# Evaluating and Ranking SCPMS Enablers Using ISM and SWARA
## 5 Discussion  
The competition among the industries can be witnessed through the SC. A more robust SC indicates that the firm acquires more competitive advantages. The SC benefits are found through an increase in market share, demand growth, customer delivery targets achieved without delay, increased customer satisfaction, sales growth, increase in effective demand management, reliable and effective logics compliance, etc. The SCPMS helps in accomplishing many more benefits once it is correctly deployed in the company. Some traditional SCPMSs based on various approaches such as MCDM, SCORE, BSC, and fuzzy logic need to be revisited to enhance their effectiveness and make them compatible with upcoming supply chain 4.0 to meet the I4.0 target. In I4.0, radical changes have been witnessed among various sections of SC 4.0. The scope of each player in the SC has been increased. Transparency, agility, and flexibility have changed the approach to the production management system. Production processes are shifting toward automatic control systems depending on Wi-Fi-related technologies. In such a situation, the traditional SCPMS will not be able to gauge the SC 4.0 effectively and efficiently. Hence, there is a need for intelligent SC 4.0 to cope with the radical changes in technology and production systems. To meet the first research objective of identifying the SCPM enablers, the present research deployed a systematic literature review to reveal the SCPMS enablers. Later, the most appropriate enablers were identified using feedback from the expert group. The identified enablers were 'leagility', 'visibility', 'intelligent SCPMS for Industry 4.0', 'information transparency', 'customization for sustainability, managerial readiness, SC 4.0 performance measurement awareness, supply chain admonition', 'top management support green sourcing', 'digital readiness', 'employee readiness', 'technology for I4.0', and 'continuous improvement through innovation'. The second objective was to reveal the relationship of SCPMS enablers through the ISM model. The ISM-based relationship revealed that 'SC 4.0 performance measurement awareness (E7)' and 'top management support (E9)' are the basic requirements for SCPMS to evolve. Hence, top management must conduct SC 4.0 performance-related programs for their employees. The top enablers were 'intelligent SCPMS for Industry 4.0 (E3)' and 'customization for sustainability (E5)'. Thus, the second objective was accomplished using ISM and MICMAC methodology. A systematic standard procedure for deriving the ISM model was followed through expert group opinion. The Delphi method was used to validate the resulting ISM. The present research reveals the contextual relationship for each enabler to be understood well by practicing SCM managers. The third objective was to reveal the classification of SCPMS enablers. This objective was accomplished by applying MICMAC analysis. Based on the contextual relationships, each SCPMS enabler was evaluated, and its driving power and dependence were established for their classification. The results of MICMAC analysis revealed three classifications of independent, dependent, and linkage enablers. The independent enablers found were 'leagility (E1)', 'visibility (E2)', 'SC 4.0 performance measurement awareness (E7)','supply chain admonition (E8)','green sourcing (E10)', and 'top management support (E9)'; the dependent enablers found were intelligent SCPMS for Industry 4.0 (E3), 'information transparency (E4)', 'customization for sustainability (E5)', 'technology for I4.0,(E13)', and 'continuous improvement through innovation (E14)'; the linkage enablers revealed were'managerial readiness (E6)','digital readiness (E11)', and 'employee readiness (E12)'. Thus, SCPMS enablers can be evaluated before their implementation, while enacting SCPMS can be beneficial to industries. Practicing managers can apply ISM and visualize the influence of each SCPMS enabler over the other.