A model proposal for supplier selection in project management

Nowadays, one of the most important subjects for the companies in profitable and continuous management is the fact of targets. The Project management discipline which is most widely used technique to achieve the targets is continuing its development. The knowledge areas and the processes for that management discipline is detailed in the guide of PMI, named as PMBOK which is the most popular approach in Project management. Suppliers are appeared as elements which affect the success of projects in the Project management knowledge areas. To have the necessary materials in on time, on budget and with the quality desired directly affects Project success. Consequently, this is a subject that affects the targets indirectly. There are a lot of models and techniques in supplier selection. In that point, we aim to have upper look to the situation with the model we offer. For that reason, the relations of the supplier subjects and the relation between the projects and the targets are a critical chain. Supplier selection is associated with the targets in the model and it seems the first perspective in the literature with that model. Also, the techniques used in the model are used together for the first time in the literature. For that purpose, Fuzzy ANP, Fuzzy QFD and Pareto is combined in the model and the solution is found with Linear Programming. The first two steps of the model is applied with evaluating the relations of targets and projects then the materials for the projects are evaluated in details of time, cost and quality. The important subject, selection criteria are review after cost, time and quality importance points calculated. At that point, suppliers are evaluated for the time, cost and quality ability parallel to the project management success criteria. Then procurement plan is prepared with the constraints of quantity for each material. After the implementation of the model, it has been occurred that the model has accommodating results to the real life practice. As a difference from the real life, the model gives advantages to evaluate the targets and the projects before the evaluating suppliers. As an assumption it has been defined that the suppliers have no capacity limit, and the prices for the materials will not be affected from the procurement time and the quantity. In addition, procurement time and contractual concepts are appreciated as out of the scope of model. Different scenarios are evaluated after the implementation of the model and the model has been checked for the behavioral issues. The results were as what was expected before each scenario. In that manner, the model gives us a different way to solve supplier selection problems with combining management with targets, project management and supplier management subjects.