# Fuzzy-FMEA Theory Approach for Prioritizing Supply Chain Nervousness Factors
## 2 Literature Review  
SCs relate to many risks that can affect their profitability. The high-level risks include political nervousness, disasters, and pandemics like COVID-19 [34]. Companies are striving to cope with risks, deal with unforeseen disruptions, and increase performance in an increasingly uncertain commercial environment. Operational performance of SCs can be improved through SC integration, risk management, and information processing [35]. To deal with various risk levels, advanced strategies for sustainable risk management are essential, especially for large companies [36]. Depending on SC risk factors, aspects of integration, flexibility, and coordination can improve resilience [37]. Previous research studies used different methodologies to study SC risks; a method was introduced to manage SC risks and uncertainties by combining simulation and optimization methods to assist decision-makers find the best risk reduction strategies [38]; other researchers have analyzed the relationship between uncertainty in a company's business environment, vulnerability to SC risks, and conditions that can mitigate such risks [39]. Organizations with high environmental uncertainty are at increased risk in terms of supply disruptions [39]. \begin{table}
\begin{tabular}{p{142.3 pt} p{142.3 pt} p{142.3 pt}} \hline \hline
**Reference** & **Problem Addressed** & **Methodology** \\ \hline
[25] & Nervousness in MRP systems under uncertainty & Simulation modeling \\ \hline
[26] & Quantify nervousness in stochastic inventory control demand & Rolling horizon planning procedure \\ \hline
[27] & Examining solutions for overcoming master production schedule nervousness & Simulation model \\ \hline
[28] & Exploring undesirable effects of nervousness master production scheduling & Simulation and mixed-integer programming model \\ \hline
[29] & Addressing the implications of the statistical findings compared to simulated MRP environments & Simulation model \\ \hline
[30] & Considering the economic effect of the production schedule caused by nervousness & Wagner–Whitin method \\ \hline
[31] & Stochastic lot sizing nervousness problem & Mixed-integer programming \\ \hline
[32] & Unveiling SCN and presenting a strategic framework for disruption management under a fuzzy environment & Fuzzy-DEMATEL \\ \hline
[33] & SCN analysis & Fuzzy-ELECTRE \\ \hline
[9] & Introduction of global supply chain nervousness (GSCN) & Delphi–fuzzy-AHP \\ \hline \hline \end{tabular}
\end{table} 
Table 1: Cont. Nervousness decreases the efficiency, stability, and resilience of SC performance with potential increases in cost and unstable relationships with suppliers and customers [8]. As partners recurrently change the scheduling and size of replenishments, replenishment decisions are modified based on stochastic requirements leading to system nervousness [7]. MRP nervousness refers to the extreme fluctuations sometimes seen in future order forecasts given to suppliers [1]. Recurrent variations in production schedules, known as \" nervousness\", can be very confusing, especially when implementing MRP systems. This also leads to accelerated, postponed, or canceled orders, thus affecting both the internal system and the operation of the supplier, further impacting the SC's performance in terms of operating costs, quality control, addressing SC partners, operational flexibility, and competitiveness in the global market [4]. As globalization progresses, SC systems that require powerful planning systems are becoming more complex. The plan should consider the whole SC. This might cause nervousness and customer dissatisfaction due to multiple uncertainties in the entire SC. External causes of SC planning system nervousness and instability have been previously discussed. Internal nervousness in planning complex networks within SCs results from interactions among the planning system's subcomponents [2]. Nervousness in the planning process increases fluctuations in supply network and demand [3]. For instance, scheduling nervousness is a major issue for manufacturers [4].