Dynamic inventory system with pricing adjustment for price-comparison shoppers

With numerous price-comparison websites and applications, consumers today are frequently conducting price-comparison shopping. As a result, retailers face an increasing challenge in predicting consumer demand and determining the optimal product price and inventory level accordingly. To address this issue, this paper proposes an inventory model with joint decisions of price and inventory to optimize the retailer's long-run average profit under price-comparison consumer shopping. We first formulate the demand arrival process for a retailer under price-comparison shopping to be affected by not only its own price but also its competitors'. Based on this demand arrival process, we then formulate the retailer's long-run average profit and derive properties of its optimal solution. Our model focuses on capturing the impact of price-comparison consumers on a retailer's optimal price and inventory decisions. In particular, we allow competitors' prices to affect the retailer's demand via two key factors: the manufacturer's suggested price and the variability of the outside lowest price. According to our results, when the suggested price increases, the retailer should lower its price to obtain more price-comparison customers from competitors, whereas when the variability of outside lowest price increases, the retailer should raise its price to increase per unit profit from nonprice-comparison customers.     

Some two-echelon style-goods inventory models with asymmetric market information

A “two-echelon” newsboy problem considers the interactive decisions between the “manufacturer” and the “retailer” – now recognized as two separate entities. Earlier papers on this problem assumed that the two parties share the same market information. We extend this problem by studying the situation in which the retailer has better market information than the manufacturer. Presented are several decision models that should be useful for guiding a manufacturer's decisions. Moreover, solutions to these models lead to various unexpected and interesting conclusions. For example, we found that improved retailer's market-knowledge always benefits the manufacturer and the system, though not necessarily the retailer himself. In contrast, improved manufacturer's knowledge benefits only the manufacturer himself at the expense of the retailer and of the system.     

基于不同政府补贴方式的绿色产品闭环供应链决策研究

以制造商和零售商组成的绿色产品闭环供应链构建了政府对绿色产品仅生产补贴、仅回收补贴以及生产和回收同时补贴的3类绿色供应链模型.运用博弈论方法进行求解,研究发现：3类绿色供应链模型中的产品绿色度、市场需求量、制造商利润、零售商利润均与绿色度敏感系数成正相关关系.仅生产补贴和仅回收补贴两类绿色供应链模型中绿色度敏感系数满足一定条件时产品零售价与之成负相关关系.政府对绿色产品仅生产补贴时的市场需求量、绿色度、制造商利润、零售商利润均优于仅回收补贴和生产和回收同时补贴情形.政府对绿色产品生产和回收同时补贴时企业利润反而并不是最大的.因此,政府应加大对绿色产品的生产补贴力度,获得补贴的制造商应加大绿色产品研发力度.这样产品的绿色度得以进一步提升,环境得以进一步改善.     

Three revenue-sharing variants: their significant performance differences under system-parameter uncertainties

In the widely studied ‘revenue sharing’ (hereafter [RS]) contract format, the manufacturer of a product not only charges the retailer a unit wholesale price w, but also requires the retailer to share part of the product's revenue (ie, the unit retail price p) with him. For a product with price-dependent demand, it is well known that if a dominant manufacturer knows the system parameters deterministically, then [RS] gives him the perfect power of simultaneously coordinating the channel and allocating profit arbitrarily. Unfortunately, [RS]'s power deteriorates as the manufacturer's knowledge of the system parameters becomes increasingly uncertain. This paper shows that this deterioration can be substantially reduced by using slightly modified versions of [RS]; these modifications roughly amount to sharing a retailer's gross profit instead of revenue. In other words, this paper presents simple modifications to the classical [RS], leading to contract formats that perform substantially better under system-parameter uncertainty.     

Analysis and design of returns policies from a supplier's perspective

This paper considers the problem of designing a returns policy in a supply chain from a supplier's perspective. The supply chain considered here is assumed to have one supplier and one retailer who serves a random demand of a product with a short life cycle. The retailer can return all the unsold products to the supplier with a partial refund. We found that if the retailer behaviour is rational, that is, ordering the optimal quantity to maximize its expected profit, then both retailer and supplier could benefit from the returns policy. Furthermore, we established that the optimal buyback price is independent of the mean of the random demand, but the variance of the demand has a significant impact on setting the optimal buyback price. The higher the variance the higher the optimal buyback price and the larger the profit gain of both parties. Numerical studies are employed to help understand the benefits of returns policies for the supplier, the retailer, and the whole supply chain.     

Demand uncertainty and supplier's returns policies for a multi-store style-good retailer

As demand uncertainty grows in the marketplace, a critical issue today in most purchase contract negotiations between an independent retailer of a style-good and its supplier is the provision of a returns policy, i.e., a commitment by the supplier to buy back unsold inventory of the good at the end of its selling season. Management science research on the strategic role and optimal design of returns policies has grown in recent years but so far offers little treatment of how exactly the retailer's optimal order quantity decisions are affected by demand uncertainty and how a supplier's returns policy can influence these decisions. Employing the traditional “newsboy problem” modeling framework, the authors investigate these issues considering a supplier who faces a retailer with two or more store outlets with normally distributed and possibly correlated demands. To facilitate their analyses, the authors employ a methodology based on special error function representations of the highly nonlinear objective functions of the retailer and supplier. Utilizing this approach, the authors are able to provide explicit insights into how: (a) the buyer's total order quantity decision is affected by the variability in demand; (b) buyback prices in combination with wholesale prices can influence the buyer's order quantity response to demand uncertainty; (c) demand uncertainty moderates the effects of the buyback and wholesale prices; (d) supplier's optimal combination of actions are affected by demand variability; (e) retailer's and supplier's expected profits behave in response to changes in the supplier's actions under different levels of demand variability.     

Quantity discounts based on the previous order in a two-period inventory model with demand uncertainty

We examine quantity discount contracts between a manufacturer and a retailer in a stochastic, two-period inventory model. The retailer places an order in each of the two periods to meet stochastic demands. The manufacturer gives the retailer a price discount on purchases in the second period in excess of the first-period order quantity (incremental QDP) or a price discount for all units ordered in the second period if the retailer orders more in the second period than in the first period (all-units QDP). We show that the retailer's optimal ordering decision in the second period depends on the sum of initial inventory and previous order quantity. Our computational study suggests that the QDP contract induces the retailer to buy more in the second period but less in the first period, while the increase of the total order quantity may not be significant; and that it increases the manufacturer's profit only when the wholesale margin is large relative to the retail margin.     

Defending and improving the ‘slotting fee’: how it can benefit all the stakeholders dealing with a newsvendor product with price and effort-dependent demand

‘Slotting fee’ (hereafter ‘SF’) is an upfront fee a ‘supplier’ is required to pay a retailer in order to have his product sold on the retailer's shelves. It is becoming increasingly common, but also widely reviled. This paper considers a newsvendor product whose expected demand is dependent on retail price and sales effort. The question we pose is: given that the Stackelberg-dominant retailer has to choose a pricing contract with which she transacts with the supplier, how would the supply-chain stakeholders fare when the retailer implements SF instead of another practical pricing contract? We show that, contradicting its negative public image, SF empowers the dominant retailer to specify contract terms that will benefit all the stakeholder-groups. That is, the supplier's and the retailer's profits are higher, the production workers are asked to produce more, and the consumers pay a lower retail price. We also propose a new ‘composite’ contract format that incorporates both the SF and ‘buyback’ features. This composite format empowers the retailer to provide even greater benefits to the supply-chain's stakeholders.

     

Effects of risk aversion and decision preference on equilibriums in supply chain finance incorporating bank credit with credit guarantee

We constructed a Stackelberg game in a supply chain finance (SCF) system including a manufacturer, a capital‐constrained retailer, and a bank that provides loans on the basis of the manufacturer's credit guarantee. To emphasize the financial service providers' risks, we assumed that both the bank and the manufacturer are risk‐averse and formulated trade‐off objective functions for both of them as the convex combination of the expected profit and conditional value‐at‐risk. To explore the effects of the risk preferences and decision preferences on SCF equilibriums, we mathematically analyzed the optimal order quantities, wholesale prices, and interest rates under different risk preference scenarios and performed numerical analyses to quantify the effects. We found that incorporating bank credit with a credit guarantee can effectively balance the retailer's financing risk between the bank and the manufacturer through interest rate charging and wholesale pricing. Moreover, SCF equilibriums with risk aversion are highly affected by the degree of both the lender's and guarantor's risk tolerance in regard to the borrower's default probability and will be more conservative than those in the risk‐neutral cases that only maximize expected profit.     

Pricing/inventory decisions and profit shares in a non-integrated marketing channel for a single-period product

We consider the situation in which the manufacturer of a single-period product first sets the unit wholesale price and then the retailer responds with an order size. We present mostly analytical results on the effects of the problem's environmental parameters (such as shortage cost and demand uncertainty) on the optimal decisions (ie, the unit wholesale price and retailer's order size) and on the expected profits of the manufacturer and of the retailer. Some of these effects are counter-intuitive and/or contradict related results published recently for similar models. The most important finding is that demand uncertainty is always harmful to the manufacturer but is very often beneficial to the retailer. This means that when the manufacturer can set the wholesale price, the manufacturer should be much more supportive (or even aggressive) than previously advised towards activities such as market surveys and ‘Quick Response’ that reduce the retailer's market uncertainty; in contrast, the retailer need not be as enthusiastic about these activities.     

考虑大数据营销和风险规避的绿色供应链决策与协调

通过建立考虑大数据营销及零售商风险规避的博弈模型,对绿色供应链定价、产品绿色度及利润进行比较分析。研究发现:无论集中决策、双方风险中性分散决策还是仅零售商风险规避分散决策,考虑大数据营销时的供应链整体期望利润和产品绿色度较高,且大数据营销效率因子对产品绿色度的增加有正向作用;双方风险中性分散决策下,一定条件下,两部定价契约能够有效协调供应链整体利润,实现帕累托改进;仅零售商风险规避分散决策下,零售商的风险规避行为会降低其对大数据营销的投入,一定条件下,两部定价契约也能够实现供应链整体期望利润的帕累托改进。     

An option-pricing look at the introduction of private labels

This paper uses an option-pricing model to explore the impact of various factors on whether and when a retailer will choose to introduce a private label in a product category that is currently the exclusive domain of a manufacturer. Among the factors considered are the retailer's and manufacturer's margins, the cost of introducing the private label, the shelf space to be devoted to the private label and by consequence the store-market share to be captured by it, and the quality of the private label.     

An uncooperative order model for items with trade credit,inventory-dependent demand and limited displayed-shelf space

This paper considers a two-echelon supply chain where a supplier sells a single product through a retailer, who faces an inventory-dependent demand. The supplier hopes to incentive the retailer to order more items by offering trade credit. The retailer places the ordered items on the display shelf (DS) with limited space and stocks the remaining items (if any) that exceed the shelf capacity in his/her backroom/warehouse (BW). From the supplier’s perspective, we focus mainly on under which conditions the supplier should offer trade credit and how he/she should design such trade credit policy and corresponding ordering policy to obtain much more benefits. From the retailer’s perspective, we discuss whether the retailer needs BW and exactly how many items need to be stocked in BW when the supplier offers trade credit. We formulate a “supplier-Stackelberg” game model, from which we obtain the conditions under which the presented simple trade credit policy not only increases the overall chain profit but also each member’s profit. We also show that the trade credit policy is always more beneficial to the retailer than to the supplier if it is offered.     

Myopic control of stochastic inventories with intermittent updates: continuous <Emphasis Type="Italic">versus</Emphasis> periodic replenishment

A manufacturer who is responsible for supplying a retailer with a single product is considered. The retailer sells the product in response to stochastic demand and provides the manufacturer with periodic updates about his inventories. Replenishing the retailer's inventory under two myopic base-stock policies is addressed. These policies, referred to as vendor managed inventory, represent a relatively new approach to allocating responsibility in the replenishment process. Specifically, the manufacturer, who is responsible for the retailer's inventories, can replenish them either continuously at any point in time or periodically, at one point in time for each period. The myopic replenishment policies that are considered are of a base-stock type. It is shown that the selected policies become optimal as the number of review periods tends to infinity. Furthermore, the two replenishment alternatives are compared in terms of both base-stock levels and expected costs, including those for inventory holding/shortage and transportation costs. Although continuous rather than periodic replenishment is evidently more expensive in terms of transportation costs, it is shown that even when the transportation cost constitutes more than 55% of the total average cost, it may still be preferable to replenish continuously rather than periodically.     

Optimal inventory and insurance decisions for a supply chain financing system with downside risk control

This research considers a supply chain financing system consisting of a capital‐constrained retailer, a supplier and a risk‐averse bank. The retailer may be subject to credit limit because of the bank's downside risk control, and hence, credit insurance should be needed to enhance his financing ability. This paper develops a mathematical optimization model by incorporating insurance policy into the well‐known newsvendor financing model. The optimal inventory and insurance decisions under different scenarios, that is, no insurance, insurance with symmetric information and insurance with asymmetric information, are derived. This work also discusses how the retailer's capital level, the bank's risk aversion, and the insurer's loading factor affect the optimal inventory and insurance decisions. The results show that the retailer will use credit insurance if he is sufficiently capital‐constrained or the insurer's risk loading factor is low enough. Moreover, credit insurance can bring Pareto improvement to the supply chain financing system, which verifies the prevalence of credit insurance in practice. Several numerical experiments are presented to examine the sensitivities of key parameters. Copyright © 2016 John Wiley & Sons, Ltd.     

Supply chain coordination by manufacturer reward contract

We investigate how a manufacturer sets a reward contract to realize supply chain coordination when a retailer's service effort has a showrooming effect. We demonstrate that the manufacturer's reward contract increases retail prices and benefits the retailer but may hurt the manufacturer. Meanwhile, a large unit reward can soften the price competition. We also find that when the unit reward is high, a greater showrooming effect may benefit supply chain members, and the retailer provides a higher service effort.     

Marketing-production decisions under independent and integrated channel structure

The topic of channel structure has recently attracted much attention among researchers in the marketing and economics area. However, in a majority of the existing literature the cost considerations are extremely simplified with the major focus being pricing policy. What happens when cost incurring decisions are strongly connected with pricing policies? This is the theme we wish to explore in the present paper. The non-trivial costs considered are production, inventory, and retailer effort rate, i.e. we seek to explore the marketing-production channel. We have used the methodology of differential games. The open-loop Stackelberg solution concept has been used to solve the manufacturer and retailer's problem. The Pareto solution concept has been used to solve the problem of the vertically integrated firm. The production, pricing, and effort rate policies thus derived have been compared to obtain insights into the impact of channel structure on these policies. Also, to examine the relation between channel structure and the retailing operation requiring effort, we derive the Stackelberg and Pareto solutions with and without effort rate as a decision variable. We show that once the production rate becomes positive, it does not become zero again. This implies production smoothing. However, none of the gains of production smoothing are passed on to the retailer. The optimal production rate and the inventory policy are a linear combination of the nominal demand rate, the peak demand factor, the salvage value, and the initial inventory. Also, as opposed to some of the existing literature, the optimal policies need not necessarily be concave in nature. In the scenario where the relating operation does not require effort, the pricing policies of the manufacturer and the retailer, and the production policy of the manufacturer have a synergistic effect. However, in the scenario where the retailing operation does benefit from effort, the retailer's pricing policy need not necessarily be synergistic with other policies. With regard to channel structures, it seems that production smoothing will be done more efficiently in the integrated setup. Also, we show that the price paid by the consumer need not necessarily be lower in the integrated setup. But despite higher prices, the channel profits are higher in the integrated setup. This implies a conflict between the interests of the consumers and the firm. Also, this contradicts the results of some of the earlier papers that have used simple static models.     

Optimal retailer's ordering policies in the EOQ model under trade credit financing

The main purpose of this note is to modify the assumption of the trade credit policy in previously published results to reflect the real-life situations. All previously published models implicitly assumed that the supplier would offer the retailer a delay period, but the retailer would not offer the trade credit period to his/her customer. In most business transactions, this assumption is debatable. In this note, we assume that the retailer also adopts the trade credit policy to stimulate his/her customer demand to develop the retailer's replenishment model. Furthermore, we assume that the retailer's trade credit period offered by supplier M is not shorter than the customer's trade credit period offered by retailer N(M?N). Under these conditions, we model the retailer's inventory system as a cost minimization problem to determine the retailer's optimal ordering policies. Then a theorem is developed to determine efficiently the optimal ordering policies for the retailer. We deduce some previously published results of other researchers as special cases. Finally, numerical examples are given to illustrate the theorem obtained in this note.     

Contracting with asymmetric demand information in supply chains

We solve a buyback contract design problem for a supplier who is working with a retailer who possesses private information about the demand distribution. We model the retailer’s private information as a space of either discrete or continuous demand states so that only the retailer knows its demand state and the demand for the product is stochastically increasing in the state. We focus on contracts that are viable in practice, where the buyback price being strictly less than the wholesale price, which is itself strictly less than the retail price. We derive the optimal (for the supplier) buyback contract that allows for arbitrary allocation of profits to the retailer (subject to the retailer’s reservation profit requirements) and show that in the limit this contract leads to the first-best solution with the supplier keeping the entire channel’s profit (after the retailer’s reservation profit).     

The impact of sharing customer returns information in a supply chain with and without a buyback policy

In this paper, we examine a single period problem in a supply chain in which a Stackelberg manufacturer supplies a product to a retailer who faces customer returns and demand uncertainty. We show that the manufacturer incurs a significant profit loss with and without a buyback policy if it fails to account for customer returns in the wholesale price decision. Under the assumption that the retailer is better informed than the manufacturer on customer returns information, we show that without a buyback policy, the retailer prefers not to share if the manufacturer overestimates while it prefers to share customer returns information if the manufacturer underestimates this information. If the manufacturer offers a buyback policy, we have the opposite results. We also discuss incentives to share the customer returns information and some of the issues that are raised in sharing this information.