İşbirliksel planlama, tahmin ve ikmal yapısını destekleyen faktörlerin bulanık bilişsel haritalama yaklaşımıyla incelenmesi

Today enterprises in business environment aim to increase their market shares and also endeavour to decrease their expenditures. Accordingly, they serve to ideally meet the expectations of customers by providing right products at the right time and in the correct way. Supply Chain Management (SCM) that was suggested in order to best meet these requirements in 1980s but started to be applied by companies since its power of enabling competition advantage was understood more at the beginning of especially 2000s can be defined as an activity involving control and coordination of all materials, financial and information flows both to the upstream (input supplier) and downstream (services after distribution and marketing) in the chain accrued from the entrance of the raw material to its arrival to the final user. In consequence of an effective SCM, enterprises reduce their stocks, perform their operations with lower costs and they enable increase of customer satisfaction by finding an opportunity for transmission of products to their customers at will.Nowadays, changing technologies, global competition, increase of outsourcing and growth of privatized enterprises force the enterprises to determine cooperation strategies in supply chain and to carry them into effect. Collaboration is a process in which people and groups work all together in order to reach to the desired consequences. It brings essential benefits in especially complex supply chain structures. ?Collaboration? based on the ground of sharing such as information, source, activity and risk sharing plays a crucial role in application of an effective SCM. Accordingly, an effective SCM means to build and manage cooperation strategies that will enable coordination, manage ambiguities, reduce total cost and increase service level between elements within the chain from the suppliers to the final customer and business processes of the institution.As value added by cooperation has been started to be understood, both academicians and industrial executors started to deal with this subject in a vital way. Just-in-Time II (JIT II), Efficient Consumer Response (ECR), Continuous Replenishment Programs (CRP), Quick Response (QR), Vendor Management Inventory (VMI) and finally Collaborative Planning, Forecasting and Replenishment (CPFR) strategies have been important SCM strategies applied by the enterprises from the end of 1980s until recently. Common goals of these strategies are to enable transparency of the supply chain and to reduce the costs and increase cooperation in the supply chain. This study focuses on the CPFR strategies. The most essential difference of this strategy from the others is not only to endeavour to ameliorate stock and supply activities but also make predictions along with members of the supply chain and develop common production and purchasing plans besides more intense information sharing. Thus, enterprises increase efficiency and facilitate the management of the ambiguities by effectively utilizing their sources, reducing costs of stock, transportation and purchasing and ameliorating sales and incomes. In spite of knowing positive effects of cooperation strategies in supply chain on enterprises? performances, since building and operation of such structures are difficult, it is mostly not possible for enterprises to reach to the desired consequences. Therefore, aim of this study is to determine factors that will support better implementation of CPFR strategies and analyze them by means of an analytical technical in order to generate better cooperation environment in supply chain.In the study, after factors affecting cooperation structure of supply chain in general and supporting CPFR in an ad hoc way were determined with a detailed literature research, factors in question and the relations between them were modelled and analyzed with ?fuzzy cognitive map? approach. As collaboration structure is a complex and dynamic structure in supply chain and as its results affect the future of an enterprise, it is preferable that it is handled with strategic management approaches. Cognitive mapping (CM) method as a tool for creating a common mind is a prominent technique in this trend. The technique in question has a common usage area for both its association with group decision support systems and its ease of implementation. The difference of FCM technique from CM technique is that it also puts forward to what degree the factors determined influence each other as well as in which direction they influence one another. Though degrees of influence can be expressed in numerical terms, in some uncertain cases, it is not easy to express the relations in numerical values. That is the reason why degree of influence of the relations put forward can be indicated using verbal expressions such as ?a little, very, not influential?. This is where fuzzy logic comes in to turn these verbal expressions into numerical values and to use them in processing. Another advantage of FCM technique is that it has the capacity to be used as a decision support forecasting tool. As it was found out as a result of the literature research that CM and/or FCM approaches were not used in determining factors supporting CPFR strategies, this study is of an authentic quality.While CPFR structure was modelled in this study, three basic sub-systems, information sharing, decision synchronization, incentive alignment, were taken into consideration as suggested by Simatupang and Sridharan in 2004. After each sub-system was examined in detail, relations of factors considered important for these systems with each other and dynamic behaviours of the systems as a result of changes made in degree of importance of these factors were analyzed. As a result of the analyses, it was found out that technological investments imply a certain cost for enterprises but it is a factor which must be given importance to as it ensures more efficient decisions by increasing information sharing and the quality of the information shared after a certain level. Having common vision and objectives for being in collaboration in supply chain and trust between members for strong associations were determined to be important factors. Moreover, in the last part of the study, model suggested was analyzed again and obtained for retail sector with comments of experts from this sector where CPFR strategy is more densely implemented. It is considered that the key supporting factors for CPFR implementation in retail sector are such as technologic infrastructure and communication capability, system security, trust and mutual objectives, cross department support, continuous information sharing and top management support.This study is thought to be of guiding quality for the implementers regarding how they can get more effective results based on supply chain in general and on CPFR strategy in an ad hoc way. As a continuation to the study, this implementation can be practiced in other sectors, sector differences can be identified and so requirements for more effective CPFR structures can be emphasized.