Эффективность процедур фильтрации альтернатив при многокритериальном выборе места дислокации и формы собственности склада
The paper proposes a method of multicriteria optimization under interval stochastic uncertainty of estimates given by the subject for the relative importance of one criterion over the other and the different alternatives to each other for each criterion. The method is an extension of the deterministic Analytic Hierarchy Process (AHP) for multicriteria optimization. It is use deterministic point estimates of the importance of criteria and alternatives for each criterion . While deterministic AHP allows to select the best alternative by a point maximum value of a global priority in the developed article interval stochastic AHP the global priorities are interval, making it difficult to make the best decision . To select the best interval alternative in this article introduce two criteria, whose values are maximized. The first criterion corresponds to the maximum of the lower and upper bounds of the intervals of global priorities of alternatives. The second criteria is the maximum of interval stability of alternatives. Application of the proposed approach is illustrated by a specific example. Also a comparison with the results obtained on the basis of interval arithmetic, show the failure of the latter, carried out.
The paper considers the basic statement of the analytic hierarchy process (AHP), that the priorities of decision variants on individual criteria are compared on the ratio scales that are not linked to each other and are also independent of the priorities of criteria. According to the mathematical theory of measurement this approach is incorrect. To demonstrate its potential consequences a simple example in which the use of the AHP procedure leads to a clearly erroneous result is provided.
In authors' previous paper published in 2011 in «Control Sciences» journal one example of a bi-criterion decision analysis problem demonstrating that the use of Analytic Hierarchy Process (AHP) may lead to a clearly erroneous result is given. However, the author of another paper published in 2012 in the same journal suggested that he found an error in our use of AHP and, consequently, our criticism of AHP is unsubstantiated. In this new paper the authors show that there was no mistake in the use of AHP in their original counter-example, and provide two further counter-examples that support their original conclusion.
The paper examines the structure, governance, and balance sheets of state-controlled banks in Russia, which accounted for over 55 percent of the total assets in the country's banking system in early 2012. The author offers a credible estimate of the size of the country's state banking sector by including banks that are indirectly owned by public organizations. Contrary to some predictions based on the theoretical literature on economic transition, he explains the relatively high profitability and efficiency of Russian state-controlled banks by pointing to their competitive position in such functions as acquisition and disposal of assets on behalf of the government. Also suggested in the paper is a different way of looking at market concentration in Russia (by consolidating the market shares of core state-controlled banks), which produces a picture of a more concentrated market than officially reported. Lastly, one of the author's interesting conclusions is that China provides a better benchmark than the formerly centrally planned economies of Central and Eastern Europe by which to assess the viability of state ownership of banks in Russia and to evaluate the country's banking sector.
The paper examines the principles for the supervision of financial conglomerates proposed by BCBS in the consultative document published in December 2011. Moreover, the article proposes a number of suggestions worked out by the authors within the HSE research team.
портовый менеджмент, показатели деятельности, анализ эффективности, система учета, распределение издержек, методы анализа деятельности портовой системы
At present many industries reveal tendency for setting up of vertically integrated companies (VIC) the structure of which unites all technological processes. This tendency proved its efficiency in oil industry where coordination of all successive stages of technological process, namely, oil prospecting and production -oil transportation - oil processing - oil chemistry - oil products and oil chemicals marketing, is necessary. The article considers specific features of introduction of "personnel management" module at enterprises of oil and gas industry.
vertically integrated companies; personnel management