# A New Integrated Multi-Criteria Decision-Making Model for Resilient Supplier Selection
## 1 Introduction  
A Supply Chain (SC) consists of five main elements namely suppliers, manufacturers, distributors, retailers, and customers. Recently, uncertain global risks and disruptions have affected most of the manufacturing industries which forced them to focus on SC resilience. Generally, the risks associated with SC can be classified into two categories which are operational risk and disruption risk [1]. Operational risk refers to the inherent events that occur within a SC such as uncertainty in transportation cost, customer demand, and power outage [2]. Disruption risk refers to the major disruptive events such as natural disasters, human-made threats, or employee strikes including pandemics, tsunamis, earthquakes, floods, fires, transport accidents, and labor strikes. These events may cause short-term or long-term negative impacts to the financial performance of SC or even economic crisis in more serious cases. To deal with the economic issues, resilience is vital to be incorporated in a SC. The literature [3] indicates that most of the previous supplier selection studies only focused on traditional, green and sustainable SC elements while overlooking resilience factors. The disruption of COVID-19 pandemic has forced the government to make significant restrictions on goods transportation, as well as labor migration. Many industries are facing the impact including food manufacturing industry. The food manufacturing SC is significantly affected by the absence of local or migrant workers due to their sickness and travel restrictions of lockdowns imposed by the government. As a consequence, many companies face economic challenges. A statistic by Companies Commission of Malaysia shows that 9675 Small and Medium Enterprises (SMEs) had shut down during the first phase of theMovement Control Order from 18 March to 9 June in 2020. During the recovery phase from June to September 2020, 22,794 SMEs had winded up [4]. To deal with this, resilience is required to overcome the sudden changes in the manufacturing SC. The less focus on resilience elements in previous supplier selection studies [3; 5] causes a lack of investigation on resilience criteria and resilient suppliers' evaluation. Today, globalization has brought problems of uncertainties and incomplete information due to risks and disruptions which cause inaccuracy to the decision-making. Thus, researchers are urged to shift their research direction towards SC resilience. A resilient SC has a good flow of materials, information and capital, with the collaboration between the suppliers and customers by considering dimensions of being able to respond quickly to various disruptions and have a flexible contingency plan in place. An economically resilient SC is able to foresee, adapt to, and leverage the changing conditions to economic advantages as stated by the National Association of Counties (NACo) [5]. In this case, [PERSON] and [PERSON] [6] reported that a supplier is the main element in SC while [PERSON] et al. [7] stated that a supplier acts as the main source in developing SC economic resiliency. Therefore, suppliers are the main concern in building up a resilient SC. In this study, a supplier is a party that provides the raw materials by ensuring that the communications between all the parties are forthcoming and the stocks are of satisfactory quality. One of the most effective ways to deal with various economic challenges is resilient supplier selection. Supplier Selection Process (SSP) consists of four sub-processes which are the definition of problems, identification of evaluation criteria, determination of potential suppliers, and selection of the best supplier. SSP is a Multi-Criteria Decision-Making (MCDM) problem since the process deals with more than one criterion. In previous studies, several MCDM methods have been utilized to evaluate and select the best supplier [8].