By Bertrand R. Munier, Melvin F. Shakun (auth.), Bertrand R. Munier, Melvin F. Shakun (eds.)
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Extra resources for Compromise, Negotiation and Group Decision
Similar punctualization techniques might, therefore, be used in both instances (cf. ROY (1985), GRASSIN (1986)). 1. INACCURATE DETERMINATION UNCERTAINTY AND IMPRECISION 51 Each of these two bhases leads to difficulties which can only be surmounted by paying the price of introducing a not inconsiderable measure of arbitrariness. 2. could, at least in some cases. seem to be an unreasonable goal. Should we not rather set ourselves the goal of establishing significant comparisons? We would thus emphasize the fact that the way in which a and a' are compared should be influenced as little as possible by the elements of arbitrariness just mentioned even if to achieve this we must give up the hoped-for absence of ambiguity in our mode of comparison.
1988 by D. Reidel Publishing Company. RAYNAUD such a context is no more a question of pure buying technique; it becomes a matter of strategical decision-making as well. In spite of the feeling, in view of the past results, that the buyers were extremely efficient, the head of the purchase department was looking for a method able to reduce the stress of the buyers by means of a simulated ideal decision maker that would comfort the buyers in the easy cases and otherwise point out the problems corresponding to really puzzling situations and deserving stress and effort.
The production stages which remain manual do so only because no automatic device can compete for the moment. Hence, a real lowering of the production cost is hopeless. Excellence in buying remains the only possible source for additional profit. The firm, which is far from being a freshman, has of course become an artist in the field of buying. But, on the other hand, the suppliers have become in their turn artists in selling. S are world-known experts; their judgement on the quality of the purchased goods is outstanding.
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