**6. Conclusion**

To perform sensitivity analysis from Tree View, click on the goal or criteria or sub-criteria that you want to perform analysis on with respect to the alternatives, and select sensitivity graph,

**•** Performance sensitivity: This analysis displays how the alternatives perform with respect to all criteria; that is, it shows how each alternative is prioritized relative to other alterna‐ tives when considering each criterion as well as the overall goal (**Figure 8**). By dragging each criterion bar up and down, we can temporarily alter the relationship between the alterna‐

**•** Dynamic sensitivity: This is concerned with how the choice of priorities of the alternatives changes when the priority of one criterion is varied. Dynamic sensitivity analysis is used to dynamically change the priorities of the objectives to determine how the changes affect the priorities of the alternative choices. By dragging the priority bar of the objective on the left column of **Figure 9** toward the left or toward the right, the priorities of the alternatives also change along the right column. In a situation where the decision-maker feels that a criterion is of greaterimportance than originally indicated, the priority bar of the objective is dragged toward the right to increase the priority of the criterion; while if the criterion is of less importance than originally indicated, the decision-maker drags the priority bar of the objective toward the left to decrease the priority of the criterion so as to assess the impact

then click the type of sensitivity analysis you want to perform.

308 Applications and Theory of Analytic Hierarchy Process - Decision Making for Strategic Decisions

tives and their criteria.

on the alternatives (**Figure 9**).

**Figure 9.** Graph of dynamic sensitivity analysis.

This chapter simply demonstrates how an AHP model for contractor selection can be imple‐ mented on the computer to get the desired results. However, this does not foreclose the use of the procedure enumerated in the chapter for AHP model on other issues. Once the criteria, sub-criteria, and alternatives for any AHP model are clearly identified and stated, the step-by-

step use in this chapter can be adopted to generate the needed result. It is believed that the procedure enumerated in the chapter will lessen the difficulty encountered by students and users of AHP models in getting results.

The managerial implication of the chapter lies in the fact that once the correct AHP is devel‐ oped by them or a professional decision support system (DSS) expert based on internally and externally generated ideal information from experts saddled with the decision problem, implementation of the model to arrive at the right decision becomes easy.
