Comparative Study Of Fuzzy Evidential

Discuss about the Comparative Study of Fuzzy Evidential.

 

 

In every contract between two or more parties, the procurement section is one of the most sensitive parts in the contract that companies have to be keener and dedicated to. The strategy that is to be applied in the procurement section should be highly considered before implementation to ensure that it will in the best interest of the client party. Alliance procurement strategy would best work for the project. It is a strategy that gives the contractor to involve in the project earlier enough. Alliancing is applied in the cases where there is the management and procurement of major capital assets. The strategy appears to be the best for the complex projects that are associated with high risks and in the cases where the alternative strategies for the risk allocation are to be in effective. In the process of selecting the sub-contractors for a project, the main themes are to reduce the associated risks in the project while maximizing the quality and at the same time maintaining the relationship between the partners in the project. On normal cases, the associated problems in the selection and assessment as well as the alternative solutions appear to be limited.

In the process when projects are to move through the phases in the management of the capital works, the knowledge of the project phases increases. In this case, alliance procurement strategy would best work for the project. It is a strategy that gives the contractor to involve in the project earlier enough. Alliancing is applied in the cases where there is the management and procurement of major capital assets. In the contracts using the alliance as their methods of procurement, it is seen that the state agency is working in collaboration with the private sector bodies so as to deliver the project (Aghaarabi et al 2014). The alliance is to be formed between the participants of the key project including the principal and the contractors. All the partners in the alliance are to bear a collective responsibility when it comes to the aspects of the delivery of the project. In the strategy, the partnership is structured in a way that the commercial risks and the rewards are shared in between the alliance partners. The strategy appears to be the best for the complex projects that are associated with high risks and in the cases where the alternative strategies for the risk allocation are to be in effective. Among the reasons that leads to the selection of the alliance procurement strategy is due to the fact that the strategy the one used among the major large and more complex projects (Giri & Nejadhashemi, 2014).

The strategy is mainly applicable in the cases where there is an existence of large amounts of uncertainty and the issue of not being sure that is likely to result in the beneficial advantages in the arising cases of emergency situations. The size and the duration of the project, just as in this case, have to be in a position to justify the investment in the setting up of the project in both commercial and cultural settings (Molenaar, Anderson & Schexnayder, 2010). The strategy is characterized by the number of the main features that are known to generally require the involved organs working together comfortably and conducive manner making the best out of the decisions made regarding the project. The risks associated with the projects under the alliance procurement strategy are believed to be jointly managed by the parties even though the financial effects are mainly left to the state. The main advantage associated with the alliance procurement strategy is that the project starts early before the risks can be identified where the client of the project is set to face the commercial risks associated in the process (Hajeeh & Al-Othman, 2005).

In the process of selecting the sub-contractors for a project, the main themes are to reduce the associated risks in the project while maximizing the quality and at the same time maintaining the relationship between the partners in the project. Some of the project owners are considering he costs as being the most important criteria to base their selection process although research recommends, and also to be used in this case, the multi-criteria selection process. Most of the sub-contractors and the project owners are never interested on the parties with low bid. Other criteria to be considered also exist and that includes the “history of the reasonable bid price submissions.” The section criterion indicates the specialization and the quality of the workmanship in a certain construction skill.  The multi-criterion decision making is a tendering process that involves the making of decisions in the process of many and in most cases conflicting criteria. The problems involved in the process are always experienced in everyday life. The problems are seen to be complicated and huge.

Although it is a selection process that is known and widespread in many contracts, it is a discipline that is more closely related to the rapid advancing in the computing and technology. Similarly, the advanced in technology and computing services has made it possible to solve and analyze the complex multiple criteria decision making problems. These technological advances have as well resulted in the bulk information making the process more significant and useful in the support offered to the decisions made in the business.  There are two known types of problems associated with the MCDM that is as a result of the problem setting. One type is known as the finite number of solutions and the other one is the infinite number of solutions. On normal cases, the associated problems in the selection and assessment as well as the alternative solutions appear to be limited. In relation to the problems connected to the designs, the attributes are expected to take any values to the range. in any case the latter is the situation, the problem may them be termed as the objective optimization problems rather than the multiple attribute decisions problems (Hajkowicz & Collins, 2007).

 

In the process of managing a contract plan, one may choose to incorporate the key performance indicators that are to define the factors that the contract have to benchmark and monitor closely. The assessment methods are known to be offering mechanisms that are to be used in the measuring and the assessment of the factors that are defined in the process of the evaluation or the impact. The key performance indicators are known to specifying the things that are being measured as well as the assessment techniques that gives details on how and when the measurement would be conducted. The indicators are measures that are used to define and evaluate the manner organizations are successful. They incorporate the information on the sources, calculations and the definitions for all the measures setting out the timetable for the submissions of data. The performance indicators are known to be beneficial to organizations as they assist in defining and also measuring the progress towards the goals and objectives of an organization. Immediately the company has been taken through the analysis, the mission and goals there needs to be a measure of the progress towards the goals (Herath, 2004).

The key performance indicators are used to measure a project and acknowledge that it is on track and that it is working in the right direction aimed at attaining the advantageous result. In most cases, the key performance indicators are normally used in measuring the service delivery. There exist many ways in which performance indicators can be made. They are quantifiable measurements that are seen reflecting on the success elements of the business. The performance indicators are only a single way of measuring and evaluating the initiatives of the project. The indicators are seen to be focused on the monitoring the activities of the project for the progress in the desired direction (Calvin 2011).  They are not acting as substitutes for the other measurement and evaluation activities. The monitoring process that is done within the performance elements is able to provide certain important inputs to the impacts of the evaluation. It is unless the activities of the project are having a direct and quantitative output and they do not in their own give the sufficient data evaluation. The normal and specific risks that are associated with the key performance indicators are that they might be giving illusion of the project. They monitor the activities and the quantifiable outputs they can as well be good at giving reports of the efforts by the project in tangible ways by using numbers and also trend lines although that are never substitute for the evaluation of the performances in relation t the positive acts of the company (Kamodkar & Regulwar, 2014).

Contract management should be among the key principles a contracting party considers before issuing tenders. Outsourcing and offshore outsourcing has been known to be associated with many negative outcomes as observed in most projects and contracts. In this case, the sub-contractor ought to have been trained effectively and their efficiency and experiences be considered in the tendering process. A project is expected to run with the same discipline and planning as well as the system that is well run and implemented. The agreement should have been struck in the presence of lawyers to both parties or in the presence of legal authorities. With this the two companies would have an agreement on whom to bear the associated risks that may be caused by the late deliveries.

Outsourcing and offshore outsourcing has been known to be associated with many negative outcomes as observed in most projects and contracts. The outsourcing of the contract for WNSL has had effects on the project. The strategies employed have to be proven effective although it is expected to be associated with significant risks that have to be recognized and managed with immediate and urgent actions. One of the cases that have to be looked at in the project is on the part of the on-time delivery performance and the satisfaction levels of the customer. The risks that could be associated because of the late delivery of services may cause severe risks on the products and services outsourced. The delays are caused by factors that may be out the control of the servicing company (De Jalón et al 2014). The other thing that was poor in the contract was the quality of the services issued. This is a key area that may cause negative effects on the customers in any contracts and should be considered equally important rather than just focusing on finishing the contract on time. The latter is known to always need transition periods and parallel production and also effective cross training between companies. In this case, the sub-contractor ought to have been trained effectively and their efficiency and experiences be considered in the tendering process. These are the aspects that are often neglected because of the cost saving efforts and may cause serious risk challenges to the client part. Also the scheduling of the budget was poorly done in the contract and it might have been due to the insufficient planning or even limited resources. A project is expected to run with the same discipline and planning as well as the system that is well run and implemented. The suppliers also seemed to be having challenges in their financial viability that exposed their supplies through interruption risk. The company was at a risk of supply interruption because of the financial viability challenges faced by the sub-contractors (Pelletier, 2000).

To ensure that the project runs smoothly and reaches a completion at the satisfaction of both the involved parties, there must be an agreement that will cater for the areas mentioned above to ensure effective contract delivery. One, considering the issue of the on time delivery, the companies would have had an agreement on the time the contract should have lasted. The agreement should have been struck in the presence of lawyers to both parties or in the presence of legal authorities. With this the two companies would have an agreement on whom to bear the associated risks that may be caused by the late deliveries. The contracting party would not bear or suffer the risks that are caused by the sub-contractor who chooses to delay in the delivery. The agreement should have the sub-contractor work to the best of their delivery to ensure that everything is completed within the agreed timeline (Gamini, 2004).

Considering the issue of the quality of the services issued, the selection process should be keen to give the tender to companies that are well experiences and would not need to be reminded about the quality of work they offer to their clients. Before the tender is given to a company, the selection process should focus on the profiles to ensure that the company that is given the contract is good enough to offer these services. There should be a look at the reviews offered by other companies that have worked with the team before they are given any works to do. Another issue arises in the transition phase of the outsourcing session. It should be ensured that the transition is done within the budgeted limits to avoid interruption the contracts because of the cases of insufficient planning (Christos 2014). There should be a system that ensures that the outsourced services are running as scheduled and in the same discipline from the time of the implementation to the time of project completion. The production of the company as well as the service functions are expected to be having  direct bearing on the company’s ability to meet their commitment to the customers and the shareholders. Also, before allocating the company to work on any project, there must be a review on their financial status to ensure that they are financially viable and that they are I a position to offer their services in a comfortable manner without exposing the client to a supply interruption risk (Dwivedi & Bhadauria, 2014).

In every contracts, there must be certain things to be considered that will make the contract efficient and effective. The strategy that is to be applied in the procurement section should be highly considered before implementation to ensure that it will in the best interest of the client party. Alliance procurement strategy would best work for the project. It is a strategy that gives the contractor to involve in the project earlier enough. In the process when projects are to move through the phases in the management of the capital works, the knowledge of the project phases increases. Among the reasons that leads to the selection of the alliance procurement strategy is due to the fact that the strategy the one used among the major large and more complex projects

Contract management should be among the key principles a contracting party considers before issuing tenders. A project is expected to run with the same discipline and planning as well as the system that is well run and implemented. The strategies employed have to be proven effective although it is expected to be associated with significant risks that have to be recognized and managed with immediate and urgent actions. The production of the company as well as the service functions are expected to be having  direct bearing on the company’s ability to meet their commitment to the customers and the shareholders.

Aghaarabi E et al (2014) Comparative study of fuzzy evidential reasoning and fuzzy rule-based approaches: an illustration for water quality assessment in distribution networks. Stoch Env Res Risk Assess 28(3):655–679

Calvin (2011) Fuzzy logic decision making. https://www.calvin.edu/*pribeiro/othrlnks/Fuzzy/ fuzzydecisions.htm

Christos M (2014) Thinking platforms for smarter urban water systems: fusing technical and socioeconomic models and tools. Geol Soc London Spec Publ 408:SP408-4 46 2 Multi Criteria Decision Making

De Jalón SG et al (2014) Building resilience to water scarcity in southern Spain: a case study of rice farming in Doñana protected wetlands. Reg Environ Change 14(3):1229–1242

Dwivedi A, Bhadauria S (2014) Composite sustainable management index for rural water supply systems using the analytical hierarchy process. J Perform Constr Facil 28(3):608–617

Gamini H (2004) Incorporating community objectives in improved wetland management: the use of the analytic hierarchy process. J Environ Manage 70(3):263–273

Giri S, Nejadhashemi AP (2014) Application of analytical hierarchy process for effective selection of agricultural best management practices. J Environ Manage 132:165–177

Hajeeh M, Al-Othman A (2005) Application of the analytical hierarchy process in the selection of desalination plants. Desalination 174(1):97–108

Hajkowicz S, Collins K (2007) A review of multiple criteria analysis for water resource planning and management. Water Resour Manage 21(9):1553–1566

Herath G (2004) Incorporating community objectives in improved wetland management: the use of the analytic hierarchy process. J Environ Manage 70(3):263–273

Kamodkar RU, Regulwar DG (2014) Optimal multiobjective reservoir operation with fuzzy decision variables and resources: a compromise approach. J Hydro Environ Res 8:428–440

 Pelletier FJ (2000) Review of metamathematics of fuzzy logics in the bulletin of symbolic logic. JSTOR 421060 6(3):342–346

Molenaar, K. R., Anderson, S. D., & Schexnayder, C. J. (2010). Guidebook on risk analysis tools and management practices to control transportation project costs. Washington, D.C., Transportation Research Board.