Supplier selection is a problem that is tried to be solved using many different methods and approaches. However, it is known that it is mainly handled with Multicriteria Decision Making Methods (MCDM) since it is affected by many conflicting criteria. This study discusses the supplier selection problem of a company working under a lean management approach. A detailed literature review was conducted to reveal the lean criteria taken into account in the literature of supplier selection. In the first phase of this study, the criteria obtained from the literature review were examined and weighted with the Fuzzy DEMATEL (Decision-Making Trial and Evaluation Laboratory) Method, widely used in the research fields and provides successful solutions. As a result of the application of the method, the weight of each evaluation criterion was determined and used as an input in the selection of the suppliers. In the second phase of the study, the fuzzy EDAS was employed to obtain the final ranking and select the most effective supplier for the company's success. Then obtained result is presented to the managers for better decisions.

A theory-grounded, data-driven framework is proposed and applied to evaluate Turkish universities’ readiness for the University 4.0 (UNI 4.0) paradigm. Insights from institutional theory, dynamic capabilities, the resource-based view, and sociotechnical digital transformation are synthesized, and readiness is operationalized across four pillars—Education and Learning (EL), University Management (UM), International Relations (IR), and Research and Development (RD). Publicly available documents and statistics for 34 MÜDEK-accredited universities are used. An entropy-based multi-criteria decision-making design is implemented: objective indicator weights are derived with the Entropy Weighting Method (EWM), a composite UNI 4.0 Index is constructed using Simple Additive Weighting (SAW), and inter-pillar associations are assessed via Spearman rank correlations. The overall index is dominated by public universities, while several research-intensive foundation universities are found to excel within specific dimensions (notably UM or RD). Correlations between IR–EL, IR–RD, and EL–RD are observed to be moderate and statistically significant, indicating that international engagement and educational quality are associated with stronger research performance. By contrast, UM is observed to exhibit weak and nonsignificant associations with other pillars, suggesting the presence of a strategy–execution gap in governance and capability deployment. The study offers policy insights for advancing digital capacity, enhancing institutional research ecosystems, and fostering globally connected academic environments. By integrating methodological rigor with forward-looking theoretical perspectives, this work contributes to a more comprehensive understanding of how universities can adapt to the demands of a digitally driven future.