The the company (Chopra & Meindl, 2001). It

The companies are facing a highly competitive and unpredictable market.Therefore, they are required to manage their resourcesand pay attention to their industrial relationships at the sametime to keep their competitive advantages. In other word, theyrequire to redesign their supply chain management strategies (SCMS)by considering the organizational resources, information andactivities to be coordinated with the exogenous factors (Tseng et al.,2009).             SCMS concept introduced by Skinner(1969) and Hayes andWheelwright (1984) as an operational strategy (in terms of structure, infrastructureand competitive priorities). It is defined as a repetitive process to givedirection to managers to know how the supply chain’s components should operatein order to survive and be profitable in the market.

On top of that,a SCMS answer to this question  that what kinds of strategies can be leadsto a substantial benefit for whole supply chain like distribution,operations and service area and these decisions can directly reflect theoverall strategy of the company (Chopra & Meindl, 2001).             It is an essential key for each company to find the highly suitableSCMSs, depending on business features of that specific organization and thearea which they are operating, where a SCMS can be defined as a set ofobjectives (Brun& Castelli, 2008) that a company wishes to meet through undertaking specific supplychain management (SCM) decisions (Lee, 2004). Some researchers even propose the possibility of implementing aportfolio of SCMS within a single company (Childerhouse et al., 2002), based on the fundamental characteristics of each company on thatspecific business segment (Brun& Castelli, 2008).

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To increase the likelihood of achieving this, the strategicpriorities should be translated into SCM objectives, and then those objectivesshould be converted to actual operations. By using this structure, it makessense to expect that supply-chain objectives support corporate objectives (Schnetzler et al., 2007).             The supply chainprofessional players (i.

e. SC managers) should sporadically evaluate thepossible difference between the desired SC performance measures and thecurrent extrapolated values of the performance measures. Tostrongly react to this requirement, the gap analysis methodology as theessential core of a result-oriented view quantitatively analyzes thedifferences which exist between current status and ideal future in terms ofstructural or performance characteristics (Goodstein et al., 1993), which can be considered as auseful tool. The primary and chief purpose of gap analysis is assessing thestrategic plans’ performance to audit the accomplishment of the strategies andlong-term goals (Eshlaghyet al.

, 2008).    Strategic gap analysis has addressed just in a few number ofpapers, for example: Thun(2008) concentrated mainly on the gap thatexists between theoretical approaches that consider manufacturing strategy andempirical analysis. He demonstrated that the general implementation strategy ofa manufacturer has a considerable impact on the performance of company and canleads to remarkable improvement of special manufacturing strategies.

Ghazinoory et al. (2007) proposed a new AHP-based approach to decide aboutaccepting/rejecting the alternatives to achieve the best performance on theexisting gap. They used linear programming approach in AHP by comparing ofdesired value and anticipated value of alternatives. They showed that theirmethod allows decision makers (DM) to select the best alternatives. Another wayto look at the performance is considering it as a collective decision-makingphenomenon (Eshlaghy et al, 2008).

They employed a predictivemodel for anticipation of future status of a performance in gap analysisapproach. a hierarchical chart is used to determine the relation among thecomponents of strategic planning.  Accordingto the review of previous researches, there is no research has been done toexamine the existing gap in SCMS.

Furthermore, gap analysis technique has beenused in many aspects of business problems but there is not any paper, whichconsiders SCMS gap analysis. To fill this research gap, a grey multi-objectiveapproach is developed to reduce the probable gap between current status of SCMSand predetermined goal. A novel hybrid algorithm is developed to tackle thisproblem in a way that minimizes the total time is needed to reach thedesire goal, minimizes the expected total cost, and maximizes the customersatisfactions that the actual operational program generates. The innovativeparts of our research can be developing a mathematical model for mentionedproblem, analyzing SCMS gap and using a hierarchical structure of SCMS, andproposing a novel multi-objective algorithm to solve this problem.      The outline of this paperis organized as follows: In Section 2, we briefly describe the literature review. In section 3, problem, definition is explained.

Section 4 discusses the key conceptof Pareto optimality and continues by describing the whole structure of our proposedalgorithm. Section 5 discusses the procedure that used for data generation, parametertuning of the proposed algorithm, and computational results. Finally, in Section6, we give our concluding remarks and possible future works.