Supplier risks have attracted significant attention in the supply chain risk management literature. In this article, we propose a new computational system based on the ‘Fuzzy Extended Analytic Hierarchy Process (FEAHP)’ method for supplier selection while considering the relevant risks. We sought to evaluate the opportunities and limitations of using the FEAHP method in supplier selection and analyzed the support of the system developed through the real case of a Brazilian oil and natural gas company. The computational approach based on FEAHP automates supplier selection by determining a hierarchy of criteria, sub-criteria, and alternatives. First, the criteria and sub-criteria specific to the selection problem were identified by the experts taking the relevant literature as a starting point. Next, the experts performed a pair-wise comparison of the predefined requirements using a linguistic scale. This evaluation was then quantified by calculating the priority weights of criteria, sub-criteria, and alternatives. The best decision alternative is the one with the highest final score. Sensitivity analysis was performed to verify the results of the proposed model. The FEAHP computer approach automated the supplier selection process in a rational, flexible, and agile way, as perceived by the focal company. From this, we hypothesized that using this system can provide helpful insights in choosing the best suppliers in an environment of risk and uncertainty, thereby maximizing supply chain performance.

Purpose: This paper aims to offer evidence-based findings on the under-researched role of finance in the sales and operations planning (S&OP) process, aiming to guide academics and practitioners towards successful S&OP implementations.Design/methodology/approach: The research builds upon a multiple case study, embracing five Latin American subsidiaries of four global manufacturing corporations from the consumer goods, chemical and pharmaceutical industries. Following an exploratory approach, the case study results are analysed in within- and cross-case analyses.Findings: The research findings are synthesised into a framework, demonstrating relevant benefits from the engagement of finance along the S&OP process and the implications of its interactions with traditional S&OP functions as sales, marketing and operations. The paper shows how finance adds value in supporting the process, enabling decisions on costs, margins, capital expenditures and return on investments. Finance strengthens S&OP when assessing demand- and supply-related risks and facilitates comparing the functional business areas' plans to budget. While finance participation is highlighted as necessary for supporting successful S&OP implementations, it also receives valuable inputs in return, characterising a two-way communication role that benefits the entire organisation.Originality/value: This is the first research paper focusing on empirically exploring the role of finance within S&OP, going beyond initial insights from practice and academia. It provides practitioners and scholars with an in-depth, evidence-based view of finance's integration along the S&OP process.

Traditional supply chain planning (SCP) processes are generally effective in stable business environments where demand and supply are predictable and reliable. However, firms are no longer operating within static systems. Instead, they are embedded in dynamic and complex supply chains that challenge the effectiveness of traditional SCP processes, necessitating their adaptation. In this context, this paper focuses on sales and operations planning (S&OP), representing an SCP process on a tactical level. The paper introduces a novel framework for adapting the S&OP process to dynamic and complex supply chains. An empirical research approach is employed to achieve this goal, embracing a multiple case study of three firms operating in different contexts. The research leverages Complex Adaptive Systems (CAS) theory as a theoretical lens to embrace the characteristics of dynamic and complex supply chains of the three firms, representing the first application of this theory within the domain of S&OP research. The proposed framework encompasses five propositions designed to advance the theoretical understanding of S&OP, thereby contributing to the development of a unified S&OP theory. Moreover, the framework provides practical guidance for managers seeking to adapt their firm’s S&OP process towards dynamic and complex supply chains.