| The ever-increasing population of Mashhad,as the only metropolis in the east and northeast of the country, along with the growth of consumerism, has led to an increase in the volume of urban waste,as well as problems in the waste management sector in Mashhad, so the use of new tools and technologies that can simultaneously It becomes necessary to facilitate the process of waste management to reduce problems, especially environmental problems,higher economic efficiency and increase the satisfaction of citizens.he aim of this research was to investigate the current state of using new technologies in the field of waste management in Mashhad metropolis and to identify its most important strengths,weaknesses, opportunities and threats,and finally to provide appropriate strategies and solutions for better waste management.A questionnaire was used to collect information in the field section.Due to the specialization of the subject,the statistical population of this research was the employees of various managerial and expert levels of related organizations,who answered a total of 38 questionnaires.In order to identify the most important strengths, weaknesses, opportunities and threats that Mashhad's waste sector is facing in terms of new technologies,from the SWOT model and its quantification steps,such as matrices (QSPM,TOWS,IFE,EFE)and in the phase of prioritizing solutions Effectiveness/feasibility matrix has been used.In addition, interviews were conducted with a number of related managers and experts to explain more and more specifically and recheck the information obtained from the questionnaire.The results show that the state of using new technologies in this field is not suitable and in terms of strategic position, it is in a defensive position.Out of a total of 29 technologies identified in the sectors of waste collection and transfer,processing and recycling, waste disposal, a total of 14 technologies are used in Mashhad and the technologies used with Today's technologies in this field are relatively far away. |
