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Ontology Supporting Green Supplier Selection Process
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Procedia Computer Science 00 (2019) 000–000 Available online at www.sciencedirect.com Procedia Computer Science 00 (2019) 000–000
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Procedia Computer Science 159 (2019) 1602–1613
23rd International Conference on Knowledge-Based and Intelligent Information & Engineering 23rd International Conference on Knowledge-Based Systems and Intelligent Information & Engineering Systems
Ontology Supporting Green Supplier Selection Process Ontology Supporting Green Supplier Selection Process Jarosław Wątróbski* Jarosław Wątróbski*
University of Szczecin, The Faculty of Economics and Management, 64, 71-101 Szczecin, Poland University of Mickiewicza Szczecin, The Faculty of Economics and Management, Mickiewicza 64, 71-101 Szczecin, Poland
Abstract Abstract At present, companies need to consider and include so-called ‘green strategies’ in order to retain competitive advantage. The At present, companies need to considerofand include strategies’ in order retain suppliers competitive The common understanding of functionality supply chainso-called as well as‘green collaborations among this to between andadvantage. partners means common understanding of order supplytochain as the wellgreener as collaborations thishand, between suppliersmodel and partners means that companies need to of dofunctionality much more in ensure effect. Onamong the other a scattered of conducting that companies need tocompetition do much more order to ensure the greener effect.for Ondevelopment the other hand, scatteredofmodel conducting businesses and global forceincompanies to consider the necessity the aactivities properofselection and businesses of andbeneficial global competition force companies Due to consider necessity for developmentreferences the activities of proper selection and evaluation supply chain partnerships. to largethe amount of literature-based of green supplier selection evaluation of beneficial supply chain partnerships. Due to large amount of literature-based references of green supplier capturing selection and evaluation, knowledge scattering of greener collaboration is noticeable. In addressing this research challenge, and evaluation, of greener is noticeable. In addressing research challenge,Within capturing knowledge in oneknowledge place in thescattering form of ontology forcollaboration enabling selection and evaluation criteria ofthis suppliers is proposed. this knowledge in one to place in the form of ontology for model enabling evaluation criteria of suppliers proposed. This Within this paper, an attempt application of ontology-based forselection supplier’and selection and evaluation criteria isisdeveloped. model paper, an attempt application of ontology-based model for supplier’ evaluation developed. This model is implemented onto base of distinctive set of criteria derived from revised selection literature,and nevertheless thecriteria publicisand common availability is implemented base of distinctive set of researches criteria derived from revised nevertheless the public common availability of the proposedonmodel suggests to other to collaborate in literature, this field by adding, sharing andandreusing knowledge of of the proposed suggests to other researches to collaborate in this field by adding, sharing and reusing knowledge of alternative criteriamodel of green supplier' selection. alternative criteria of green supplier' selection. © 2019 The Author(s). Published by Elsevier B.V. © 2019 The Authors. Published by Elsevier B.V. This © 2019 is an The open Author(s). access article Published underbythe Elsevier CC BY-NC-ND B.V. license (https://creativecommons.org/licenses/by-nc-nd/4.0/) This is an open access article under the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0/) This is an open access article under the CC BY-NC-ND Peer-review under responsibility of KES International. Peer-review under responsibility of KES International. license (https://creativecommons.org/licenses/by-nc-nd/4.0/) Peer-review under responsibility of KES International. Keywords: Green supplier selection; green supply chain; ontology-based model; supplier’ selection and evaluation criteria Keywords: Green supplier selection; green supply chain; ontology-based model; supplier’ selection and evaluation criteria
1. Introduction 1. Introduction In general, companies are seeking for the identification, evaluation and exploitation of opportunities [1]. To conduct In general, seekingensuring for the identification, evaluation and exploitation opportunities [1]. To conduct a business in acompanies green wayare requires sustainable actions and decisions on eachofphase of supply chain. In line a business in a green way requires ensuring sustainable actions and decisions on each phase of supply chain. In line
* Corresponding author. Tel.: +48-91-444-1915; fax: +48-91-444-1915. E-mail address:author. [email protected] * Corresponding Tel.: +48-91-444-1915; fax: +48-91-444-1915. E-mail address: [email protected] 1877-0509 © 2019 The Author(s). Published by Elsevier B.V. This is an open access underPublished the CC BY-NC-ND 1877-0509 © 2019 The article Author(s). by Elsevier license B.V. (https://creativecommons.org/licenses/by-nc-nd/4.0/) Peer-review under responsibility of KES International. This is an open access article under the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0/) Peer-review under responsibility of KES International. 1877-0509 © 2019 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0/) Peer-review under responsibility of KES International. 10.1016/j.procs.2019.09.331
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with an increased call for green-oriented development, companies cannot offer a sustainable and quality manufacturing without proper qualifying, selecting, segmentation, monitoring and controlling suppliers [2]. At this point, suppliers play a key role in supply chain management, which imposes evaluation for supplier selection problem and ensuring a fruitful collaboration between each parts of supply chain. Collaboration is defined as a means by which entrepreneur and supplier work closer together and towards a common purpose of collaborative planning, forecasting, and replenishment [3,4]. Concerning the greater collaboration with partners within a supply chain, the resources and knowledge of suppliers and valued customers should be leverage as well, capitalising on prospects for learning and knowledge formation [3-7]. Thus, the different levels of sharing knowledge in supply chain should be considered. The problem of green supplier selection and evaluation was taken in many literature-based references. It can be considered on base of identification of those factors that promote green-oriented supply chain collaboration or through several approaches referring to supply chain goals such as: collaboration [8], information sharing [9], process integration [10], and standardization [11]. However, knowledge scattering of greener collaboration in supply chain and also the lack of relevant knowledge about supply chain members and about criteria characterizing them cause a visible need to provide a solution which can efficiently collaborate to respond to supply chain opportunities. Thus, this created the need to provide a complete solution both to gather and share knowledge and then understand the interrelationships between the identified factors. In addressing this research challenge, capturing knowledge in one place in the form of ontology for enabling selection and evaluation criteria of suppliers is proposed. This attempt allows gathering heterogeneous information and selection capabilities based on distinctive criteria. The implementation of knowledge management practices into green supply chain management may largely focus on improving organizational performance. In line with examining the role of knowledge management in supporting greenoriented supply chain management, the identification of supplier' selection and evaluation criteria derived from the scientific literature allows developing an ontology-based model for implementing green supply chain collaboration. Within this paper, a number of 9 main criteria and 27 sub-criteria were considered, nevertheless there is a plenty of extant research to discover in this field. The paper is structured as follows: Section 2 details the research of green-oriented cooperation among supply chain participants, while Section 3 outlines knowledge management practices in green supply chain management. Section 4 describes the attempt to the problem of evaluation and selection of green supplier. In Section 5, an attempt to handling knowledge in green-oriented supplier selection/supply chain is shown, followed by validation studies using competence queries in Section 6. The conclusions are drawn in last Section. 2. Green-oriented cooperation among supply chain participants The term of "supplier" refers to all parties directly and indirectly engaged by the entrepreneur. Suppliers play a key role in supply chain management which involves evaluation for supplier selection problem, as well as other complex issues that companies should take into account [2].The careful selection of the right supplier for the right task and the management of its performance is vital for the success of a project [12,13]. The choice of valuable partners ought to be focused on that type of entrepreneurs that aim to introduce sustainable products and technologies to increase the sustainability [14]. The processes of qualifying, selecting, segmentation, monitoring and controlling suppliers are treated as key activities of the supply chain management. There are many factors that should be considered during the supplier selection process with regard to green-oriented aspects. Every green-oriented organization wants to work with the best approved suppliers. The assessment of the selection criteria does not only encompass the offered services and material quality, but also the supplier's opportunities for sustainable development, by adding individual green orientation to models of entrepreneurial intention to increase their explanatory power [15,16]. Thus, crucial key is to further establish green policy of the company, especially with regard to supply chain management. In supply chain management the roles between partners interpenetrate. Oftentimes, a supplier can act as a consumer in supply chain, and vice-versa. Essentially, the key activity is to ensure cooperation to accomplish various tasks oriented to preserve sustainable development in the whole parts of supply chain. Achieving this is possible when a systematic and up-to-date knowledge of available environmental friendly suppliers and customers is gathered, shared and managed as well. However, the supplier selection problem can be considered in two aspects. Firstly, the company looks for the best supplier who can provide the required quantity of a product. The second type is several suppliers to satisfy the demand when it is necessary [2].The process of supplier's qualification and evaluation of their performance
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in comparison with other providers in supply chain management allows to find few reliable suppliers to develop partnerships. It is worth to mention, that there are many theoretical approaches focused on supplier selection, which are classified by these authors in three groups: process, portfolio and involvement methods [2,17]. The current state-of-the-art of the selection and management of suppliers’ performance is presented selectively to outline some of its applications. Today the importance of managing suppliers' performance is clearly visible as well as having the relevant knowledge management concepts, and the importance to leverage on suppliers’ knowledge. In order to overcome this limitation, a number of supplier selection methods have been introduced. The first published portfolio approach was presented by [18]. It reflected on profit impact and supply risk. In this context, the conceptual and empirical approaches for supplier segmentation are focused on the characteristics of supplied items as well as on the relationships between the company and its suppliers. The further elaboration of this approach was conducted by [19], where the analysis of the categories of items which are non- critical, bottleneck, leverage and strategic items was taken. The analysis of the evolution of theoretical approaches focused on supplier segmentation was published by [17]. These solutions were divided into three groups: process, portfolio and involvement methods. Another review was elaborated by [20], where the authors demonstrated that the approaches to supplier categorization are conceptual or based on survey questionnaires and case studies. Some works refer to using multi-criteria decision making, applying portfolio models by using AHP to obtain weights of criteria and direct rating to obtain the score of items [21] or using fuzzy AHP method by obtaining data through interviews with purchasers [17]. To obtain criteria weights for supplier development, Rezaei, Wang, and Tavasszy [22] used a method called the Best Worst Method (BWM). To satisfy the demand when it is necessary, it is possible to do by involving several suppliers. In this context, it is required choosing the best suppliers and determining the quantities to buy from each of them [23]. On base of the literature analysis, there is a lack of emphasis on the importance of the mechanisms to provide feedback to the suppliers on their performance and to leverage on their knowledge for the benefit of the projects. According to [17,19,22] a systematic approach for managing suppliers is required as it can help to build the closeness and long-term relationship between clients and suppliers. Another important issue is to ensure effective collaboration between suppliers and entrepreneurs with regard to promote sustainable development. In that respect, the analysis of literature provides some works, e.g. describing green supply chain integration and collaboration as the means to promote efficiency and synergy among business partners and an approach to strengthen corporations [24] or supporting enhance environmental performance, minimising waste and saving costs [25-27]. Meanwhile, the analysis of literature investigates that there are some articles that find a clear link between knowledge management (KM) and green supply chain management outcomes [28-31]. In most cases, recent studies concerning sustainable supply chain management are focused on the knowledge acquisition [28], gathering [29] and sharing [30] with focus on the quality assessment of cooperation between companies. 3. Knowledge management practices in green supply chain management Essentially, to improve productivity and sustained competitive advantage knowledge management approaches can be promising solutions supporting managers to obtain, categorize and correspond with both tacit and explicit knowledge [30-32]. Knowledge management may also help in a customer-supplier relationship and to enhance their supply chain competencies [33,34]. Furthermore, former studies report that the organizations which stimulate their relationships with collaborators powerfully create knowledge networks and, consequently, they are better placed to facilitate share knowledge and increase harmonization [35]. Some works refer to the role of KM systems and its adaptation in supply chain field, specifically to assess suppliers’ overall environmental performance [36-39]. The need of knowledge management in sustainable supply chain was also suggested by [40,41], where its role is to establish close connections with businesses, collaborators, and also suppliers by ensuring harmonization, best practice and sharing knowledge between engaged parties. Undoubtedly, the role of knowledge management becomes one of the key elements to simplify collaborating business companies to complement each other’s strengths and form their relationship and supply chain strategies [42]. The appropriate level of knowledge mechanisms has an impact on the quality of the decision-making process and other organizational processes in implementing knowledge management issues [43]. In the era of knowledge economy, the competitive edge of organizations lies in the ability to leverage knowledge to produce innovative solutions to meet the requirements of the increasingly more demanding customers [44]. Regarding knowledge sharing,
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Giannakis [45] suggested that the codification of knowledge with an increasing use of e-channels can help improve knowledge transfer between collaborators and other companies [46]. The adequate level of effective knowledge management allows organizations to identify sustainable opportunities related to the information they currently possess. It is clear that companies need the implementation of knowledge management to help in ensuring strong positive correlations both with suppliers and customers, enhancing development of a proper education level and industry-specific knowledge [47]. From a business perspective, KM enables organizations to collect previous and current information of sustainability-oriented strategies they used and their experienced from their environment from all of the collaborators [48], and consequently helps making better decisions [43]. Certainly, the value added of KM in supply chain management supports promotion of the awareness both of threats and opportunities and yields valuable information for stakeholders [49]. In this context, companies are encouraged to engage building hard network of collaboration and partnership [50] and creating long-time strategies between partners, avoiding bottlenecks, blind spots and similar unfavorable incidents [51,52,77]. Having additional knowledge allows to indicate other factors that eventually make the difference for successfully developing green-oriented innovations [53,54]. It helps also to contain strategic alliances between geographically scattered collaborators and organizations as well as to share information and acquire knowledge to successfully automate their supply chain through advanced technological solutions [3]. Furthermore, the implementation of knowledge management mechanisms in greenoriented supply chain to maximize its returns on the relationship improves managing and sharing knowledge between the collaborators [55], trust among collaborators [56,57], and skillful use of the potential of supply chain partners [30]. Otherwise, weak network refers to too little interaction between parties [28-31]. To sum up, the promising field on research refers to the two combined disciplines specifically focusing on the role of knowledge management in greenoriented supply chain management. To improve this assumption, the practical implications of combinations of knowledge management and supply chain were described for example by [48-53]. 4. Evaluation criteria of green supplier selection The sustainable-oriented enterprises qualify providers and also supplier segmentation by monitoring their performance in multiple criteria context. The distinguished criteria and the process of supplier's approval depends on the own offered features and green-oriented policy of the supplier. The long-term strategy of the collaboration and identified types of relationships between partners has a great impact on the development of green-related entrepreneurial opportunities. It is worth to mention that individuals who are green-oriented and thus could potentially be more interested in supporting initiatives and forming businesses that support the idea of green-oriented collaboration. Therefore, the huge role is assigned to identify the profile of a supplier according to the venture created, the activities, the motivations and values. The green-oriented enterprises look for the individuals who are concerned with environmental and societal issues, those who are sustainably oriented and thus could be interested in pursuing initiatives and forming businesses that support the idea of green-oriented collaboration. Based on the revised literature, there are some findings emphasizing on a growing trend towards greater green collaboration for a successful supply chain and optimal organisational performance. To meet this aim, an increasing need of improving the collaboration and knowledge management at various levels in the green-oriented supply chain is noticeable. With an overview of the key facets of knowledge management and green-oriented supplier selection and also an understanding of the significance of green collaboration among the various parties in the supply chain to profit the companies, a proposed research model is in a form of an ontology. Meanwhile, an ontology could be used for modelling supplier’s requirements in the green-oriented supply chain domain. To compare, some ontological works were done for the modelling buyer’s requirements (e.g., [58]). The authors investigated an ontology-based methodology to identify and select the appropriate evaluation criteria for understanding buyer’s requirements [59]. Hence, this concept can be successfully used to model the supplier’s preferences. To obtain domain knowledge for building the ontology, the assessment of existing literature of green supplier selection was investigated [60-74]. The classification encompasses the exemplary set of 9 criteria and 27 sub-criteria based on evaluation parameters of the suppliers. This list of criteria is not exhaustive, however, these criteria and subcriteria included on figure 1 are derived from the literature specifically focusing on green supplier selection and, in any case, this list can be extended. Following this, the set of criteria for green-oriented supplier evaluation contains the parameters defining Benefits (Profitability of supplier, Relationship closeness, Past experience, On-time delivery),
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followed by Cost (Logistics costs, Tariff and custom duties, Cost level), Quality (Quality assurance, Vendor specific, Technical, Quality of product, Quality of manufacturing, Quality of product, Quality of manufacturing), Opportunities (Supplier collaboration, Supplier development), General information of the supplier (The number of working years in this sector), Delivery reliability (Delivery on time), Risk (Suppliers production imitations, Knowledge about customer, Knowledge about competition, Technology risk, Delivery risk), Compatible with environment (The use of green technology & materials, Environmental certification), and Capability (Production capability, Production facility and capacity, Response to changes). This knowledge was used as input for the preliminary design of the ontology.
Fig. 1. Selected criteria and sub-criteria.
5. An attempt to handling knowledge in green-oriented supplier selection Formally, an ontology is defined as a formal and explicit specification of a shared conceptualisation [Gruber, 1993] that is used to model a domain of interest and support reasoning based on the model. Generally, the construction of an ontology need to be methodologically supported to guarantee the required level of expressivity. Ontology-building methodologies for a specific usage commonly require formal representations for the specific usage in order to identify important concepts and relationships. They are focused on describing the main activities. There is a wide range of research guidelines and frameworks to ontology construction, development and maintenance, i.e. Noy & McGuiness, Uschold and King’s, Grüninger and Fox’s, METHONTOLOGY, and On-To-Knowledge [75,76]. It is worth to notice that these methodologies have in common is a focus on describing the activities. In this case, an adaptation of the approach proposed by [75] was applied. This process was composed of the 8 steps, as follows: (1) defining a set of criteria, (2) taxonomy construction, (3) ontology construction, (4) formal description, (5) defined classes creation, (6) reasoning process, (7) consistency verification, (8) a set of results. Primarily, most of analysed methodologies based on competency questions to verify the coherence and correctness of constructed ontology. This validation process refers to activities of knowledge structuralisation and checks the correctness of the implemented ontology. Ontologies have to retain some level of versatility and expandability in order to cover various domains. In this paper, an ontology covers the domain of green-oriented supplier selection. In order to select the most appropriate set of criteria for supplier evaluation, the in-depth domain analysis was required. This process allowed to remould the unstructured data, gathered from a wide range of scientific papers, into semi-structured form. Based on the performed analysis, the set of criteria and sub-criteria was defined. This process required to unify the terms, and on base of it, to extract concepts, and relations to a taxonomy form. The ontology was implemented in Ontology Web Language (OWL), providing formal and structured description. To check the coherency and correctness of obtained ontology, the set of defined classes was implemented. To validate this, reasoning process was exploited. This process was investigated using some validation queries.
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Finally, the ontology for supplier selection contains a set of 9 main classes and 27 sub-classes. All the attributes were generated from a given domain in the class hierarchy model, guiding the user to know how to describe the implementation with selective constraints. Mapping relations of classes and properties should be established to enable the automatic search and reusing. To aim this, the set of relationships is composed of the 2 object properties, where the first of them is called has Criterion, followed by an inverse is Criterion of. These classes and sub-classes describe the existing relationships between the chosen authors from literature-based references. The specification forms an ontology-based model in the format of a hierarchical structure, as shown in the figure 2.
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Fig. 2. A class hierarchy of implemented criteria and sub-criteria.
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6. Validation studies using competence queries The competence query demonstrates the working procedure of how ontology-based model is applied to one of example collaborators, referred as ‘XYZ’ company. This company is medium-sized enterprise located in the WestEuropean city which has more than 50.000 companies. It received over 20.000 orders yearly. The high impact is posed on finding suppliers respecting the values and green policy of a company. Moreover, the significant issues are assigned to offered quality of supply, especially including quality of manufacturing and quality of product. Optionally, the profitability of supplier and relationship closeness should be considered. Further, the logistic costs are not without significance. The obtained results are shown as figure 3.
Fig. 3. Sample of OntoGraf application to visualize the first competency question.
On base of these preferences, the set of defined criteria was constituted and formulated in the form of defined class. The provided set of results contains the list of references, where the particular supplier selection and evaluation criteria are specifically described with regard to the used method for further evaluation. The obtained results are depicted as figure 4.
Fig. 4. A defined class on base of the first competency question.
To sum up, after receiving the enquiry, the 5 reference items met these conditions. By matching the requirements, authors: Chan F. T. S., Kumar N., Chen, Ch., T., Lin, Ch., T., Huang, S., F., Khodaverdi R., Olfat L., Palanisamy P.
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and Abdul Zubar H., and Tahriri F., Osman R. M., Ali A., Yusuff M. R., Esfandiary A. fit exactly, as figure X indicates. The metadata of complete bibliometric details are specified as well (Figure 5).
Fig. 5. Reasoning results based on the first competency question using OWLViz tool
The implemented model also consists of the metadata referencing the information of a literature source. The public availability of the ontology helps users to find relevant knowledge and also to publish new ones. It supports easy and fast access to information about supplier selection and evaluation criteria and allows sharing these resources between other collaborators. This way of knowledge representation uniforms the diffused resources about supplier selection criteria and also classified them into coherent hierarchy. The obtained results are presented as figure 6.
Fig. 6. Metadata example.
7. Conclusions Transparent information and knowledge sharing and exchange in supply chain collaborative ventures is claimed to be a leading component behind green-oriented organizational policy. To meet these aims, the need of green-oriented collaboration in every part of supply chain is clearly visible. More precisely, in green-oriented company, the flow from upstream suppliers to downstream suppliers and then finally to customers should be performed with respect of green-oriented values. In many cases the lack of relevant knowledge about suppliers may disturb this process. To improve this process, common knowledge management practices in supply chain such as knowledge creation, storage, sharing and reuse for collaborators should be concerned, ensuring knowledge accessibility and information quality as well as creation of green-oriented alliances. To accomplish enhancements in collaboration with supply chain partners, the transparent criteria of selection and evaluation should be ensured. To provide valuable information about suppliers, the set of criteria selection and evaluation is developed. This is because it may enable companies to understanding and suiting of supply chain collaborators better, while at the same time respecting the green-oriented policy. Capturing knowledge in one place in the form of ontology is cost-effective and flexible enough to equal supply with varying customer demands. The above-mentioned conceptual findings seem to propose and implement an ontology-based model for enabling selection and evaluation criteria of suppliers. This attempt allows gathering heterogeneous information and selection capabilities based on distinctive criteria. To obtain domain knowledge for building the ontology, the assessment of existing literature of green supplier selection was investigated. The classification encompassed the exemplary set of 9 criteria and 27 sub-criteria based on evaluation parameters of the suppliers. This knowledge was used as input for the preliminary design of the ontology. In this model, the list of criteria was not exhaustive, however, in any case, this
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list can be extended. The implemented model was enriched by adding metadata referencing the information of a literature source. During the development of ontology, there is always opportunity to enhance the veracity of data collection and enriching information. A range of proposed ontology has been made public available, enhancing collaborators, companies and other researches to share knowledge and access to selection and evaluation criteria of suppliers. The resulting knowledge representation in the form of ontology uniforms the diffused resources about supplier selection criteria and also classified them into coherent hierarchy. Acknowledgements The project is financed within the framework of the program of the Minister of Science and Higher Education under the name "Regional Excellence Initiative" in the years 2019-2022, project number 001/RID/2018/19, the amount of financing PLN 10,684,000.00. References [1] Shane, Scott, and Sankaran, Venkataraman. (2000) “The promise of entrepreneurship as a field of research.” Acad. Manag. Rev. 25 (1): 217– 226. [2] Segura, Marina, and Maroto, Concepción. (2017) “A multiple criteria supplier segmentation using outranking and value function methods.” Expert Systems with Applications 69: 87-100. [3] Irani Zahir et al. (2017) “Enabling sustainable energy futures: factors influencing green supply chain collaboration.” Production Planning & Control 28 (6-8): 684-705. [4] VICS (Voluntary Inter-industry Commerce Standards Association). (1998) “Collaborative planning, forecasting and replenishment, CPFR.” [5] Sancha, Cristina, Gimenez, Cristina, and Sierra, Vicenta. (2016) “Achieving a Socially Responsible Supply Chain through Assessment and Collaboration.” Journal of Cleaner Production 112: 1934–1947. [6] Shaw, Krishnendu, et al. (2013) “Modeling a Lowcarbon Garment Supply Chain.” Production Planning and Control 24 (8–9): 851–865. [7] Wątróbski, Jarosław, Jankowski, Jarosław, Ziemba, Paweł, Karczmarczyk, Artur, and Zioło, Magdalena. (2019). Generalised framework for multi-criteria method selection. Omega 86: 107-124. [8] Schnetzler, Matthias J., and Schönsleben, Paul. (2007) “The Contribution and Role of Information Management in Supply Chains: A Decomposition-based Approach.” Production Planning & Control 18 (6): 497–513. [9] Malhotra, Arvind, Sanjay Gosain, and Omar A., El Sawy. (2005) “Absorptive Capacity Configurations in Supply Chains: Gearing for Partnerenabled Market Knowledge Creation.” MIS Quarterly 29 (1): 145–187. [10] Wahab, M. I. M., Mamun S. M. H., and Ongkunaruk P. (2011) “EOQ Models for a Coordinated Two-level International Supply Chain Considering Imperfect Items and Environmental Impact.” International Journal of Production Economics 134 (1): 151–158. [11] Defee, Clifford C., and Stank, Theodore P. (2005) “Applying the Strategy – Structure – Performance Paradigm to the Supply Chain Environment.” International Journal of Logistics Management 16 (1): 28–50. [12] Qian Li, Zi, et al. (2017) “Development of a web-based system for managing suppliers’ performance and knowledge sharing in construction project.” Built Environment Project and Asset Management 7 (2): 117–129. [13] Wątróbski, Jarosław. (2016) “Outline of Multicriteria Decision-making in Green Logistics.” Transportation Research Procedia 16: 537-552. [14] Klein Woolthuis, R. J. (2010) “Sustainable entrepreneurship in the Dutch construction industry.” Sustainability 2: 505–523. [15] Kuckertz, Andreas, and Wagner, Marcus. (2010) “The influence of sustainability orientation on entrepreneurial intentions—Investigating the role of business experience.” J Bus Venturing 25 (5): 524–539. [16] Konys, Agnieszka. (2018) “An Ontology-Based Knowledge Modelling for a Sustainability Assessment Domain.” Sustainability 10 (300). [17] Rezaei, Jafar, and Ortt, Roland. (2012) “A multi-variable approach to supplier segmentation.” International Journal of Production Research 50: 4593–4611. [18] Kraljic, Peter. (1983). “Purchasing must become supply management.” Harvard Business Review 61 (5): 109–117. [19] Gelderman, Cees J., and Weele, Arjan J. Van. (2003) “Handling measurement issues and strategic directions in Kraljic’s purchasing portfolio model.” Journal of Purchasing & Supply Management 9 (5-6): 207–216. [20] Day, Marc, Magnan, Gregory M. and Moeller, Morten Munkgaard (2010). “Evaluating the bases of supplier segmentation: A review and taxonomy.” Industrial Marketing Management 39 (4): 625–639. [21] Lee, Dong Myung, and Drake, Paul R. (2010). “A portfolio model for component purchasing strat- egy and the case study of two South Korean elevator manufacturers.” International Journal of Production Research 48 (22): 6651–6682. [22] Rezaei, Jafar, Wang, Jing and Tavasszy, Lori. (2015) “Linking supplier development to supplier segmentation using Best Worst Method.” Expert Systems with Applications 42 (23): 9152–9164.
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Procedia Computer Science 159 (2019) 1602–1613
23rd International Conference on Knowledge-Based and Intelligent Information & Engineering 23rd International Conference on Knowledge-Based Systems and Intelligent Information & Engineering Systems
Ontology Supporting Green Supplier Selection Process Ontology Supporting Green Supplier Selection Process Jarosław Wątróbski* Jarosław Wątróbski*
University of Szczecin, The Faculty of Economics and Management, 64, 71-101 Szczecin, Poland University of Mickiewicza Szczecin, The Faculty of Economics and Management, Mickiewicza 64, 71-101 Szczecin, Poland
Abstract Abstract At present, companies need to consider and include so-called ‘green strategies’ in order to retain competitive advantage. The At present, companies need to considerofand include strategies’ in order retain suppliers competitive The common understanding of functionality supply chainso-called as well as‘green collaborations among this to between andadvantage. partners means common understanding of order supplytochain as the wellgreener as collaborations thishand, between suppliersmodel and partners means that companies need to of dofunctionality much more in ensure effect. Onamong the other a scattered of conducting that companies need tocompetition do much more order to ensure the greener effect.for Ondevelopment the other hand, scatteredofmodel conducting businesses and global forceincompanies to consider the necessity the aactivities properofselection and businesses of andbeneficial global competition force companies Due to consider necessity for developmentreferences the activities of proper selection and evaluation supply chain partnerships. to largethe amount of literature-based of green supplier selection evaluation of beneficial supply chain partnerships. Due to large amount of literature-based references of green supplier capturing selection and evaluation, knowledge scattering of greener collaboration is noticeable. In addressing this research challenge, and evaluation, of greener is noticeable. In addressing research challenge,Within capturing knowledge in oneknowledge place in thescattering form of ontology forcollaboration enabling selection and evaluation criteria ofthis suppliers is proposed. this knowledge in one to place in the form of ontology for model enabling evaluation criteria of suppliers proposed. This Within this paper, an attempt application of ontology-based forselection supplier’and selection and evaluation criteria isisdeveloped. model paper, an attempt application of ontology-based model for supplier’ evaluation developed. This model is implemented onto base of distinctive set of criteria derived from revised selection literature,and nevertheless thecriteria publicisand common availability is implemented base of distinctive set of researches criteria derived from revised nevertheless the public common availability of the proposedonmodel suggests to other to collaborate in literature, this field by adding, sharing andandreusing knowledge of of the proposed suggests to other researches to collaborate in this field by adding, sharing and reusing knowledge of alternative criteriamodel of green supplier' selection. alternative criteria of green supplier' selection. © 2019 The Author(s). Published by Elsevier B.V. © 2019 The Authors. Published by Elsevier B.V. This © 2019 is an The open Author(s). access article Published underbythe Elsevier CC BY-NC-ND B.V. license (https://creativecommons.org/licenses/by-nc-nd/4.0/) This is an open access article under the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0/) This is an open access article under the CC BY-NC-ND Peer-review under responsibility of KES International. Peer-review under responsibility of KES International. license (https://creativecommons.org/licenses/by-nc-nd/4.0/) Peer-review under responsibility of KES International. Keywords: Green supplier selection; green supply chain; ontology-based model; supplier’ selection and evaluation criteria Keywords: Green supplier selection; green supply chain; ontology-based model; supplier’ selection and evaluation criteria
1. Introduction 1. Introduction In general, companies are seeking for the identification, evaluation and exploitation of opportunities [1]. To conduct In general, seekingensuring for the identification, evaluation and exploitation opportunities [1]. To conduct a business in acompanies green wayare requires sustainable actions and decisions on eachofphase of supply chain. In line a business in a green way requires ensuring sustainable actions and decisions on each phase of supply chain. In line
* Corresponding author. Tel.: +48-91-444-1915; fax: +48-91-444-1915. E-mail address:author. [email protected] * Corresponding Tel.: +48-91-444-1915; fax: +48-91-444-1915. E-mail address: [email protected] 1877-0509 © 2019 The Author(s). Published by Elsevier B.V. This is an open access underPublished the CC BY-NC-ND 1877-0509 © 2019 The article Author(s). by Elsevier license B.V. (https://creativecommons.org/licenses/by-nc-nd/4.0/) Peer-review under responsibility of KES International. This is an open access article under the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0/) Peer-review under responsibility of KES International. 1877-0509 © 2019 The Authors. Published by Elsevier B.V. This is an open access article under the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0/) Peer-review under responsibility of KES International. 10.1016/j.procs.2019.09.331
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with an increased call for green-oriented development, companies cannot offer a sustainable and quality manufacturing without proper qualifying, selecting, segmentation, monitoring and controlling suppliers [2]. At this point, suppliers play a key role in supply chain management, which imposes evaluation for supplier selection problem and ensuring a fruitful collaboration between each parts of supply chain. Collaboration is defined as a means by which entrepreneur and supplier work closer together and towards a common purpose of collaborative planning, forecasting, and replenishment [3,4]. Concerning the greater collaboration with partners within a supply chain, the resources and knowledge of suppliers and valued customers should be leverage as well, capitalising on prospects for learning and knowledge formation [3-7]. Thus, the different levels of sharing knowledge in supply chain should be considered. The problem of green supplier selection and evaluation was taken in many literature-based references. It can be considered on base of identification of those factors that promote green-oriented supply chain collaboration or through several approaches referring to supply chain goals such as: collaboration [8], information sharing [9], process integration [10], and standardization [11]. However, knowledge scattering of greener collaboration in supply chain and also the lack of relevant knowledge about supply chain members and about criteria characterizing them cause a visible need to provide a solution which can efficiently collaborate to respond to supply chain opportunities. Thus, this created the need to provide a complete solution both to gather and share knowledge and then understand the interrelationships between the identified factors. In addressing this research challenge, capturing knowledge in one place in the form of ontology for enabling selection and evaluation criteria of suppliers is proposed. This attempt allows gathering heterogeneous information and selection capabilities based on distinctive criteria. The implementation of knowledge management practices into green supply chain management may largely focus on improving organizational performance. In line with examining the role of knowledge management in supporting greenoriented supply chain management, the identification of supplier' selection and evaluation criteria derived from the scientific literature allows developing an ontology-based model for implementing green supply chain collaboration. Within this paper, a number of 9 main criteria and 27 sub-criteria were considered, nevertheless there is a plenty of extant research to discover in this field. The paper is structured as follows: Section 2 details the research of green-oriented cooperation among supply chain participants, while Section 3 outlines knowledge management practices in green supply chain management. Section 4 describes the attempt to the problem of evaluation and selection of green supplier. In Section 5, an attempt to handling knowledge in green-oriented supplier selection/supply chain is shown, followed by validation studies using competence queries in Section 6. The conclusions are drawn in last Section. 2. Green-oriented cooperation among supply chain participants The term of "supplier" refers to all parties directly and indirectly engaged by the entrepreneur. Suppliers play a key role in supply chain management which involves evaluation for supplier selection problem, as well as other complex issues that companies should take into account [2].The careful selection of the right supplier for the right task and the management of its performance is vital for the success of a project [12,13]. The choice of valuable partners ought to be focused on that type of entrepreneurs that aim to introduce sustainable products and technologies to increase the sustainability [14]. The processes of qualifying, selecting, segmentation, monitoring and controlling suppliers are treated as key activities of the supply chain management. There are many factors that should be considered during the supplier selection process with regard to green-oriented aspects. Every green-oriented organization wants to work with the best approved suppliers. The assessment of the selection criteria does not only encompass the offered services and material quality, but also the supplier's opportunities for sustainable development, by adding individual green orientation to models of entrepreneurial intention to increase their explanatory power [15,16]. Thus, crucial key is to further establish green policy of the company, especially with regard to supply chain management. In supply chain management the roles between partners interpenetrate. Oftentimes, a supplier can act as a consumer in supply chain, and vice-versa. Essentially, the key activity is to ensure cooperation to accomplish various tasks oriented to preserve sustainable development in the whole parts of supply chain. Achieving this is possible when a systematic and up-to-date knowledge of available environmental friendly suppliers and customers is gathered, shared and managed as well. However, the supplier selection problem can be considered in two aspects. Firstly, the company looks for the best supplier who can provide the required quantity of a product. The second type is several suppliers to satisfy the demand when it is necessary [2].The process of supplier's qualification and evaluation of their performance
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in comparison with other providers in supply chain management allows to find few reliable suppliers to develop partnerships. It is worth to mention, that there are many theoretical approaches focused on supplier selection, which are classified by these authors in three groups: process, portfolio and involvement methods [2,17]. The current state-of-the-art of the selection and management of suppliers’ performance is presented selectively to outline some of its applications. Today the importance of managing suppliers' performance is clearly visible as well as having the relevant knowledge management concepts, and the importance to leverage on suppliers’ knowledge. In order to overcome this limitation, a number of supplier selection methods have been introduced. The first published portfolio approach was presented by [18]. It reflected on profit impact and supply risk. In this context, the conceptual and empirical approaches for supplier segmentation are focused on the characteristics of supplied items as well as on the relationships between the company and its suppliers. The further elaboration of this approach was conducted by [19], where the analysis of the categories of items which are non- critical, bottleneck, leverage and strategic items was taken. The analysis of the evolution of theoretical approaches focused on supplier segmentation was published by [17]. These solutions were divided into three groups: process, portfolio and involvement methods. Another review was elaborated by [20], where the authors demonstrated that the approaches to supplier categorization are conceptual or based on survey questionnaires and case studies. Some works refer to using multi-criteria decision making, applying portfolio models by using AHP to obtain weights of criteria and direct rating to obtain the score of items [21] or using fuzzy AHP method by obtaining data through interviews with purchasers [17]. To obtain criteria weights for supplier development, Rezaei, Wang, and Tavasszy [22] used a method called the Best Worst Method (BWM). To satisfy the demand when it is necessary, it is possible to do by involving several suppliers. In this context, it is required choosing the best suppliers and determining the quantities to buy from each of them [23]. On base of the literature analysis, there is a lack of emphasis on the importance of the mechanisms to provide feedback to the suppliers on their performance and to leverage on their knowledge for the benefit of the projects. According to [17,19,22] a systematic approach for managing suppliers is required as it can help to build the closeness and long-term relationship between clients and suppliers. Another important issue is to ensure effective collaboration between suppliers and entrepreneurs with regard to promote sustainable development. In that respect, the analysis of literature provides some works, e.g. describing green supply chain integration and collaboration as the means to promote efficiency and synergy among business partners and an approach to strengthen corporations [24] or supporting enhance environmental performance, minimising waste and saving costs [25-27]. Meanwhile, the analysis of literature investigates that there are some articles that find a clear link between knowledge management (KM) and green supply chain management outcomes [28-31]. In most cases, recent studies concerning sustainable supply chain management are focused on the knowledge acquisition [28], gathering [29] and sharing [30] with focus on the quality assessment of cooperation between companies. 3. Knowledge management practices in green supply chain management Essentially, to improve productivity and sustained competitive advantage knowledge management approaches can be promising solutions supporting managers to obtain, categorize and correspond with both tacit and explicit knowledge [30-32]. Knowledge management may also help in a customer-supplier relationship and to enhance their supply chain competencies [33,34]. Furthermore, former studies report that the organizations which stimulate their relationships with collaborators powerfully create knowledge networks and, consequently, they are better placed to facilitate share knowledge and increase harmonization [35]. Some works refer to the role of KM systems and its adaptation in supply chain field, specifically to assess suppliers’ overall environmental performance [36-39]. The need of knowledge management in sustainable supply chain was also suggested by [40,41], where its role is to establish close connections with businesses, collaborators, and also suppliers by ensuring harmonization, best practice and sharing knowledge between engaged parties. Undoubtedly, the role of knowledge management becomes one of the key elements to simplify collaborating business companies to complement each other’s strengths and form their relationship and supply chain strategies [42]. The appropriate level of knowledge mechanisms has an impact on the quality of the decision-making process and other organizational processes in implementing knowledge management issues [43]. In the era of knowledge economy, the competitive edge of organizations lies in the ability to leverage knowledge to produce innovative solutions to meet the requirements of the increasingly more demanding customers [44]. Regarding knowledge sharing,
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Giannakis [45] suggested that the codification of knowledge with an increasing use of e-channels can help improve knowledge transfer between collaborators and other companies [46]. The adequate level of effective knowledge management allows organizations to identify sustainable opportunities related to the information they currently possess. It is clear that companies need the implementation of knowledge management to help in ensuring strong positive correlations both with suppliers and customers, enhancing development of a proper education level and industry-specific knowledge [47]. From a business perspective, KM enables organizations to collect previous and current information of sustainability-oriented strategies they used and their experienced from their environment from all of the collaborators [48], and consequently helps making better decisions [43]. Certainly, the value added of KM in supply chain management supports promotion of the awareness both of threats and opportunities and yields valuable information for stakeholders [49]. In this context, companies are encouraged to engage building hard network of collaboration and partnership [50] and creating long-time strategies between partners, avoiding bottlenecks, blind spots and similar unfavorable incidents [51,52,77]. Having additional knowledge allows to indicate other factors that eventually make the difference for successfully developing green-oriented innovations [53,54]. It helps also to contain strategic alliances between geographically scattered collaborators and organizations as well as to share information and acquire knowledge to successfully automate their supply chain through advanced technological solutions [3]. Furthermore, the implementation of knowledge management mechanisms in greenoriented supply chain to maximize its returns on the relationship improves managing and sharing knowledge between the collaborators [55], trust among collaborators [56,57], and skillful use of the potential of supply chain partners [30]. Otherwise, weak network refers to too little interaction between parties [28-31]. To sum up, the promising field on research refers to the two combined disciplines specifically focusing on the role of knowledge management in greenoriented supply chain management. To improve this assumption, the practical implications of combinations of knowledge management and supply chain were described for example by [48-53]. 4. Evaluation criteria of green supplier selection The sustainable-oriented enterprises qualify providers and also supplier segmentation by monitoring their performance in multiple criteria context. The distinguished criteria and the process of supplier's approval depends on the own offered features and green-oriented policy of the supplier. The long-term strategy of the collaboration and identified types of relationships between partners has a great impact on the development of green-related entrepreneurial opportunities. It is worth to mention that individuals who are green-oriented and thus could potentially be more interested in supporting initiatives and forming businesses that support the idea of green-oriented collaboration. Therefore, the huge role is assigned to identify the profile of a supplier according to the venture created, the activities, the motivations and values. The green-oriented enterprises look for the individuals who are concerned with environmental and societal issues, those who are sustainably oriented and thus could be interested in pursuing initiatives and forming businesses that support the idea of green-oriented collaboration. Based on the revised literature, there are some findings emphasizing on a growing trend towards greater green collaboration for a successful supply chain and optimal organisational performance. To meet this aim, an increasing need of improving the collaboration and knowledge management at various levels in the green-oriented supply chain is noticeable. With an overview of the key facets of knowledge management and green-oriented supplier selection and also an understanding of the significance of green collaboration among the various parties in the supply chain to profit the companies, a proposed research model is in a form of an ontology. Meanwhile, an ontology could be used for modelling supplier’s requirements in the green-oriented supply chain domain. To compare, some ontological works were done for the modelling buyer’s requirements (e.g., [58]). The authors investigated an ontology-based methodology to identify and select the appropriate evaluation criteria for understanding buyer’s requirements [59]. Hence, this concept can be successfully used to model the supplier’s preferences. To obtain domain knowledge for building the ontology, the assessment of existing literature of green supplier selection was investigated [60-74]. The classification encompasses the exemplary set of 9 criteria and 27 sub-criteria based on evaluation parameters of the suppliers. This list of criteria is not exhaustive, however, these criteria and subcriteria included on figure 1 are derived from the literature specifically focusing on green supplier selection and, in any case, this list can be extended. Following this, the set of criteria for green-oriented supplier evaluation contains the parameters defining Benefits (Profitability of supplier, Relationship closeness, Past experience, On-time delivery),
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followed by Cost (Logistics costs, Tariff and custom duties, Cost level), Quality (Quality assurance, Vendor specific, Technical, Quality of product, Quality of manufacturing, Quality of product, Quality of manufacturing), Opportunities (Supplier collaboration, Supplier development), General information of the supplier (The number of working years in this sector), Delivery reliability (Delivery on time), Risk (Suppliers production imitations, Knowledge about customer, Knowledge about competition, Technology risk, Delivery risk), Compatible with environment (The use of green technology & materials, Environmental certification), and Capability (Production capability, Production facility and capacity, Response to changes). This knowledge was used as input for the preliminary design of the ontology.
Fig. 1. Selected criteria and sub-criteria.
5. An attempt to handling knowledge in green-oriented supplier selection Formally, an ontology is defined as a formal and explicit specification of a shared conceptualisation [Gruber, 1993] that is used to model a domain of interest and support reasoning based on the model. Generally, the construction of an ontology need to be methodologically supported to guarantee the required level of expressivity. Ontology-building methodologies for a specific usage commonly require formal representations for the specific usage in order to identify important concepts and relationships. They are focused on describing the main activities. There is a wide range of research guidelines and frameworks to ontology construction, development and maintenance, i.e. Noy & McGuiness, Uschold and King’s, Grüninger and Fox’s, METHONTOLOGY, and On-To-Knowledge [75,76]. It is worth to notice that these methodologies have in common is a focus on describing the activities. In this case, an adaptation of the approach proposed by [75] was applied. This process was composed of the 8 steps, as follows: (1) defining a set of criteria, (2) taxonomy construction, (3) ontology construction, (4) formal description, (5) defined classes creation, (6) reasoning process, (7) consistency verification, (8) a set of results. Primarily, most of analysed methodologies based on competency questions to verify the coherence and correctness of constructed ontology. This validation process refers to activities of knowledge structuralisation and checks the correctness of the implemented ontology. Ontologies have to retain some level of versatility and expandability in order to cover various domains. In this paper, an ontology covers the domain of green-oriented supplier selection. In order to select the most appropriate set of criteria for supplier evaluation, the in-depth domain analysis was required. This process allowed to remould the unstructured data, gathered from a wide range of scientific papers, into semi-structured form. Based on the performed analysis, the set of criteria and sub-criteria was defined. This process required to unify the terms, and on base of it, to extract concepts, and relations to a taxonomy form. The ontology was implemented in Ontology Web Language (OWL), providing formal and structured description. To check the coherency and correctness of obtained ontology, the set of defined classes was implemented. To validate this, reasoning process was exploited. This process was investigated using some validation queries.
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Finally, the ontology for supplier selection contains a set of 9 main classes and 27 sub-classes. All the attributes were generated from a given domain in the class hierarchy model, guiding the user to know how to describe the implementation with selective constraints. Mapping relations of classes and properties should be established to enable the automatic search and reusing. To aim this, the set of relationships is composed of the 2 object properties, where the first of them is called has Criterion, followed by an inverse is Criterion of. These classes and sub-classes describe the existing relationships between the chosen authors from literature-based references. The specification forms an ontology-based model in the format of a hierarchical structure, as shown in the figure 2.
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Fig. 2. A class hierarchy of implemented criteria and sub-criteria.
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6. Validation studies using competence queries The competence query demonstrates the working procedure of how ontology-based model is applied to one of example collaborators, referred as ‘XYZ’ company. This company is medium-sized enterprise located in the WestEuropean city which has more than 50.000 companies. It received over 20.000 orders yearly. The high impact is posed on finding suppliers respecting the values and green policy of a company. Moreover, the significant issues are assigned to offered quality of supply, especially including quality of manufacturing and quality of product. Optionally, the profitability of supplier and relationship closeness should be considered. Further, the logistic costs are not without significance. The obtained results are shown as figure 3.
Fig. 3. Sample of OntoGraf application to visualize the first competency question.
On base of these preferences, the set of defined criteria was constituted and formulated in the form of defined class. The provided set of results contains the list of references, where the particular supplier selection and evaluation criteria are specifically described with regard to the used method for further evaluation. The obtained results are depicted as figure 4.
Fig. 4. A defined class on base of the first competency question.
To sum up, after receiving the enquiry, the 5 reference items met these conditions. By matching the requirements, authors: Chan F. T. S., Kumar N., Chen, Ch., T., Lin, Ch., T., Huang, S., F., Khodaverdi R., Olfat L., Palanisamy P.
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and Abdul Zubar H., and Tahriri F., Osman R. M., Ali A., Yusuff M. R., Esfandiary A. fit exactly, as figure X indicates. The metadata of complete bibliometric details are specified as well (Figure 5).
Fig. 5. Reasoning results based on the first competency question using OWLViz tool
The implemented model also consists of the metadata referencing the information of a literature source. The public availability of the ontology helps users to find relevant knowledge and also to publish new ones. It supports easy and fast access to information about supplier selection and evaluation criteria and allows sharing these resources between other collaborators. This way of knowledge representation uniforms the diffused resources about supplier selection criteria and also classified them into coherent hierarchy. The obtained results are presented as figure 6.
Fig. 6. Metadata example.
7. Conclusions Transparent information and knowledge sharing and exchange in supply chain collaborative ventures is claimed to be a leading component behind green-oriented organizational policy. To meet these aims, the need of green-oriented collaboration in every part of supply chain is clearly visible. More precisely, in green-oriented company, the flow from upstream suppliers to downstream suppliers and then finally to customers should be performed with respect of green-oriented values. In many cases the lack of relevant knowledge about suppliers may disturb this process. To improve this process, common knowledge management practices in supply chain such as knowledge creation, storage, sharing and reuse for collaborators should be concerned, ensuring knowledge accessibility and information quality as well as creation of green-oriented alliances. To accomplish enhancements in collaboration with supply chain partners, the transparent criteria of selection and evaluation should be ensured. To provide valuable information about suppliers, the set of criteria selection and evaluation is developed. This is because it may enable companies to understanding and suiting of supply chain collaborators better, while at the same time respecting the green-oriented policy. Capturing knowledge in one place in the form of ontology is cost-effective and flexible enough to equal supply with varying customer demands. The above-mentioned conceptual findings seem to propose and implement an ontology-based model for enabling selection and evaluation criteria of suppliers. This attempt allows gathering heterogeneous information and selection capabilities based on distinctive criteria. To obtain domain knowledge for building the ontology, the assessment of existing literature of green supplier selection was investigated. The classification encompassed the exemplary set of 9 criteria and 27 sub-criteria based on evaluation parameters of the suppliers. This knowledge was used as input for the preliminary design of the ontology. In this model, the list of criteria was not exhaustive, however, in any case, this
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list can be extended. The implemented model was enriched by adding metadata referencing the information of a literature source. During the development of ontology, there is always opportunity to enhance the veracity of data collection and enriching information. A range of proposed ontology has been made public available, enhancing collaborators, companies and other researches to share knowledge and access to selection and evaluation criteria of suppliers. The resulting knowledge representation in the form of ontology uniforms the diffused resources about supplier selection criteria and also classified them into coherent hierarchy. Acknowledgements The project is financed within the framework of the program of the Minister of Science and Higher Education under the name "Regional Excellence Initiative" in the years 2019-2022, project number 001/RID/2018/19, the amount of financing PLN 10,684,000.00. References [1] Shane, Scott, and Sankaran, Venkataraman. (2000) “The promise of entrepreneurship as a field of research.” Acad. Manag. Rev. 25 (1): 217– 226. [2] Segura, Marina, and Maroto, Concepción. (2017) “A multiple criteria supplier segmentation using outranking and value function methods.” Expert Systems with Applications 69: 87-100. [3] Irani Zahir et al. (2017) “Enabling sustainable energy futures: factors influencing green supply chain collaboration.” Production Planning & Control 28 (6-8): 684-705. [4] VICS (Voluntary Inter-industry Commerce Standards Association). (1998) “Collaborative planning, forecasting and replenishment, CPFR.” [5] Sancha, Cristina, Gimenez, Cristina, and Sierra, Vicenta. (2016) “Achieving a Socially Responsible Supply Chain through Assessment and Collaboration.” Journal of Cleaner Production 112: 1934–1947. [6] Shaw, Krishnendu, et al. (2013) “Modeling a Lowcarbon Garment Supply Chain.” Production Planning and Control 24 (8–9): 851–865. [7] Wątróbski, Jarosław, Jankowski, Jarosław, Ziemba, Paweł, Karczmarczyk, Artur, and Zioło, Magdalena. (2019). Generalised framework for multi-criteria method selection. Omega 86: 107-124. [8] Schnetzler, Matthias J., and Schönsleben, Paul. (2007) “The Contribution and Role of Information Management in Supply Chains: A Decomposition-based Approach.” Production Planning & Control 18 (6): 497–513. [9] Malhotra, Arvind, Sanjay Gosain, and Omar A., El Sawy. (2005) “Absorptive Capacity Configurations in Supply Chains: Gearing for Partnerenabled Market Knowledge Creation.” MIS Quarterly 29 (1): 145–187. [10] Wahab, M. I. M., Mamun S. M. H., and Ongkunaruk P. (2011) “EOQ Models for a Coordinated Two-level International Supply Chain Considering Imperfect Items and Environmental Impact.” International Journal of Production Economics 134 (1): 151–158. [11] Defee, Clifford C., and Stank, Theodore P. (2005) “Applying the Strategy – Structure – Performance Paradigm to the Supply Chain Environment.” International Journal of Logistics Management 16 (1): 28–50. [12] Qian Li, Zi, et al. (2017) “Development of a web-based system for managing suppliers’ performance and knowledge sharing in construction project.” Built Environment Project and Asset Management 7 (2): 117–129. [13] Wątróbski, Jarosław. (2016) “Outline of Multicriteria Decision-making in Green Logistics.” Transportation Research Procedia 16: 537-552. [14] Klein Woolthuis, R. J. (2010) “Sustainable entrepreneurship in the Dutch construction industry.” Sustainability 2: 505–523. [15] Kuckertz, Andreas, and Wagner, Marcus. (2010) “The influence of sustainability orientation on entrepreneurial intentions—Investigating the role of business experience.” J Bus Venturing 25 (5): 524–539. [16] Konys, Agnieszka. (2018) “An Ontology-Based Knowledge Modelling for a Sustainability Assessment Domain.” Sustainability 10 (300). [17] Rezaei, Jafar, and Ortt, Roland. (2012) “A multi-variable approach to supplier segmentation.” International Journal of Production Research 50: 4593–4611. [18] Kraljic, Peter. (1983). “Purchasing must become supply management.” Harvard Business Review 61 (5): 109–117. [19] Gelderman, Cees J., and Weele, Arjan J. Van. (2003) “Handling measurement issues and strategic directions in Kraljic’s purchasing portfolio model.” Journal of Purchasing & Supply Management 9 (5-6): 207–216. [20] Day, Marc, Magnan, Gregory M. and Moeller, Morten Munkgaard (2010). “Evaluating the bases of supplier segmentation: A review and taxonomy.” Industrial Marketing Management 39 (4): 625–639. [21] Lee, Dong Myung, and Drake, Paul R. (2010). “A portfolio model for component purchasing strat- egy and the case study of two South Korean elevator manufacturers.” International Journal of Production Research 48 (22): 6651–6682. [22] Rezaei, Jafar, Wang, Jing and Tavasszy, Lori. (2015) “Linking supplier development to supplier segmentation using Best Worst Method.” Expert Systems with Applications 42 (23): 9152–9164.
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