Identifying the dimensions an‎d components of the agile planning model of supply an‎d procurement system of industrial machinery parts in Iran Transfo Company with emphasis on organizational entrepreneurship indicators.

3/15/2027 12:00:00 AM

This study aims to identify the dimensions an‎d components of the agile planning model of supply an‎d procurement of industrial machinery parts in Iran Transfo Company with emphasis on organizational entrepreneurship indicators. This research is mixed (quantitative-quantitative) based on the San‎ders model. In the qualitative step, using the fuzzy Delphi method an‎d the participation of 25 experts (including Iran Transfo managers an‎d university professors), the dimensions an‎d components of the model were identified. At a quantitative step, the importance of these dimensions was measured by designing independent fuzzy inference systems for each dimension. The data collection tool was a questionnaire with a Likert fuzzy scale an‎d the data were analyzed by methods such as fuzzy averaging, defusing by center of gravity an‎d calculating agreement indices such as Kappa Fliss. The findings of the study led to the extraction of 40 key components in the form of 9 main dimensions: agile management, supply chain resilience, organizational innovation an‎d entrepreneurship, information an‎d technology integrity, organizational competencies, compliance with industry-specific requirements, after-sales service an‎d support, financial management an‎d Budgeting, an‎d agility of technical processes. The final eva‎luation with fuzzy inference system showed that the three dimensions of "innovation an‎d organizational entrepreneurship" (with a score of 4.42), "agency management" (4.37) an‎d "supply chain resilience" (4.35) as the most important pillars of the model, the core of agility in the company. They make up Iran Transfo. Components such as "sanctions risk management" (4.7) an‎d "smart financing" (4.6) had the highest priority. In contrast, the "integration of information an‎d technology" dimension with the lowest score (3.15) indicates the objective limitations of access to advanced technologies under sanctions. Overall, this study shows that in very uncertain environments such as sanctions, operational agility an‎d organizational entrepreneurship spirit are organically intertwined. Real agility is not possible without an entrepreneurial attitude, an‎d entrepreneurship will not achieve a tangible result without agile operational infrastructure. The proposed model is a native an‎d integrated framework that can be the basis for designing operational policies in Iran Transfo an‎d other similar strategic industries an‎d help increase competitiveness an‎d achieve a resilient economy by reducing dependence on imports, developing domestic suppliers, increasing resilience an‎d turning environmental threats into innovative opportunities.

برنامه ريزي چابك , تامين و تداركات , ايران ترانسفو , كار آفريني سازماني

Agile planning , Supply an‎d Procurement , Iran Transfo , organizational entrepreneurship

Taghi Orangi

Dr. Shahab Jenabi