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。     

基于MAS的敏捷供应链谈判模型

通过分析敏捷供应链的业务流程,建立了一个多Agent的敏捷供应链的谈判模型,并将敏捷供应链双边谈判中买卖双方表示成两个谈判Agent.任选其中买方谈判Agent的状态转换过程抽象为动作规划,并把它形式化为一个模糊自动机.在分析了Agent谈判的过程之后给出了谈判Agent的体系结构,并给出了该谈判模型的应用案例,为建立实用的Agent谈判系统奠定了理论依据.     

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.     

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.     

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.     

Multi-period hedging and coordination in a prefabricated construction supply chain

In this paper, a multi-period buffer space hedging coordination between a building contractor (BC) and a logistics provider (LP) is investigated. In order to facilitate the application of the construction lead-time hedging (CLTH) strategy, adopted by the BC, extra buffer space needs to be reserved at LP’s intermediate warehouse for contingency usage. This strategy is defined as ‘buffer space hedging (BSH)’ and it increases the pressure of LP on involving extra storage and maintenance cost. Two coordination mechanisms are adopted for solving this BSH problem. One scheme is by introducing a cost-sharing term. A Nash game model is studied to find the individual optimal decisions. Another scheme is a cooperative game model with proper side-payments. We show that adjusting the BSH amount for each review period benefits the supply chain. Both coordination mechanisms enable a win–win outcome. Especially, if system resources are sufficient, the cooperative game outperforms the Nash game. Numerical experiments further demonstrate that the benefit of the proposed model is more significant under the case with lower unit enlarging/rearrangement cost, higher tardiness penalty and unpredictable and uncontrollable construction process-determined assembled and installed prefabs.     

Coordination of a dual-channel supply chain after demand or production cost disruptions

Coordinating a dual-channel supply chain could not only achieve the integrated profit of the supply chain but also alleviate the channel conflict. Although some researches addressed this area, there is scant literature to discuss the coordination issue in the situations of disruption. To fill this void, we utilise a contract with a wholesale price, a direct channel’s price and a lump sum fee to coordinate a dual-channel supply chain under the cases of demand disruptions and production cost disruptions. After deriving the optimal contract for each case, we find that the manufacturer can achieve coordination of the disrupted supply chain by adjusting the parameters of the coordination contract used in a normal environment. We also show that after disruptions, there exists a contract adjustment benefit zone, in which both the manufacturer and the retailer can benefit from the adjustment of coordination contract when demand increases or production cost decreases. A further analysis of the production and distribution strategies in the coordinated dual-channel supply chain after disruptions suggests that the adjustment of the total production and sales of each channel depends heavily on the level of disruptions and the degree of consumers’ loyalty to both channels.     

Strategically decentralise when encroaching on a dominant supplier

A manufacturer may encroach on his suppliers by developing substitutable components. In the presence of encroachment, the manufacturer could assemble products using (high-end) components purchased from the supplier, and assemble products using (low-end) components produced in-house. Thus, the manufacturer must deliberate on how to manage the expanded organisation consisting of competing product divisions. In this paper, we examine the quintessential organisational structure decision – the centralisation versus decentralisation choice – from the perspective of the manufacturer. Our model assumes that the supplier is a dominant player, moving first by pricing the high-end component, and consumers have a higher willingness-to-pay of the product containing the high-end component. In such a context, we find that the manufacturer may encroach on the supplier even if producing the low-end component costs more than producing the high-end one. The supplier should strategically price to deter or accommodate downstream encroachment contingent on the manufacturer’s organisational structure decision. If the unit cost of low-end components is high enough, product-based decentralisation is preferred to centralisation due to the supplier’s lower wholesale price. Furthermore, the manufacturer’s strategic decentralisation always hurts the supplier, always benefits the customers and could benefit or hurt the entire supply chain under certain conditions.     

Impact of demand price elasticity on advantages of cooperative advertising in a two-tier supply chain

This paper focuses on pricing and vertical cooperative advertising decisions in a two-tier supply chain. Using a Stackelberg game model where the manufacturer acts as the game leader and the retailer acts as the game follower, we obtain closed-form equilibrium solution and explicitly show how pricing and advertising decisions are made. When market demand decreases exponentially with respect to the retail price and increases with respect to national and local advertising expenditures in an additive way, the manufacturer benefits from providing percentage reimbursement for the retailer’s local advertising expenditure when demand price elasticity is large enough. Whether the manufacturer benefits from cooperative advertising is also closely related to supply chain member’s relative advertising efficiency. In the decision for adopting coop advertising strategy, it is critical for the manufacturer to identify how market demand depends on national and local advertisements. The findings from this research can enhance our understanding of cooperative advertising decisions in a two-tier supply chain with price-dependent demand.     

Consumer search,transshipment, and bargaining power in a supply chain

We study a decentralised supply chain with one manufacturer and two symmetric retailers who could transship their excess inventory between each other. Without transshipment, the retailer’s unsatisfied customers search and buy the product at the other retailer with some probability. With transshipment, the retailer can transship the other retailer’s excess inventory to fulfil its own unmet demand. However, a transshipment price is often charged by one retailer for transshipping goods to another. We show the retailer’s profit is unimodal in the transshipment price, and the manufacturer’s profit increases in the customer search probability. Although the retailer’s preference over transshipment depends on the magnitude of search probability and transshipment price, the retailer may always prefer the transshipment no matter their magnitude. We then study the effect of bargaining power over the transshipment decision (whether to transship between retailers and at what transshipment price). Our analysis suggests that the manufacturer always prefers to control the transshipment price rather than to control whether to transship, while the retailer can prefer both. We also find that increasing bargaining power always benefits the manufacturer but could hurt the retailer. We finally check the robustness of our results by investigating the case with asymmetric retailers     

Production lead-time hedging and coordination in prefabricated construction supply chain management

This paper studies a coordination scheme to solve a production lead-time hedging (PLTH) issue in the prefabricated construction supply chain management. To mitigate tardiness delivery owing to prefab production uncertainty, the project contractor (PC) prefers to inform the prefab factory (PF) an earlier due date which is termed as PLTH strategy. However, this strategy forces the PF to compress its production process. A balance must be optimised through the proposed PLTH coordination scheme. It includes a PLTH-related cost term, i.e. crashing money (charged by the PF to the PC) and a constant transfer term. Three models with different power structures are considered. Firstly, two Stackelberg games with alternative decision-making sequences and an equal power model are discussed to obtain the optimal PLTH amount and crashing money. Later on, a cost-sharing term is used to fairly allocate the system surplus. It is observed that this coordination scheme reduces the PLTH amount and ensures win–win coordination for both parties. Some interesting managerial implications are also obtained from comparison analysis and numerical studies.     

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.     

支持供应链管理的多主体系统

供应链是由不同利益主体构成的网络。介绍了多主体系统的概念,提出多主体系统在供应链管理中的应用,描述了该系统的结构框架,以及系统中各主体的功能,并且分析了它们之间的交互作用。     

Interdependent order allocation in the two-echelon competitive and cooperative supply chain

In this paper, we consider an order allocation problem in a two-echelon supply chain with multiple suppliers and multiple demanders. The orders from the demanders are interdependent in terms of execution sequence. We consider both the competition and cooperation relationships between the suppliers and demanders. We provide formal definition for the order allocation problem and propose a negotiation mechanism which includes a two-stage negotiation protocol and two heuristic negotiation algorithms. Different negotiation strategies are proposed for the demanders and suppliers to resolve the order interdependency and competition conflict. An automated negotiation approach is introduced to implement the negotiation mechanism. The computational experiments show that orders under different supply chain contexts can be allocated with high success rate. We also numerically compare the influence of different negotiation strategies and investigate the interaction of conflict resolutions.     

考虑零售商公平关切的绿色供应链主体行为演化博弈研究

基于演化博弈的相关理论,在绿色供应链运营过程中考虑零售商公平关切行为,构建供应商、零售商与政府的演化博弈模型并进行稳定性分析,结合数值仿真动态研究政府干预成本、补贴与惩罚力度、供应商绿色成本、零售商公平关切系数的变化对供应链成员策略行为演化结果的影响,以期为实现三方利益平衡提供参考。结果表明,供应商绿色成本与零售商公平关切系数对绿色供应链构建的影响呈正相关;政府监管成本对绿色供应链构建的影响呈负相关;政府补贴与惩罚力度对绿色供应链构建的影响具有阶段差异性。     

需求和成本同时发生偏差时供应链协调研究

研究一个供应商和一个零售商组成的供应链,分别在一体化供应链、分散化供应链发生突发事件的情况下,使用收益共享合约协调该供应链。研究发现,收益共享合约在稳定条件下能实现该供应链的协调;当突发事件导致价格敏感系数和供应商的生产成本同时与其预测值发生偏差时,原有的协调被打破,改进的收益共享合约可协调价格敏感系数和成本偏差的分权供应链。