and sometimes require alteration for which there are existing skillset-gaps
		W6	Low level of corporation between members of the supply chain
Opportunities		Treats
O1	Selling SHC creates employment avenues that lead to poverty alleviation	T1	Increased competition from new entrants
O2	Favorable conditions for investment that support women empowerment	T2	Fast-changing consumers’ choices in the clothing segment
O3	Loan opportunities may lead to growth in demand and promote new market expansion	T3	Unstable tax schemes and import duties
O4	Quantity discount from wholesalers to retailers has the potential to allow the low capital requirement for beginners	T4	Competition from the Fast Fashion market that changes the taste of consumers
		T5	High likelihood of banning SHC to promote the local textile industry
		T6	Unstable prices and exchange rates due to dual currency and frequent government demolition of market structures

Saaty's AHP and fuzzy pairwise comparing scale

AHP Rating	Inverse	Fuzzy Number	Linguistic Scale	TFN	Inverse TFN
1	1		Equally important (EI)	(1,1,1)	(1,1,1)
2	1/2		Intermediate value (IV)	(1,2,3)	(1/3, 1/2, 1)
3	1/3		Moderately important	(2,3,4)	(1/4, 1/3, 1/2)
4	1/4		Intermediate value (IV)	(3,4,5)	(1/5, 1/4, 1/3)
5	1/5		Strongly more important (SMI)	(4,5,6)	(1/6,1/5, 1/4)
6	1/6		Intermediate value (IV)	(5,6,7)	(1/7, 1/6, 1/5)
7	1/7		Very strongly important (VSI)	(6,7,8)	(1/8, 1/7, 1/6)
8	1/8		Intermediate value (IV)	(7,8,9)	(1/9, 1/8, 1/7)
9	1/9		Extremely more important (EMI)	(8,9,9)	(1/9, 1/9, 1/7)

Radom index values

Matrix	1	2	3	4	5	6	7	8	9	10	11	12
Random index (RI)	0	0	0.58	0.9	1.12	1.24	1.32	1.41	1.45	1.49	1.51	1.58

TOPSIS

Strategy	d+i	d−i	CCi	Rank
SO1	3.660	3.536	0.491	4
SO2	5.705	1.481	0.206	6
SO3	4.808	2.387	0.332	5
WO1	5.865	1.307	0.182	7
WO2	6.669	0.488	0.068	11
WO3	6.661	0.498	0.070	10
ST1	6.352	0.795	0.111	8
ST2	2.306	4.886	0.679	2
ST3	2.027	5.138	0.717	1
WT1	2.535	4.651	0.647	3
WT2	6.585	0.595	0.083	9
WT3	7.041	0.107	0.015	12