Supply chain models with corporate social responsibility

Currently, corporate social responsibility (CSR) has become a critical issue because more than 88% of consumers think companies should try to achieve their business goals while improving society and the environment. This paper focuses on a CSR supply chain where an Original Equipment Manufacturer’s (OEM’s) sales can be significantly reduced because of its oversea supplier’s social misconduct. Specifically, as in a conventional wholesale price contract the supplier determines its wholesale price and the OEM decides its order quantity, but in a CSR supply chain, the supplier can autonomously change its CSR cost once a minimum requirement is satisfied. A higher CSR cost means that the supplier invests more in its corporate social responsibility and the OEM’s sales will be less likely to be influenced by negative CSR events. The equilibrium solutions show an important dilemma – although the supplier’s profit increases in the basic CSR requirement, the supplier will always use the minimum CSR cost under the conventional wholesale price contract, which eventually leads to a low supply chain profit. Thus, we introduce two different contracts to handle this problem: the flexible quantity contract and the wholesale price incentive contract, which are, respectively, a ‘tough’ way and a ‘beneficent’ way for the OEM to solve the problem. Although the two ways cannot (always) coordinate the supply chain, we show that they both will significantly improve the supply chain performance. Our results also show that in some conditions, one strategy will dominate, whereas in different conditions the other strategy dominates.     

基于顾客渠道偏好改进的Hotelling模型的双渠道供应链零售商博弈

为了对双渠道供应链中互相独立的不同渠道零售商的决策进行分析,从考虑顾客对不同购买渠道的心理偏好角度出发,构建出在Hotelling线性城市模型基础上加以改进的博弈模型。在前往不同渠道购买的产品存在成本差异,产品对网络渠道适用性不同这两个条件的约束下,分析了互相独立的不同渠道零售商之间博弈均衡价格、市场份额和利润的变化趋势。研究说明,随着产品网络渠道适用性的增大,不同渠道零售商的博弈均衡价格差异、均衡市场份额差异均会随之减小,同时,传统零售商利润也会随之减小,而电子渠道零售商利润会随之增大。网络渠道的适用性确定时,对网络适用性好的产品会受到不同渠道购买成本的影响,导致不同渠道零售商的定价和市场份额占比不同。     

基于存货促销的供应链协调问题的研究

讨论了零售阶段需求依赖于货架展示量的供应链的协调问题,特别地,由于货架空间的稀缺,零售商的存货持有成本假设为非线性的成本函数。在一个零售商的情况下,给出了决策变量及供应链利润分配的显式解。当存在两个相同的零售商竞争时,给定市场份额按比例分配原则．证明此时存在唯一对称的Nash均衡解,供应商可以用相同的合同协调供应链。最后通过数值算例说明所得结果。     

BOPS策略下全渠道零售商库存决策研究

本文研究实施“线上购买,线下取货”的BOPS全渠道模式下,制造商与线上、线下零售商在不同定价和服务价值策略之间的相互作用。利用修正的Hotelling模型刻画市场需求函数,构建以制造商为主导的Stackelberg供应链模型,分析了集中式双渠道、集中式全渠道、分散式双渠道和分散式全渠道4种策略的均衡定价与服务价值,并用数值仿真的方法对4种策略进行比较。研究表明,零售商的服务价值对供应链成员的定价均有正向影响;实施BOPS全渠道定价策略明显优于双渠道定价策略,并且全渠道策略的优势在集中式供应链的效果比分散式供应链更加明显。同时敏感性分析表明,供应链的整体收益随着BOPS渠道的市场规模扩张系数的增加而增加;最优的定价策略为集中式全渠道策略。

     

博弈理论在协同营销中的应用初探

应用博弈论的相关模型分析了制造商和销售商在不同市场结构情况下的博弈行为,共探讨了三种营销模式,其中两种是非合作营销,一种是合作营销。重点研究了两者在协同情况下的博弈行为,找出了对于制造商和销售商来说都是最优的可接受帕累托(Pareto)有效方案。     

供应链中两类信息失真问题的博弈分析

对因机制设计造成的信息失真和因互不信任导致的信息失真进行了博弈分析,并对因分段激励机制造成的信息失真进行了分析,探讨了导致分销商进行欺骗的诱因,并对供应链之间因互不信任造成的信息共享的失败利用囚徒困境模型进行了分析。     

Contingent sourcing under supply disruption and competition

With the increasing awareness of the serious consequences of supply disruption risk, firms adopt various kinds of strategies to mitigate it. We consider a supply chain in which two suppliers sell components to two competing manufacturers producing and selling substitutable products. Supplier U is unreliable and cheap, while Supplier R is reliable and expensive. Firm C uses a contingent dual-sourcing strategy and Firm S uses a single-sourcing strategy. We study the implications of the contingent sourcing strategy under competition and in the presence of a possible supply disruption. The time of the occurrence of the supply disruption is uncertain and exogenous, but the procurement time of components is in the control of the firms. We show that supply disruption and procurement times jointly impact the firms’ buying decisions. We characterise the firms’ optimal order quantities and their expected profits under different cases. Subsequently, through numerical computations, we obtain additional managerial insights. Finally, as extensions, we study the impact endogenizing equilibrium sourcing strategies of asymmetric and symmetric firms, and of capacity reservation by Firm C with Supplier R to mitigate disruption.     

基于制造商—销售商供应链双向补贴博弈研究

基于制造商对销售商进行广告补贴,销售商对制造商进行研发补贴的异质性供应链合作模式,构建了博弈模型,并提出两种违约风险解决方案。分析论证了制造商研发投入与边际收益正相关,销售商广告投入与边际收益正相关。在制造商单向补贴博弈均衡时,销售商的广告投入与制造商给予的补贴系数的关系由参数决定,销售商的广告投入与制造商的研发投入负相关,补贴系数与制造商边际收益正相关,与销售商边际收益负相关。在制造商—销售商供应链双向补贴博弈均衡时的供应链收益大于单向补贴博弈均衡时的供应链收益。     

Coordination and performance analysis for a three-echelon supply chain with a revenue sharing contract

This paper focuses on a three-echelon supply chain composed of a manufacturer, a distributor and a retailer for a single selling period. Based on a revenue sharing contract, the coordination of the decentralised supply chain with the simultaneous move game or the leader–follower game is analysed. It is determined that the revenue sharing contract can coordinate the decentralised supply chain with the simultaneous move game. Our analysis reveals that the revenue sharing contract cannot coordinate the decentralised three-echelon supply chain with the leader–follower game except for a special situation. However, this result provides an opportunity to develop methodology and results that measure the potential improvement in supply chain performance that can be gained from utilising the revenue sharing contract. This is an important aspect of this paper.     

社会环保意识和闭环供应链定价策略——基于纵向差异模型的研究

在纵向差异模型的基础上,从社会环保意识,新产品和再造品的零售价格角度构建了新产品和再造品的需求函数.对分散决策时零售商销售渠道下的不同回收模式之闭环供应链进行了博弈分析,得到了闭环供应链成员的最优定价策略和最终利润,以及它们和社会环保意识之间的关系.最后运用数值运算进一步验证了前面的结果.     

Pricing and effort decisions for a supply chain with uncertain information

This paper analyses the pricing and effort decisions of a supply chain with single manufacturer and single retailer. The manufacturer produces a kind of product and then wholesales the product to the retailer, who in turn retails it to customers over a single selling season. The retailer can influence demand through her sales effort. This research depicts the consumer demand, the manufacturing cost and the sales effort cost as uncertain variables. Considering the demand expansion effectiveness of sales effort, one centralised and three decentralised game models are built on the basis of the expected value criterion, and the equilibrium solutions are obtained. We investigate the effects of the parameters’ uncertainty degrees on the pricing and effort decisions. The results indicate that the manufacturer benefits from improvement in demand and cost uncertainties when he has at least bargaining power in the supply chain. The results also imply that the uncertainty degree of sales effort elasticity has an outstanding influence on the pricing and effort decisions, whereas the uncertainty degree of price elasticity has a modest impact on these decisions. We also study the effects of the parameters’ uncertainty degrees on the supply chain from the consumers’ perspective. The results suggest that with a power retailer, the retail price should always be on the high end. Consequently, consumers do not necessarily benefit from a power retailer. When the manufacturer and the retailer have equal bargaining power, consumers do not necessarily benefit from the supply chain, either.     

Selection of risk mitigation strategy in electronic supply chains using grey theory and digraph-matrix approaches

Supply chains are becoming more lengthy and complex due to globalisation and vertical integrations. In this context, adopting proactive approaches is needed for dealing with changing risks and vulnerabilities for securing supply chain systems. Supply chain risks are interlinked and thus, one mitigation strategy can reduce many of other supply chain risks. For example, aggregate or pooling demand reduces forecast risks, capacity risks and inventory risks. Also, some of the risk mitigation strategies have negative influences over certain supply chain risks as adding capacity has a negative influence on capacity risks. Twelve major supply chain risk categories and 21 risk mitigation strategies with typical focus on electronics manufacturing supply chains have been identified. A combination of grey theory and digraph-matrix methodologies has been used for quantifying various supply chain risk mitigation strategies and this approach is not seen in literature till date. The proposed model was also tested taking a case study of an Indian electronics manufacturing company. Obtained results were also subject to sensitivity analysis. The net positive influence values of risk mitigation strategies proposed in this research could effectively be used by top management for ascertaining their risk mitigation strategies for better management of supply chains as a whole.     

激励供应商R&D努力的最优补贴策略研究

构建了一个由两个竞争的供应商、一个采购商和最终消费者组成的供应链模型,采购商通过招标方式向供应商采购物品,供应商的R&D活动可以降低自己的制造成本.分别考虑了对供应商总额补贴、对供应商单位补贴和对消费者单位补贴三种不同情形下,政府R&D补贴对供应商的R&D努力和社会福利的影响.研究发现,对供应商的总额补贴并不能激励供应...     

The impact of third-party remanufacturing on the forward supply chain: a blessing or a curse?

It is widely agreed that the entry of third-party remanufacturers (TPRs) hurts original equipment manufacturers (OEMs) because remanufacturing cannibalises the new product sales. In this paper, motivated by the practice of mobile phone remanufacturing, we develop a game theoretical model to revisit the impact of third-party remanufacturing on a forward supply chain in which one OEM purchases critical components from one dominant supplier. The OEM may operate the remanufacturing business as cost-efficient as the TPR. Our analytical results show that regardless of the OEM’s remanufacturing capability, third-party remanufacturing could be beneficial to the OEM in that the supplier would lower the wholesale price as a response to the entry of the TPR; in addition, compared with the case without remanufacturing, third-party remanufacturing is always detrimental to the supplier, but the supplier should not always attempt to deter the entry of the TPR because third-party remanufacturing could be less detrimental than the OEM’s in-house remanufacturing. Under certain conditions, the two players in the forward supply chain both prefer third-party remanufacturing over in-house remanufacturing. The key intuition driving this finding is that third-party remanufacturing makes the OEM and the supplier allied; while in-house remanufacturing makes them against each other.     

TPL主导下的生鲜电商三级供应链决策分析

研究由TPL、生鲜电商、生鲜产品供应商组成的三级供应链系统,其中生鲜农产品的市场需求受网上零售价格、安全追溯系统可用性、新鲜度的影响。在TPL主导下,运用Stackelberg博弈模型,分析生鲜电商、生鲜产品供应商不同领导权下的最优决策和最大利润,得出以下结论:生鲜产品供应商作为第二领导下的TPL利润、安全追溯系统可用性、保鲜水平、市场需求均大于其作为第三领导时的情形;不同领导权对供应链企业的利润也会产生影响,利润偏向于领导权大的一方。然而不管哪种决策模型,其供应链利润均小于集中决策下的情形。