Trans RINA, Vol 161, Part A4, Intl J Maritime Eng, Oct-Dec 2019
Table 6. Strategy components of SWOT matrix
INTERNAL ENVIRONMENT FACTORS
EXTERNAL ENVIRONMENT FACTORS
OPPORTUNITIES
* Taking Orders in the Shipbuilding Industry
* Participation in International Institutions and Organizations
* Increasing The Number And Quality Of The Institutions and Schools Related With Maritime Education
THREATS
* Not Providing The Security Of The Seas
* Pollution In The Marine Zones
* Not Enough Capability Of Docking Ships or Yachts in Ports, Harbor and Marinas
SO Strategy
Turkey as surrounded by seas, has the population interested in maritime, has good institutions/organizations that can ensure maritime safety and security, keeps up with the commercial and economic developments in and around the region, takes orders in the shipbuilding industry, goes to international agreements and cooperations on the use of resources in the surrounding seas can use its strengths to catch opportunities.
ST Strategy
Turkey as surrounded by seas, has the population interested in maritime, has good institutions/organizations that can ensure maritime safety and security, prevents security-related incidents in the surrounding seas, expands the ports and marinas to get enough ships and overcomes the economic crisis in the maritime sector can use its strengths to eliminate threats.
STRENGTHS * Be Surrounded By Sea * Maritime Population In Turkey
* Level of Institutions / Organizations Providing Maritime Security and Safety
WEAKNESSES
* Lack Of Historical Part Of Turkish Maritime Trade * Shortage of Academic Staff In Maritime Field
* Low Number Of Qualified Educational Institutions and Organizations
WO Strategy
Turkey as having a short historical background of maritime trade, don’t have enough number of academic staff trained in maritime and good quality maritime education centers/institutions, keeps up with the commercial and economic developments in and around the region, takes orders in the shipbuilding industry, goes to international agreements and cooperations on the use of resources in the surrounding seas can use opportunities to eliminate its weaknesses.
WT Strategy
Turkey as having a short historical background of maritime trade, don’t have enough number of academic staff trained in maritime and good quality maritime education centers/institutions, prevents security-related incidents in the surrounding seas, expands the ports and marinas to get enough ships and overcomes the economic crisis in the maritime sector can foresee its weaknesses to avoid threats.
at the bottom of the hierarchical structure and the sub- criteria above them.
Table 7. Weights between alternatives, strategies and criteria -
S1 S3 S5 W1 W3 W5
SO 0,551 0,290 0,271 0,388 0,330 0,264 ST
0,202 0,190 0,168 0,086 0,397 0,244
WO 0,132 0,244 0,183 0,299 0,127 0,298 WT 0,112 0,273 0,375 0,223 0,144 0,191 -
O1
Figure 1. Hierarchical structure for the most appropriate strategy selection.
The weights obtained from the binary comparisons of these four decision makers and these are the final weights that were obtained by taking the arithmetic mean. Arithmetic average is used to combine the weight of many decision makers (Chang, 1996).
The weights of the alternatives and strategies for comparison of each sub-criterion are given in Table 7. This table also provides the link between the alternatives
O4 O5 T1 T3 T4
SO 0,220 0,239 0,338 0,230 0,240 0,300 ST
0,223 0,338 0,231 0,154 0,265 0,158
WO 0,330 0,109 0,263 0,387 0,342 0,185 WT 0,222 0,310 0,159 0,225 0,151 0,354
The priority weights for the alternatives obtained from the combination of the weights of each sub-criterion and the weights of the alternatives are shown in Table 8. The weights shown are the weights that provide the connection between the bottom and the middle of the hierarchy.
Now it is time to establish the connection between the middle and the top of the hierarchy. The priority weights
©2019: The Royal Institution of Naval Architects A-445
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