Strategic Evaluation Pattern for Organization Business

Most organizations in automotive industry and other industries use Quantitative Strategic Planning Matrix (QSPM) to prioritize their strategies. One of the weak points of this method is that it does not involve the inter-relations and correlation among environmental factors. In this paper, it has been tried to remove this weakness, as well as reprioritization of Nirou Moharrekeh Industrial company’s strategies – a leading company in IRAN-KHODRO supply chain- using analytic network process (ANP). Results show that the prioritization obtained by analytic process network has considerable differences compare with the prioritization resulted by quantitative strategic planning matrix. The reason is that in quantitative strategic planning matrix the inter-relations among criteria are not considered. So, as a main outcome of this research it is recommended that organizations use analytic network process for prioritization of their strategies or validation of the method they used for prioritization of business strategies. Results of Nirou Moharrekeh company’s strategies prioritization using ANP is in this way that the product development such as manual and automatic strategy has the highest priority an production parameter optimization has the lowest priority.