Strategic decisions in supply-chain intelligence using knowledge management: an analytic-network-process framework

Purpose - To investigate the linkage between organization performance criteria and the dimensions of agility, e-supply-chain drivers and knowledge management. Design/methodology/approach - The analytic network process is applied as the research methodology in the context of executive decisions that include qualitative and quantitative attributes. The decision model is presented, along with a case study with an e-supply chain of a global telecommunications company. Findings - The study develops a framework for measuring the relative importance of a particular dimension based on the application of theoretical concepts from the information systems and management science literature to the digital, knowledge economy. Since contextual factors play a critical role in the design of effective knowledge-management (KM) systems, technical and process solutions need to be customized to fit the organization performance criteria, dimensions of agility and supply chain drivers. Research limitations/implications - The model presented is dependent on the perceptual weightings provided by the decision-maker and the generalizability of findings based on our model to other organizations may be limited. Practical implications - This paper addresses the need for a strategic decision-making tool to assist management in determining which knowledge management construct is most beneficial in the development of an agile supply chain. Originality/value - This paper fulfils an identified information need and offers practical help in a dynamic and competitive environment by providing a decision model that assists in determining which construct of KM is most important based on an organization's performance criteria, dimensions of agility and supply-chain drivers.