考虑促销努力与生产努力的供应链召回努力策略研究

考虑一条由单个供应商和单个制造商组成的二级供应链,面对产品召回事件,供应商和制造商都可以通过召回努力来降低召回事件发生的概率。本文研究了供应链最优召回努力策略,研究发现双方的召回努力与初始期望单位召回成本和潜在市场规模有关。当潜在市场规模和初始期望单位召回成本都较小时,双方均选择部分召回努力,当潜在市场规模和初始期望单位召回成本都较大时,双方均选择全部召回努力,否则,供应商选择全额召回努力而制造商选择部分召回努力。由于制造商的促销努力与供应商的生产努力是企业扩大市场规模常用的策略,因此,本文还研究了这两种策略分别对供应链召回努力策略的影响。我们发现这两种策略都能降低双方采取全额召回努力时潜在市场规模的门槛,激励双方增加召回努力,降低产品召回概率并增加供应链成员的利润。特别的,我们还对比了这两种策略对双方召回努力的影响,发现当促销努力成本系数与生产努力成本系数都较小时,两种策略对召回努力的影响相同,当生产努力成本系数足够大时,考虑促销努力时双方的召回努力水平更高,否则,考虑生产努力时双方的召回努力水平更高。

Supply Chain Recall Efforts Strategies: Manufacture's Promotion vs Supplier's Production Efforts

Considering a two-stage supply chain consisting of a supplier and a manufacturer which is facing a product recall event, and the fact that both the supplier and manufacture can make recall efforts to reduce the product recall probability, this paper studies the optimal supply chain recall efforts strategies. We find that the supply chain recall efforts are mainly related to the initial expected unit recall costs and the potential market size. When the potential market size and the initial expected unit recall costs are relatively small, both supply chain members choose the partial recall effort. When both the potential market size and the initial expected unit recall costs are large, both supply chain members take the full recall efforts. Otherwise, the supplier chooses full recall effort while the manufacturer chooses partial recall effort. In practice, the manufacture's promotion and the supplier's production efforts are commonly used strategies to enlarge the market size, sowe investigate the effect of both strategies on the supply chain recall efforts strategies as well. The results show that both strategies can motivate supply chain members to improve recall efforts, reduce the recall probability, and increase the profit of supply chain members. Particularly, we compare both strategies in terms of the effect on supply chain recall efforts. When both promotion costs coefficient and production effort costs coefficient are small, effects are the same. When the production effort costs coefficient is large enough, the manufacturer's production effort strategy improves supply chain recall efforts better. Otherwise, the supplier's production effort strategy improves supply chain recall efforts better.