Complex investment decisions using rough set and fuzzy c-means: an example of investment in green supply chains
DOI10.1016/J.EJOR.2015.07.059zbMATH Open1346.90411DBLPjournals/eor/BaiDS16OpenAlexW2192540070WikidataQ58002108 ScholiaQ58002108MaRDI QIDQ320711FDOQ320711
Authors: Chunguang Bai, Joseph Sarkis, Dileep Dhavale
Publication date: 7 October 2016
Published in: European Journal of Operational Research (Search for Journal in Brave)
Full work available at URL: https://doi.org/10.1016/j.ejor.2015.07.059
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rough set theoryfuzzy clustering meansgreen supplier developmentinvestment managementlarge data sets
Management decision making, including multiple objectives (90B50) Environmental economics (natural resource models, harvesting, pollution, etc.) (91B76) Multivariate analysis and fuzziness (62H86) Transportation, logistics and supply chain management (90B06) Fuzzy and other nonstochastic uncertainty mathematical programming (90C70)
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Cited In (11)
- Incremental updating of rough approximations in interval-valued information systems under attribute generalization
- Review of fuzzy investment research considering modelling environment and element fusion
- Information structure selection in a green supply chain: impacts of wholesale price and greenness level
- Integrating and extending data and decision tools for sustainable third-party reverse logistics provider selection
- Effects of green supplier integration and development in competing supply chains
- A negotiation-based algorithm to coordinate supplier development in decentralized supply chains
- Stochastic internal rate of return on investments in sustainable assets generating carbon credits
- Recent fuzzy generalisations of rough sets theory: a systematic review and methodological critique of the literature
- Incremental rough set approach for hierarchical multicriteria classification
- Soft clustering-based scenario bundling for a progressive hedging heuristic in stochastic service network design
- Optimal selection and investment-allocation decisions for sustainable supplier development practices
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